Question 1

Which of the following statements about property rights is true?

Accepted Answer

A) Internal power struggles occur more often when property rights are too weak. 
B) Top managers have the strongest property rights. 
C) Top managers should assign property rights based on performance. 
D) An organization can never make property rights too strong. 
A) Internal power struggles occur more often when property rights are too weak. 
B) Top managers have the strongest property rights. 
C) Top managers should assign property rights based on performance. 
D) An organization can never make property rights too strong.

Question 2

A nuclear power plant manager is concerned that he is not keeping up with the times, because his organization is predictable and not very innovative. What factors led to this conservative culture and is this culture appropriate?

Accepted Answer

Top managers at the plant's headquarters

Question 3

_________is an instrumental value.

Accepted Answer

A) Being frugal 
B) Quality 
C) Excellence 
D) Stability 
A) Being frugal 
B) Quality 
C) Excellence 
D) Stability

Question 4

Terminal values are reflected in an organization's mission statement.

Accepted Answer

A) True 
 B)False

Question 5

Notifications of layoffs, severance payments, and long- term employment are workforce rights.

Accepted Answer

A) True 
 B)False

Which of the following statements about property rights is true?

A nuclear power plant manager is concerned that he is not keeping up with the times, because his organization is predictable and not very innovative. What factors led to this conservative culture and is this culture appropriate?

_________is an instrumental value.

Terminal values are reflected in an organization's mission statement.

Notifications of layoffs, severance payments, and long- term employment are workforce rights.

Organizations and Organizational Effectiveness

Organizational Stakeholders, Management, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Coordination, Communication, and Control

Designing Organizational Structure: Specialization and Coordination

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competencies, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Entrepreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 7: Creating and Managing Organizational Culture

Which of the following statements about property rights is true?

A nuclear power plant manager is concerned that he is not keeping up with the times, because his organization is predictable and not very innovative. What factors led to this conservative culture and is this culture appropriate?

_________is an instrumental value.

Terminal values are reflected in an organization's mission statement.

Notifications of layoffs, severance payments, and long- term employment are workforce rights.

Organizations and Organizational Effectiveness

Organizational Stakeholders, Management, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Coordination, Communication, and Control

Designing Organizational Structure: Specialization and Coordination

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competencies, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Entrepreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters