Question 1

Nystrom and Starbuck suggest that all of the following impede new learning except _________.

Accepted Answer

A) nonprogrammed decisions 
B) cognitive structures 
C) past learning 
D) "weathering the storm strategies" 
A) nonprogrammed decisions 
B) cognitive structures 
C) past learning 
D) "weathering the storm strategies" A

Question 2

A codification approach to knowledge management is most suited to a mechanistic organization.

Accepted Answer

A) True 
 B)False  True

Question 3

Bill Gates used a bounded- rational approach in determining how to compete with Netscape's browser.

Accepted Answer

A) True 
 B)False  False

Question 4

Paul manages the Buick division at GM, and Joan oversees the Pontiac division at GM. Paul views the environment as hostile and uncertain. Joan views the environment as stable and sees many opportunities. What is likely the cause of this difference in perspective?

Accepted Answer

A) Differences in intellectual capabilities 
B) Differences in organizational learning 
C) Differences in cognitive structures 
D) Differences in organizational capabilities 
A) Differences in intellectual capabilities 
B) Differences in organizational learning 
C) Differences in cognitive structures 
D) Differences in organizational capabilities

Question 5

Which of the following is an assumption of the Carnegie model of decision- making?

Accepted Answer

A) Managers agree about what an organization's most important goals are. 
B) Managers make changes that are only slightly different from existing procedures. 
C) Managers have all the information necessary to make decisions. 
D) Managers select a limited range of alternatives. 
A) Managers agree about what an organization's most important goals are. 
B) Managers make changes that are only slightly different from existing procedures. 
C) Managers have all the information necessary to make decisions. 
D) Managers select a limited range of alternatives.

Question 6

Systems thinking:

Accepted Answer

A) focuses on using AIT to facilitate learning among network members. 
B) states that structure, culture, and strategy must match to foster organizational learning. 
C) states that each level of learning affects other levels. 
D) suggests that companies substitute information systems for the hierarchy to transmit information. 
A) focuses on using AIT to facilitate learning among network members. 
B) states that structure, culture, and strategy must match to foster organizational learning. 
C) states that each level of learning affects other levels. 
D) suggests that companies substitute information systems for the hierarchy to transmit information.

Question 7

A large retail store has a high level of organizational inertia. Managers and employees are highly resistant to change. Which of the following is most likely to encourage organizational learning and improve the quality of decision- making?

Accepted Answer

A) Experimenting with new ideas 
B) Listening to dissenters 
C) Replacing the top- management team 
D) Adopting a mechanistic structure 
A) Experimenting with new ideas 
B) Listening to dissenters 
C) Replacing the top- management team 
D) Adopting a mechanistic structure

Question 8

The unstructured model of decision- making is characterized by all of the following except:

Accepted Answer

A) it recognizes three stages of decision- making: identification, development, and selection. 
B) it is appropriate when uncertainty is high. 
C) decision makers rethink their alternatives when they encounter obstacles. 
D) it concentrates on programmed decisions. 
A) it recognizes three stages of decision- making: identification, development, and selection. 
B) it is appropriate when uncertainty is high. 
C) decision makers rethink their alternatives when they encounter obstacles. 
D) it concentrates on programmed decisions.

Question 9

If an organization wants to foster exploitative learning, it should implement a(n)_________structure.

Accepted Answer

A) organic 
B) network organization 
C) product team 
D) mechanistic 
A) organic 
B) network organization 
C) product team 
D) mechanistic

Question 10

Cultures that are cautious and conservative and avoid risks are_________ .

Accepted Answer

A) dominant 
B) adaptive 
C) strong 
D) inert 
A) dominant 
B) adaptive 
C) strong 
D) inert

Question 11

A diverse top- management team facilitates organizational learning.

Accepted Answer

A) True 
 B)False

Question 12

Devil's advocacy:

Accepted Answer

A) entails combining many plans into a final plan. 
B) requires a collateral organizational structure. 
C) hurts organizational effectiveness. 
D) can reduce the problems associated with an incrementalist approach to decision- making. 
A) entails combining many plans into a final plan. 
B) requires a collateral organizational structure. 
C) hurts organizational effectiveness. 
D) can reduce the problems associated with an incrementalist approach to decision- making.

Question 13

The cognitive bias that causes individuals to blame others for problems is _________.

Accepted Answer

A) representativeness 
B) frequency 
C) projection 
D) cognitive dissonance 
A) representativeness 
B) frequency 
C) projection 
D) cognitive dissonance

Question 14

Escalation of commitment is a cognitive bias that is reinforced by which approach to decision- making?

Accepted Answer

A) Unstructured 
B) Incrementalist 
C) Rational 
D) Garbage can 
A) Unstructured 
B) Incrementalist 
C) Rational 
D) Garbage can

Question 15

A software engineer discovers a new operating system and presents his or her idea to management. The engineering function lobbies for commercialization of the product, and management agrees to find ways to market it. Meanwhile, the marketing department is trying to advertise existing products, and the finance department states advertising expenses need to be reduced. What decision- making model is this organization using, and how does it differ from the traditional model of decision- making?

Accepted Answer

This organization is using the garbage c

Question 16

An organization can experiment with new ideas by using either an incremental approach or a garbage can approach.

Accepted Answer

A) True 
 B)False

Question 17

A large restaurant chain notices that many bad decisions have been made. For example, various restaurants are complaining about their lack of freedom to tailor menus to local tastes. The corporate marketing vice president insists on making all decisions. The company also expanded into Mexico, where it has done poorly, but the company refuses to exit. What are some reasons for these bad decisions, and what can the company do to improve organizational learning?

Accepted Answer

Cognitive biases have hurt the quality o

Question 18

Culture is important to organizational learning because it emphasizes _________.

Accepted Answer

A) building shared vision 
B) vertical integration 
C) centralized decision- making 
D) empowerment 
A) building shared vision 
B) vertical integration 
C) centralized decision- making 
D) empowerment

Question 19

An organization establishes a collateral structure for all of the following reasons except:

Accepted Answer

A) to establish a formal organization. 
B) to improve decision- making. 
C) to improve the ability to learn. 
D) to adjust to new situations. 
A) to establish a formal organization. 
B) to improve decision- making. 
C) to improve the ability to learn. 
D) to adjust to new situations.

Question 20

Bounded rationality means that rational decisions tend to be made based upon the human mind being bound by constraints.

Accepted Answer

A) True 
 B)False

Nystrom and Starbuck suggest that all of the following impede new learning except _________.

A codification approach to knowledge management is most suited to a mechanistic organization.

Bill Gates used a bounded- rational approach in determining how to compete with Netscape's browser.

Paul manages the Buick division at GM, and Joan oversees the Pontiac division at GM. Paul views the environment as hostile and uncertain. Joan views the environment as stable and sees many opportunities. What is likely the cause of this difference in perspective?

Which of the following is an assumption of the Carnegie model of decision- making?

Systems thinking:

A large retail store has a high level of organizational inertia. Managers and employees are highly resistant to change. Which of the following is most likely to encourage organizational learning and improve the quality of decision- making?

The unstructured model of decision- making is characterized by all of the following except:

If an organization wants to foster exploitative learning, it should implement a(n)_________structure.

Cultures that are cautious and conservative and avoid risks are_________ .

A diverse top- management team facilitates organizational learning.

Devil's advocacy:

The cognitive bias that causes individuals to blame others for problems is _________.

Escalation of commitment is a cognitive bias that is reinforced by which approach to decision- making?

An organization can experiment with new ideas by using either an incremental approach or a garbage can approach.

Culture is important to organizational learning because it emphasizes _________.

An organization establishes a collateral structure for all of the following reasons except:

Bounded rationality means that rational decisions tend to be made based upon the human mind being bound by constraints.

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

Creating and Managing Organizational Culture

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

Innovation, Entrepreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 12: Decision Making, Learning, Knowledge Management, and Information Technology

Nystrom and Starbuck suggest that all of the following impede new learning except _________.

A codification approach to knowledge management is most suited to a mechanistic organization.

Bill Gates used a bounded- rational approach in determining how to compete with Netscape's browser.

Paul manages the Buick division at GM, and Joan oversees the Pontiac division at GM. Paul views the environment as hostile and uncertain. Joan views the environment as stable and sees many opportunities. What is likely the cause of this difference in perspective?

Which of the following is an assumption of the Carnegie model of decision- making?

Systems thinking:

A large retail store has a high level of organizational inertia. Managers and employees are highly resistant to change. Which of the following is most likely to encourage organizational learning and improve the quality of decision- making?

The unstructured model of decision- making is characterized by all of the following except:

If an organization wants to foster exploitative learning, it should implement a(n)_________structure.

Cultures that are cautious and conservative and avoid risks are_________ .

A diverse top- management team facilitates organizational learning.

Devil's advocacy:

The cognitive bias that causes individuals to blame others for problems is _________.

Escalation of commitment is a cognitive bias that is reinforced by which approach to decision- making?

An organization can experiment with new ideas by using either an incremental approach or a garbage can approach.

Culture is important to organizational learning because it emphasizes _________.

An organization establishes a collateral structure for all of the following reasons except:

Bounded rationality means that rational decisions tend to be made based upon the human mind being bound by constraints.

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

Creating and Managing Organizational Culture

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

Innovation, Entrepreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters