Question 1

A soft drink bottler functions in a complex, unstable environment.

Accepted Answer

A) True 
 B)False

Question 2

All of the following, except ____, are examples of the general environment.

Accepted Answer

A)  financial resources 
B)  human resources 
C)  economic conditions 
D)  government sector. 
A)  financial resources 
B)  human resources 
C)  economic conditions 
D)  government sector.

Question 3

Case 4.0
AligatorAde, a regional soft drink bottling plant in Clovis, California, produces according to the forecast given to them by corporate planning in Michigan. The company uses the focus strategy, designating a market of persons involved in athletic sports. AligatorAde sponsors Clovis Little League, and has a reputation for positive support of sports activities.
On the few occasions when production exceeds demand, corporate warehousing juggles the distribution so that the regional producers such as AligatorAde experience no significant loss. Although competitors have switched formulas several times, AligatorAde has not changed their formula because market demand for their product is stable. (Top management at corporate headquarters is considering adding a more fruity-flavored drink to their product line, but a decision is not yet made.)
On the line, the Manufacturing Department produces large batches of their drink. The product is prepared for distribution in both cans and bottles. Occasionally at the end of a run, some bottles will have special team labels affixed by machine; profitability on those few special runs is particularly high.
The plant's organization chart shows that there is a plant manager with four department heads reporting to her: Manufacturing Manager, Administrative Manager, Marketing Manager, and Warehousing and Distribution Manager. The purchasing function is carried out in Manufacturing, and what little R&D takes place at the regional plant is done in Marketing.
-Reference Case 4.0 to answer the following question. Using the framework for environmental uncertainty, analyze AligatorAde's environment, and then make recommendations to the regional management of the plant based on your application of the framework. [Hint: Application of the textbook is what gets points!]

Accepted Answer

AligatorAde's environment can be analyze

Question 4

The technology sector refers to techniques of production, science, computers, information technology, and e-commerce.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following means that decision makers do not have sufficient information about environmental factors and they have a difficult time predicting external change?

Accepted Answer

A)  Cooptation 
B)  Differentiation 
C)  Uncertainty 
D)  Integration 
A)  Cooptation 
B)  Differentiation 
C)  Uncertainty 
D)  Integration

Question 6

Trend-setting toy companies or high-fashion clothing manufacturers have in common:

Accepted Answer

A)  an environment that is stable but complex, therefore requiring a mechanistic structure. 
B)  an organic structure, from which we can reason that the environment is highly uncertain. 
C)  a large number of dissimilar external elements, which remain about the same over time. 
D)  an environment that is simple but unstable, creating relatively high uncertainty. 
A)  an environment that is stable but complex, therefore requiring a mechanistic structure. 
B)  an organic structure, from which we can reason that the environment is highly uncertain. 
C)  a large number of dissimilar external elements, which remain about the same over time. 
D)  an environment that is simple but unstable, creating relatively high uncertainty.

Question 7

The greatest uncertainty for an organization occurs in which environment?

Accepted Answer

A)  Complex, stable 
B)  Complex, unstable 
C)  Simple, unstable 
D)  Simple, stable 
A)  Complex, stable 
B)  Complex, unstable 
C)  Simple, unstable 
D)  Simple, stable

Question 8

The international environment includes sectors with which the organization interacts directly and that have a direct impact on the organization's ability to achieve its goals.

Accepted Answer

A) True 
 B)False

Question 9

Contrast the two dimensions (axes) of the framework for environmental uncertainty.

Accepted Answer

The two dimensions of the framework for

Question 10

The boundary-spanning role is designed to bring information to the organization about changes in the environment, but not to work in reverse to take information into the environment about the organization.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is a proper dimension of the framework for assessing environmental uncertainty?

Accepted Answer

A)  Stable-unstable 
B)  Loose-tight 
C)  Known-unknown 
D)  High competitiveness-low competitiveness 
A)  Stable-unstable 
B)  Loose-tight 
C)  Known-unknown 
D)  High competitiveness-low competitiveness

Question 12

With scenario planning, managers mentally rehearse different scenarios based on anticipating various changes that could affect the organization.

Accepted Answer

A) True 
 B)False

Question 13

The environmental conditions of complexity and change create a greater need to gather information and to respond based on that information.

Accepted Answer

A) True 
 B)False

Question 14

As the complexity in the external environment increases, so does the number of positions and departments within the organization, which in turn increases internal complexity.

Accepted Answer

A) True 
 B)False

Question 15

An acquisition is the unification of two or more organizations into a single unit.

Accepted Answer

A) True 
 B)False

Question 16

Differentiation refers to differences in cognitive and emotional orientations among managers in different functional departments.

Accepted Answer

A) True 
 B)False

Question 17

"Generation C" refers to people born after:

Accepted Answer

A)  1970. 
B)  1980. 
C)  1990. 
D)  2000. 
A)  1970. 
B)  1980. 
C)  1990. 
D)  2000.

Question 18

Chapter 4's Bookmark examines the volatile nature of today's business world and gives some tips for managing in a fast-shifting environment. Which of the following is not one of those tips?

Accepted Answer

A)  Seek out and welcome diverse ideas 
B)  Understand the environment as it was in the past 
C)  Ruthlessly assess your organization 
D)  Avoid the common causes of manager failure to confront reality, including filtered information and selective hearing 
A)  Seek out and welcome diverse ideas 
B)  Understand the environment as it was in the past 
C)  Ruthlessly assess your organization 
D)  Avoid the common causes of manager failure to confront reality, including filtered information and selective hearing

Question 19

Describe the roles of boundary-spanning and the different approaches to boundary spanning.

Accepted Answer

Boundary-spanning refers to the activiti

Question 20

When organizations depend on the environment but strive to acquire control over resources to minimize their dependence, it is referred to as cooptation.

Accepted Answer

A) True 
 B)False

A soft drink bottler functions in a complex, unstable environment.

All of the following, except ____, are examples of the general environment.

The technology sector refers to techniques of production, science, computers, information technology, and e-commerce.

Which of the following means that decision makers do not have sufficient information about environmental factors and they have a difficult time predicting external change?

Trend-setting toy companies or high-fashion clothing manufacturers have in common:

The greatest uncertainty for an organization occurs in which environment?

The international environment includes sectors with which the organization interacts directly and that have a direct impact on the organization's ability to achieve its goals.

Contrast the two dimensions (axes) of the framework for environmental uncertainty.

The boundary-spanning role is designed to bring information to the organization about changes in the environment, but not to work in reverse to take information into the environment about the organization.

Which of the following is a proper dimension of the framework for assessing environmental uncertainty?

With scenario planning, managers mentally rehearse different scenarios based on anticipating various changes that could affect the organization.

The environmental conditions of complexity and change create a greater need to gather information and to respond based on that information.

As the complexity in the external environment increases, so does the number of positions and departments within the organization, which in turn increases internal complexity.

An acquisition is the unification of two or more organizations into a single unit.

Differentiation refers to differences in cognitive and emotional orientations among managers in different functional departments.

"Generation C" refers to people born after:

Chapter 4's Bookmark examines the volatile nature of today's business world and gives some tips for managing in a fast-shifting environment. Which of the following is not one of those tips?

Describe the roles of boundary-spanning and the different approaches to boundary spanning.

When organizations depend on the environment but strive to acquire control over resources to minimize their dependence, it is referred to as cooptation.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Conflict, Power, and Politics

Filters

Exam 4: The External Environment

A soft drink bottler functions in a complex, unstable environment.

All of the following, except ____, are examples of the general environment.

The technology sector refers to techniques of production, science, computers, information technology, and e-commerce.

Which of the following means that decision makers do not have sufficient information about environmental factors and they have a difficult time predicting external change?

Trend-setting toy companies or high-fashion clothing manufacturers have in common:

The greatest uncertainty for an organization occurs in which environment?

The international environment includes sectors with which the organization interacts directly and that have a direct impact on the organization's ability to achieve its goals.

Contrast the two dimensions (axes) of the framework for environmental uncertainty.

The boundary-spanning role is designed to bring information to the organization about changes in the environment, but not to work in reverse to take information into the environment about the organization.

Which of the following is a proper dimension of the framework for assessing environmental uncertainty?

With scenario planning, managers mentally rehearse different scenarios based on anticipating various changes that could affect the organization.

The environmental conditions of complexity and change create a greater need to gather information and to respond based on that information.

As the complexity in the external environment increases, so does the number of positions and departments within the organization, which in turn increases internal complexity.

An acquisition is the unification of two or more organizations into a single unit.

Differentiation refers to differences in cognitive and emotional orientations among managers in different functional departments.

"Generation C" refers to people born after:

Chapter 4's Bookmark examines the volatile nature of today's business world and gives some tips for managing in a fast-shifting environment. Which of the following is not one of those tips?

Describe the roles of boundary-spanning and the different approaches to boundary spanning.

When organizations depend on the environment but strive to acquire control over resources to minimize their dependence, it is referred to as cooptation.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Conflict, Power, and Politics

Filters