Question 1

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 2

List and give examples of each of the general environment sectors.

Accepted Answer

The general environment, often referred

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

An organization's environment includes all except:

Accepted Answer

A)  labor market. 
B)  city, state, and federal laws. 
C)  competitors. 
D)  firm's employees. 
A)  labor market. 
B)  city, state, and federal laws. 
C)  competitors. 
D)  firm's employees.

Question 5

_____ gives top executives a systematic way to collect and analyze public information about rivals and use it to make better decisions.

Accepted Answer

A)  Business intelligence 
B)  Competitive intelligence 
C)  Cooptation 
D)  Integration 
A)  Business intelligence 
B)  Competitive intelligence 
C)  Cooptation 
D)  Integration

Question 6

Resource dependence means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence.

Accepted Answer

A) True 
 B)False

Question 7

In the framework for assessing environmental uncertainty:

Accepted Answer

A)  soft drink bottlers are examples of typical firms in the simple and unstable quadrant. 
B)  universities are examples of organizations typically found in the complex and stable quadrant. 
C)  electronic firms are typically found in the simple and stable quadrant. 
D)  fashion clothing or toy manufacturers would exemplify the complex and unstable quadrant. 
A)  soft drink bottlers are examples of typical firms in the simple and unstable quadrant. 
B)  universities are examples of organizations typically found in the complex and stable quadrant. 
C)  electronic firms are typically found in the simple and stable quadrant. 
D)  fashion clothing or toy manufacturers would exemplify the complex and unstable quadrant.

Question 8

How do organizations use planning, forecasting, and responsiveness in stable and unstable environments?

Accepted Answer

The answer of How do organizations use planning, forecasting, and...

Question 9

Boundary spanners can prevent the organization from stagnating by keeping top managers informed about environmental changes.

Accepted Answer

A) True 
 B)False

Question 10

When Johnson & Johnson had to cope with the unpredictable Tylenol poisoning issue, their experience best exemplified the____ dimension of the environment.

Accepted Answer

A)  simple 
B)  complex 
C)  stable 
D)  unstable 
A)  simple 
B)  complex 
C)  stable 
D)  unstable

Question 11

Competitive intelligence refers to the high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant.

Accepted Answer

A) True 
 B)False

Question 12

Oil companies, aerospace firms, and telecommunications firms function within a _____ environment.

Accepted Answer

A)  simple, stable 
B)  complex, stable 
C)  sumple, unstable 
D)  complex, unstable 
A)  simple, stable 
B)  complex, stable 
C)  sumple, unstable 
D)  complex, unstable

Question 13

The socio-cultural sector refers to city, state, federal laws and regulations, taxes, courts systems, and political processes that may be in an organization's environment.

Accepted Answer

A) True 
 B)False

Question 14

The ____ includes those sectors that might not have a direct impact on the daily operations of a firm but will indirectly influence it.

Accepted Answer

A)  general environment 
B)  international context 
C)  task environment 
D)  buffering roles. 
A)  general environment 
B)  international context 
C)  task environment 
D)  buffering roles.

Question 15

An organization can change its domain most directly by:

Accepted Answer

A)  hiring a new CEO. 
B)  changing the nature of the labor-management agreements. 
C)  divesting a division of the organization. 
D)  moving to a more favorable structure. 
A)  hiring a new CEO. 
B)  changing the nature of the labor-management agreements. 
C)  divesting a division of the organization. 
D)  moving to a more favorable structure.

Question 16

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

Accepted Answer

The two dimensions of the framework for

Question 17

If the external environment is stable, a mechanistic and formal organization can be successful.

Accepted Answer

A) True 
 B)False

Question 18

When one individual is the link between two companies, this is typically referred to as a _____ interlock.

Accepted Answer

A)  direct 
B)  indirect 
C)  organic 
D)  mechanistic 
A)  direct 
B)  indirect 
C)  organic 
D)  mechanistic

Question 19

Draw and label the contingency framework for environmental uncertainty and organizational responses.

Accepted Answer

The contingency framework for environmen

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

List and give examples of each of the general environment sectors.

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

An organization's environment includes all except:

_____ gives top executives a systematic way to collect and analyze public information about rivals and use it to make better decisions.

Resource dependence means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence.

In the framework for assessing environmental uncertainty:

How do organizations use planning, forecasting, and responsiveness in stable and unstable environments?

Boundary spanners can prevent the organization from stagnating by keeping top managers informed about environmental changes.

When Johnson & Johnson had to cope with the unpredictable Tylenol poisoning issue, their experience best exemplified the____ dimension of the environment.

Competitive intelligence refers to the high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant.

Oil companies, aerospace firms, and telecommunications firms function within a _____ environment.

The socio-cultural sector refers to city, state, federal laws and regulations, taxes, courts systems, and political processes that may be in an organization's environment.

The ____ includes those sectors that might not have a direct impact on the daily operations of a firm but will indirectly influence it.

An organization can change its domain most directly by:

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

If the external environment is stable, a mechanistic and formal organization can be successful.

When one individual is the link between two companies, this is typically referred to as a _____ interlock.

Draw and label the contingency framework for environmental uncertainty and organizational responses.

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

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

List and give examples of each of the general environment sectors.

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

An organization's environment includes all except:

_____ gives top executives a systematic way to collect and analyze public information about rivals and use it to make better decisions.

Resource dependence means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence.

In the framework for assessing environmental uncertainty:

How do organizations use planning, forecasting, and responsiveness in stable and unstable environments?

Boundary spanners can prevent the organization from stagnating by keeping top managers informed about environmental changes.

When Johnson & Johnson had to cope with the unpredictable Tylenol poisoning issue, their experience best exemplified the____ dimension of the environment.

Competitive intelligence refers to the high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant.

Oil companies, aerospace firms, and telecommunications firms function within a _____ environment.

The socio-cultural sector refers to city, state, federal laws and regulations, taxes, courts systems, and political processes that may be in an organization's environment.

The ____ includes those sectors that might not have a direct impact on the daily operations of a firm but will indirectly influence it.

An organization can change its domain most directly by:

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

If the external environment is stable, a mechanistic and formal organization can be successful.

When one individual is the link between two companies, this is typically referred to as a _____ interlock.

Draw and label the contingency framework for environmental uncertainty and organizational responses.

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