Question 1

A hardware store would be in a complex environment.

Accepted Answer

A) True 
 B)False

Question 2

Explain how an organization could change its domain, and why it might want to do so.

Accepted Answer

An organization can change its domain by

Question 3

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

Accepted Answer

The contingency framework for environmen

Question 4

Explain how the international context of organizations is bringing the international sector more and more into the task environment of organizations today.

Accepted Answer

The international context of organizatio

Question 5

Organizations in which of the following types of industries would face the greatest amount of environmental uncertainty?

Accepted Answer

A)  Beer distributors because of simplicity 
B)  Universities because of complexity 
C)  Airlines because of instability 
D)  Appliance manufacturers because of complexity 
A)  Beer distributors because of simplicity 
B)  Universities because of complexity 
C)  Airlines because of instability 
D)  Appliance manufacturers because of complexity

Question 6

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 7

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 8

Discuss differentiation. How is integration connected to differentiation?

Accepted Answer

Differentiation is a fundamental concept

Question 9

The differences in cognitive and emotional orientations among managers in different functional departments, and the difference in formal structure among these departments is referred to as

Accepted Answer

A)  integration. 
B)  resource dependence. 
C)  cooptation. 
D)  differentiation. 
A)  integration. 
B)  resource dependence. 
C)  cooptation. 
D)  differentiation.

Question 10

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

Accepted Answer

Boundary-spanning refers to the activiti

Question 11

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

Accepted Answer

A)  Integration 
B)  Resource dependence 
C)  Organic process 
D)  Cooptation 
A)  Integration 
B)  Resource dependence 
C)  Organic process 
D)  Cooptation

Question 12

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 13

Which of the following is a cross-functional group of managers and employees, led by a competitive intelligence professional, who work together to gain a deep understanding of a specific business issue?

Accepted Answer

A)  Intelligence team 
B)  Business team 
C)  Boundary team 
D)  Task force 
A)  Intelligence team 
B)  Business team 
C)  Boundary team 
D)  Task force

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

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 16

Compare and contrast the four quadrants in the framework for environmental uncertainty.

Accepted Answer

The framework for environmental uncertai

Question 17

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

Accepted Answer

A) True 
 B)False

Question 18

Explain the differences between acquisitions, mergers, joint ventures, and partnerships.

Accepted Answer

Acquisitions, mergers, joint ventures, a

Question 19

The following examples illustrate how various sectors can impact organizations:

Accepted Answer

A)  in the industry sector, labor unions are a significant force. 
B)  in the market sector, we see an increasing number of foreign-owned manufacturing plants built in the U.S. 
C)  in the raw materials sector, we note that steel makers owned the beverage can market until the mid-1960s. 
D)  in the human resources sector, brand names are fighting it out with lower-cost store brands. 
A)  in the industry sector, labor unions are a significant force. 
B)  in the market sector, we see an increasing number of foreign-owned manufacturing plants built in the U.S. 
C)  in the raw materials sector, we note that steel makers owned the beverage can market until the mid-1960s. 
D)  in the human resources sector, brand names are fighting it out with lower-cost store brands.

Question 20

____ result in the creation of a new organization that is formally independent of the parents.

Accepted Answer

A)  Strategic alliances 
B)  Supplier arrangements 
C)  Joint ventures 
D)  Cooptation 
A)  Strategic alliances 
B)  Supplier arrangements 
C)  Joint ventures 
D)  Cooptation

A hardware store would be in a complex environment.

Explain how an organization could change its domain, and why it might want to do so.

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

Explain how the international context of organizations is bringing the international sector more and more into the task environment of organizations today.

Organizations in which of the following types of industries would face the greatest amount of environmental uncertainty?

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

Discuss differentiation. How is integration connected to differentiation?

The differences in cognitive and emotional orientations among managers in different functional departments, and the difference in formal structure among these departments is referred to as

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

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

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

Which of the following is a cross-functional group of managers and employees, led by a competitive intelligence professional, who work together to gain a deep understanding of a specific business issue?

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

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

Compare and contrast the four quadrants in the framework for environmental uncertainty.

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

Explain the differences between acquisitions, mergers, joint ventures, and partnerships.

The following examples illustrate how various sectors can impact organizations:

____ result in the creation of a new organization that is formally independent of the parents.

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 It for Coordination and Control

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 hardware store would be in a complex environment.

Explain how an organization could change its domain, and why it might want to do so.

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

Explain how the international context of organizations is bringing the international sector more and more into the task environment of organizations today.

Organizations in which of the following types of industries would face the greatest amount of environmental uncertainty?

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

Discuss differentiation. How is integration connected to differentiation?

The differences in cognitive and emotional orientations among managers in different functional departments, and the difference in formal structure among these departments is referred to as

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

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

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

Which of the following is a cross-functional group of managers and employees, led by a competitive intelligence professional, who work together to gain a deep understanding of a specific business issue?

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

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

Compare and contrast the four quadrants in the framework for environmental uncertainty.

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

Explain the differences between acquisitions, mergers, joint ventures, and partnerships.

The following examples illustrate how various sectors can impact organizations:

____ result in the creation of a new organization that is formally independent of the parents.

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 It for Coordination and Control

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Conflict, Power, and Politics

Filters