Question 1

A tall organization has few levels of authority relative to the size of that organization.

Accepted Answer

A) True 
 B)False

Question 2

Differentiate between job enlargement and job enrichment and provide examples of each.

Accepted Answer

Job enlargement is increasing the number

Question 3

The moral values,beliefs,and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization are referred to as:

Accepted Answer

A) Organizational design 
B) Organizational behavior 
C) Organizational ethics 
D) Organizational norms 
E) Organizational development 
A) Organizational design 
B) Organizational behavior 
C) Organizational ethics 
D) Organizational norms 
E) Organizational development

Question 4

The flatter the hierarchy of an organization the less flexible the organization becomes.

Accepted Answer

A) True 
 B)False

Question 5

The culture at Fired-Up Electronics is demonstrated by a respect for the empowered employee and practices the use of the cross-functional team structure.What type of culture exists at Fired-Up Electronics?

Accepted Answer

A) Aggressive cultures 
B) Entrepreneurial cultures 
C) Adaptive cultures 
D) Adoptive cultures 
E) Inert cultures 
A) Aggressive cultures 
B) Entrepreneurial cultures 
C) Adaptive cultures 
D) Adoptive cultures 
E) Inert cultures

Question 6

Discuss why different strategies often call for the use of different organizational structures and cultures.

Accepted Answer

Differentiation strategy aimed at increa

Question 7

The characteristic of the organization's human resources is an important factor in the design of the structure of the organization.

Accepted Answer

A) True 
 B)False

Question 8

Within an organization,the shared set of beliefs,expectations,values and norms is known as organizational architecture.

Accepted Answer

A) True 
 B)False

Question 9

All of the following are characteristics of an inert culture EXCEPT:

Accepted Answer

A) Employees are not motivated 
B) Employees are empowered 
C) Hierarchical authority 
D) Employees are closely supervised 
E) Difficult in adapting to change 
A) Employees are not motivated 
B) Employees are empowered 
C) Hierarchical authority 
D) Employees are closely supervised 
E) Difficult in adapting to change

Question 10

The "chain of command" of an organization is the hierarchy of authority for that organization.

Accepted Answer

A) True 
 B)False

Question 11

Discuss four ways in which a manager could enrich a subordinate's job.

Accepted Answer

Job enrichment is increasing the degree

Question 12

Decentralizing authority allows an organization and its employees to behave in a flexible way even as the organization grows and becomes taller.

Accepted Answer

A) True 
 B)False

Question 13

A salesperson who has the authority to decide on which prospective customers he will make a personal sales call has __________________ than an order taker at a Burger King Restaurant.

Accepted Answer

A) Less autonomy 
B) Less task significance 
C) Less task identity 
D) More autonomy 
E) Less skill variety 
A) Less autonomy 
B) Less task significance 
C) Less task identity 
D) More autonomy 
E) Less skill variety

Question 14

Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as:

Accepted Answer

A) Aggressive cultures 
B) Entrepreneurial cultures 
C) Inert cultures 
D) Adoptive cultures 
E) Adaptive cultures 
A) Aggressive cultures 
B) Entrepreneurial cultures 
C) Inert cultures 
D) Adoptive cultures 
E) Adaptive cultures

Question 15

Define adaptive and inert cultures.What has research shown about these cultures? What would it be like to work in each of these cultures?

Accepted Answer

Adaptive cultures are those whose values

Question 16

The degree to which a manager feels that her job is meaningful because of the way that it affects other people is known as the autonomy of the job.

Accepted Answer

A) True 
 B)False

Question 17

What is the combination of organizational structure,culture,control systems,and human resource management (HRM)systems that together determine how efficiently and effectively organizational resources are used?

Accepted Answer

A) Organizational norms 
B) Organizational values 
C) Organizational structure 
D) Organizational design 
E) Organizational architecture 
A) Organizational norms 
B) Organizational values 
C) Organizational structure 
D) Organizational design 
E) Organizational architecture

Question 18

Cultures whose values and norms fail to motivate or inspire employees;they lead to stagnation and,often,failure over time and are referred to as:

Accepted Answer

A) Aggressive cultures 
B) Entrepreneurial cultures 
C) Inert cultures 
D) Adoptive cultures 
E) Adaptive cultures 
A) Aggressive cultures 
B) Entrepreneurial cultures 
C) Inert cultures 
D) Adoptive cultures 
E) Adaptive cultures

Question 19

In which type of organizational design are employees correctly referred to as "two-boss employees"?

Accepted Answer

A) Product structure 
B) Matrix structure 
C) Geographic structure 
D) Functional structure 
E) Divisional structure 
A) Product structure 
B) Matrix structure 
C) Geographic structure 
D) Functional structure 
E) Divisional structure

Question 20

Discuss the principle of the minimum chain of command.

Accepted Answer

To ward off the problems that result whe

A tall organization has few levels of authority relative to the size of that organization.

Differentiate between job enlargement and job enrichment and provide examples of each.

The moral values,beliefs,and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization are referred to as:

The flatter the hierarchy of an organization the less flexible the organization becomes.

The culture at Fired-Up Electronics is demonstrated by a respect for the empowered employee and practices the use of the cross-functional team structure.What type of culture exists at Fired-Up Electronics?

Discuss why different strategies often call for the use of different organizational structures and cultures.

The characteristic of the organization's human resources is an important factor in the design of the structure of the organization.

Within an organization,the shared set of beliefs,expectations,values and norms is known as organizational architecture.

All of the following are characteristics of an inert culture EXCEPT:

The "chain of command" of an organization is the hierarchy of authority for that organization.

Discuss four ways in which a manager could enrich a subordinate's job.

Decentralizing authority allows an organization and its employees to behave in a flexible way even as the organization grows and becomes taller.

A salesperson who has the authority to decide on which prospective customers he will make a personal sales call has __________________ than an order taker at a Burger King Restaurant.

Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as:

Define adaptive and inert cultures.What has research shown about these cultures? What would it be like to work in each of these cultures?

The degree to which a manager feels that her job is meaningful because of the way that it affects other people is known as the autonomy of the job.

What is the combination of organizational structure,culture,control systems,and human resource management (HRM)systems that together determine how efficiently and effectively organizational resources are used?

Cultures whose values and norms fail to motivate or inspire employees;they lead to stagnation and,often,failure over time and are referred to as:

In which type of organizational design are employees correctly referred to as "two-boss employees"?

Discuss the principle of the minimum chain of command.

Managers and Managing

The Evolution of Management Thought

Values,attitudes,emotions,and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making,learning,creativity,and Entrepreneurship

The Manager As a Planner and Strategist

Value-Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict,politics,and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

Exam 10: Managing Organizational Structure and Culture

A tall organization has few levels of authority relative to the size of that organization.

Differentiate between job enlargement and job enrichment and provide examples of each.

The moral values,beliefs,and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization are referred to as:

The flatter the hierarchy of an organization the less flexible the organization becomes.

The culture at Fired-Up Electronics is demonstrated by a respect for the empowered employee and practices the use of the cross-functional team structure.What type of culture exists at Fired-Up Electronics?

Discuss why different strategies often call for the use of different organizational structures and cultures.

The characteristic of the organization's human resources is an important factor in the design of the structure of the organization.

Within an organization,the shared set of beliefs,expectations,values and norms is known as organizational architecture.

All of the following are characteristics of an inert culture EXCEPT:

The "chain of command" of an organization is the hierarchy of authority for that organization.

Discuss four ways in which a manager could enrich a subordinate's job.

Decentralizing authority allows an organization and its employees to behave in a flexible way even as the organization grows and becomes taller.

A salesperson who has the authority to decide on which prospective customers he will make a personal sales call has __________________ than an order taker at a Burger King Restaurant.

Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as:

Define adaptive and inert cultures.What has research shown about these cultures? What would it be like to work in each of these cultures?

The degree to which a manager feels that her job is meaningful because of the way that it affects other people is known as the autonomy of the job.

What is the combination of organizational structure,culture,control systems,and human resource management (HRM)systems that together determine how efficiently and effectively organizational resources are used?

Cultures whose values and norms fail to motivate or inspire employees;they lead to stagnation and,often,failure over time and are referred to as:

In which type of organizational design are employees correctly referred to as "two-boss employees"?

Discuss the principle of the minimum chain of command.

Managers and Managing

The Evolution of Management Thought

Values,attitudes,emotions,and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making,learning,creativity,and Entrepreneurship

The Manager As a Planner and Strategist

Value-Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict,politics,and Negotiation

Using Advanced Information Technology to Increase Performance

Filters