Deck 6: Reinforcing New Behaviors

Question 1

enhance coordinated focus on the marketplace but make integration across highly autonomous divisional units difficult to achieve.

A) Functional structures
B) Divisional structures
C) Dynamic structures
D) Vertical structures
E) Geographical structures

Answer 1

B

Question 2

Structural, system and technology changes should be the change process.

A) placed at the very beginning of
B) placed in the middle of
C) placed at the end of
D) used to drive
E) none of the above

Answer 2

C

Question 3

focuses employees on the interrelated activities of the value chain.

A) Functional structure
B) Divisional structure
C) Matrix structure
D) Vertical structure
E) none of the above

Answer 3

E

Question 4

Which of the following is correct when both divisional and functional structures exist in an overlapping fashion, allowing for dual focus?

A) functional structure
B) divisional structure
C) matrix structure
D) vertical structure
E) geographical structure

Question 5

is when all activities associated with a particular product or family of products is brought together in a divisional unit.

A) Functional structure
B) Divisional structure
C) Dynamic structure
D) Vertical structure
E) Horizontal structure

Question 6

Which of the following is NOT a liability of matrix structures?

A) potentially confusing chain of command
B) high failure rate
C) potential for ambiguity, tension and conflict
D) problematic coordination between functions and products
E) all of the above

Question 7

A key design feature of horizontally linked structures is:

A) market-focused employee groupings.
B) extensive training for technical expertise.
C) cross-functional teams.
D) performance-based incentives.
E) none of the above

Question 8

refer(s) to an organizational pay system that offers regular but one- time payouts on the basis of performance.

A) Commission
B) Wages
C) Incentive bonuses
D) Merit pay
E) none of the above

Question 9

refers to a structure meant to reinforce focus on the functional or technical tasks of the organization.

A) Functional structure
B) Horizontal structure
C) Vertical structure
D) Dynamic structure
E) none of the above

Question 10

Which of the following is NOT a liability of divisional structures?

A) increased cost of functional duplication
B) potential for functional silos within divisions
C) lack of coordination across product lines
D) confusing reporting lines
E) all of the above

Question 11

When structural change occurs early in a change process, employees are likely to be:

A) confused by the purpose of the change.
B) unsure about the new competencies that are required.
C) unwilling or unable to make changes in their behavior.
D) A and B only
E) A, B, and C

Question 12

In the U.S., most pay-for-performance plans use a(n) level of aggregation.

A) individual
B) group
C) team
D) organization
E) high

Question 13

Effective change implementation, in fact, calls upon structural intervention not to change but to new patterns of behavior that have been created through earlier-stage interventions.

A) reinforce; drive
B) drive; reinforce
C) return; reinforce
D) reinforce; return
E) none of the above

Question 14

raise(s) base salary based on performance.

A) Salary raise
B) Bonus
C) Incentives
D) Merit pay
E) both B and C

Question 15

Structural change should be part of which stage in Lewin's change theory?

A) unfreezing
B) change
C) refreezing
D) implementation
E) none of the above

Question 16

Functional structures focus on both individuals and units in their contribution to the organization's tasks. As such, which of the following does functional structure bring to the organization?

A) discipline and efficiency to an operation
B) helping the organization achieve efficiencies of operation
C) standardization of offerings
D) all of the above
E) both A and B

Question 17

Which of the following structures could be used as a divisional option, particularly when a company is multinational?

A) functional structure
B) divisional structure
C) dynamic structure
D) vertical structure
E) geographical structure

Question 18

is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy.

A) People alignment
B) Diagnosis
C) Structural design
D) Technology change
E) none of the above

Question 19

Which of the following is NOT a liability of functional structures?

A) reduced innovation
B) slow response to environmental changes
C) confusing reporting lines
D) low coordination across functions
E) all of the above

Question 20

refers to the manner in which employees are subdivided into units and divisions as a way of focusing their efforts on the required activities of the company.

A) Organization redesign
B) People alignment
C) Functional structure
D) Horizontal structure
E) Organizational structure

Question 21

Leaders call on functional structures to focus both individuals and units on their contribution to the organization's tasks.

Question 22

What are the choices when introducing new technology in an organization?

A) to use the technology to automate existing processes
B) to use new technology to support transformed behaviors
C) to use technology to support future customers
D) either A or B
E) none of the above

Question 23

Organizational structure refers to the formal manner in which employees are subdivided into units and divisions as a way of focusing their effort on the required tasks of the company.

Question 24

Employee praise is a good example of an reward.

A) external
B) extrinsic
C) intrinsic
D) internal
E) none of the above

Question 25

Organizational structures are a way to focus the activities of employees.

Question 26

As organizations move beyond the small, start-up stage, they are likely to adopt a simple divisional structure.

Question 27

is a positive outcome naturally associated with a behavior.

A) External reward
B) Extrinsic reward
C) Intrinsic reward
D) Internal reward
E) None of the above

Question 28

is a belief on the part of employees that their pay is fair and equitable, and is a prerequisite for intrinsic motivation.

A) Pay equity
B) Bonus
C) Incentives
D) Merit pay
E) both B and C

Question 29

The best way to use bonuses in a change effort is to:

A) announce them ahead of time so people can work to earn them.
B) provide them after the fact as a reinforcement.
C) use them randomly to boost morale.
D) bonuses should not be used because of the negative impact of extrinsic rewards on motivation and creativity.

Question 30

In all organizations, the efforts of employees need to be focused on one important issue: the functional or technical tasks required to achieve the desired outcomes of the organization.

Question 31

refers to a reward external to the individual and provided by the organization.

A) External reward
B) Extrinsic reward
C) Intrinsic reward
D) Internal reward
E) none of the above

Question 32

Another divisional option, particularly for multinationals, is to adopt a geographically focused structure.

Question 33

Organizations call upon performance bonuses to enhance the effectiveness of teams, but the bonus may undermine collaboration between teams.

A) individual
B) unit
C) team-based
D) divisional
E) company's overall

Question 34

Functional structures facilitate integration across functional units but make the development of technical skills and expert knowledge on the part of employees difficult to achieve.

Question 35

Introducing a new incentive plan early in the change implementation:

A) risks negative consequences.
B) can create an immediate, long-lasting effect on behavior.
C) effectively combines intrinsic and extrinsic motivation.
D) creates involvement in the change effort.
E) all of the above

Question 36

Which of the following is a key consideration in using technology to create change?

A) the use of technology to automate existing processes
B) the use of technology to transform existing processes
C) the proper timing for the introduction of new technology
D) all of the above
E) B and C only

Question 37

Functional structure refers to a way of reinforcing behaviors that respond to the marketplace. All activities associated with a particular product or family of products are brought together in a divisional unit.

Question 38

Technology refers not just to the actual hardware but also to:

A) the processes of human behavior required to convert raw material into finished offerings.
B) turn raw data into actionable information that can guide behaviors.
C) the processes and interactions of human behavior required to convert raw material into finished offerings.
D) both A and B
E) both B and C

Question 39

Organizations will not be able to call on intrinsic motivation unless:

A) employees have participated in a salary survey.
B) incentives are sufficiently meaningful to create change.
C) employees feel that they are being paid equitably.
D) the organizational environment is supportive.
E) none of the above

Question 40

refer(s) to an employee who earns all or part of a wage based on number of units produced.

A) Piece rate
B) Commission
C) Bonus
D) Incentives
E) Merit pay

Question 41

Horizontally linked structures focus employees on the interrelated activities of the value chain.

Question 42

Bonuses based on the overall performance of the organization make a symbolic statement recognizing the shared purpose and responsibility of all employees and organizational units.

Question 43

When structural change occurs early in a change process, employees can be confused by its purpose, unsure of what new competencies are being required, and unwilling-or unable-to make appropriate alterations in behavioral patterns.

Question 44

The object of the divisional structure, whether it is focused on products, customer groups, or geographic locations, is to reinforce a market-focused strategy.

Question 45

New technologies can be introduced as a way to support desired behavioral changes.

Question 46

Most jobs can be individually isolated and precisely measured without taking into account complex interdependencies.

Question 47

Leaders must choose between a functional orientation on technical efficiencies or a focus on marketplace responsiveness.

Question 48

Cross-functional teams can be used to achieve linkages across the various and interdependent activities of an organization's value chain.

Question 49

Leaders opt for a divisional structure in order to reinforce a strategy that emphasizes efficiencies and depth of technical know-how and experience.

Question 50

Functional silos are characteristic features of functional structures but do not exist in divisional structures.

Question 51

Matrix structures help support dual focus-on technical expertise and marketplace responsiveness-but will only be successful in organizations that can manage ambiguity, tension and conflict effectively.