Deck 8: Organizational Culture, Structure, and Design: Building Blocks of the Organization

Question 1

Sidwan, owner of Jacuzzi Warehouse, said, "We have to focus on our customers and how we can beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Jacuzzi Warehouse has a(n)

A) market culture.
B) goal-driven agenda.
C) adhocracy culture.
D) clan culture.
E) focused approach.

Answer 1

C
Explanation: An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace. Adhocracy cultures are well suited for start-up companies, those in industries undergoing constant change, and those in mature industries that are in need of innovation to enhance growth.

Question 2

Tyree, a graphic designer with Lincoln Advertising, enjoys working for the company because of the flexibility of its management and its culture, which encourages risk taking, innovation, and creativity. Tyree gets quick answers from his boss, allowing him and Lincoln Advertising to quickly respond to changes in the marketplace. Lincoln Advertising is an example of an adhocracy culture.

Answer 2

True
Explanation: An adhocracy culture has an external focus and values flexibility. This type of culture attempts to create innovative products by being adaptable, creative, and quick to respond to changes in the marketplace. Employees are encouraged to take risks and experiment with new ways of getting things done.

Question 3

Teamsters is an example of a for-profit organization, and the Susan G. Komen for the Cure is an example of a nonprofit organization.

Answer 3

False
Explanation: Mutual-benefit organizations, like the Teamsters, are voluntary collectives whose purpose is to advance members' interests (examples: unions, trade associations). Nonprofit organizations, like the Susan G. Komen for the Cure, are formed to offer services to some clients, not to make a profit (examples: hospitals, colleges). For-profit organizations are formed to make money, or profits, by offering products or services.

Question 4

Which of Edgar Schein's common elements unifies employees and gives everyone an understanding of the organization's reason for being?

A) coordinated effort
B) division of labor
C) hierarchy of authority
D) span of control
E) common purpose

Question 5

Brodie, the owner of Wave Pools, is driven by competition. He is very focused on meeting deadlines and quality, and on delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and he stresses that profits take precedence over employee development and satisfaction. Brodie feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. Wave Pools has a(n) ________ culture.

A) clan
B) target-driven
C) adhocracy
D) market
E) hierarchy

Question 6

Simply Marketing has a hierarchy culture, which means focusing externally, concentrating on strategic planning, taking risks, and preferring flexibility over stability.

Question 7

While figuring out how to save money for a bride who is having financial problems, Cadence, the catering manager of I Do I Do, asked her assistant, "What do you think is the best menu to offer under these particular circumstances? How can we offer the bride and groom's guests a great meal within their budget?" Cadence and her assistant are using the contingency approach.

Question 8

An organizational structure is a set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its environments.

Question 9

Routine tasks and paperwork, as well as jobs that help your subordinates grow, are tasks that

A) a manager should not delegate, according to Edgar Schein.
B) should be delegated, according to Maslow.
C) a manager should delegate, according to Edgar Schein.
D) should not be delegated, according to Maslow.
E) a manager should never delegate, according to Frank Gilbreth.

Question 10

For division of labor to work, there must be a minimum of four employees.

Question 11

Organizational culture appears in four layers: clan, adhocracy, market, and hierarchy.

Question 12

Employees and customers are treated like a family at State Street Coffee House. Jason and Jill, the owners, work to encourage unity to increase their employees' job satisfaction and commitment. At their coffee house, Jason and Jill have built a(n)

A) market culture.
B) goal-driven agenda.
C) bureaucracy culture.
D) clan culture.
E) adhocracy culture.

Question 13

According to the competing values framework, the four types of ________ are clan, adhocracy, market, and hierarchy.

A) organizational values
B) industry cultural standards
C) organizational norms
D) value statements
E) organizational cultures

Question 14

Imagination Station uses an organizational structure that includes both functional divisions (such as marketing and HR) and a divisional chain of command (such as the marketing and sales divisions). For example, Raj, a salesperson for Imagination Station, reports to both the marketing manager and the sales manager as he starts to develop the Creative Minds account. Imagination Station uses a matrix structure.

Question 15

Richard, the store manager at an Old Navy outlet, was speaking with Brescia, his new assistant manager, about the store's system of job relationships; he also explained whom she will report to and who will report to her. Richard said, "This system is one of the things that motivates our employees to work together to achieve our company's goals." Richard was telling Brescia about the store's

A) organizational structure.
B) organizational culture.
C) code of ethics.
D) diversity plan.
E) values statement.

Question 16

Changing organizational culture is essentially a teaching process in which members instruct each other about the organization's preferred values, beliefs, expectations, and behaviors.

Question 17

Tech company ITOpportunity has a clan culture; employees have generous perks and are empowered to participate in a way in the company that is fun. The end results are profitability and an enviably low 2 percent turnover rate. A clan culture has a(n)

A) internal focus and values flexibility.
B) strong external focus and values stability and control.
C) external focus and values flexibility.
D) internal focus and values stability and control.
E) continual focus on efficiency, cost cutting, and outsourcing.

Question 18

Will, the owner of Will's Landscaping, was talking to a visitor in his office, telling her that "We are a fun-loving group that believes in teamwork and a family atmosphere at work, which significantly affects our work outcomes. Plus, we do things together outside of work. This is the 'social glue' that binds the members of our company together." Will was referring to his company's

A) mission statement.
B) organizational culture.
C) code of ethics.
D) diversity plan.
E) analytics.

Question 19

Online retailer Amazon relies heavily on a hierarchy culture to manage its vast and complex shipping processes. ________ are part of Amazon's hierarchy culture.

A) An internal focus and valuing stability and control
B) A strong external focus and valuing stability and control
C) An external focus and valuing flexibility
D) An internal focus and valuing innovation and creativity
E) A continual focus on efficiency, cost cutting, and outsourcing

Question 20

Organizational psychologist Edgar Schein recommends that managers delegate
(1) emergencies, (2) confidential matters, and (3) personnel-related matters.

Question 21

Dr. Potter is retiring as a veterinarian in private practice. He wants to start a ________, Vets on the Go, that will provide low-income individuals with pets in the United States with veterinary assistance at no cost.

A) for-profit organization
B) union
C) mutual-benefit organization
D) nonprofit organization
E) co-op

Question 22

Making formal statements, engaging in rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to

A) write a strategic plan.
B) perform competitive analysis.
C) effect corporate change.
D) conduct formal market research.
E) follow legal requirements.

Question 23

________ in an organization is the division of labor. For example, in a publishing company, there are people who acquire manuscripts (sponsoring editors), people who edit manuscripts (developmental editors), and people who turn manuscripts into printed books (production editors).

A) The coordination of individual efforts into a group or organization-wide effort
B) The common purpose that unifies employees
C) An organizational structure with few or no levels of middle management
D) A structure where employees report to no more than one manager
E) The arrangement of having discrete parts of a task done by different people

Question 24

Espoused values are ________. For example, Hewlett-Packard stresses the "HP Way," a collegial, egalitarian culture that gave as much authority and job security to employees as possible.

A) a narrative based on true events, which emphasize a particular value
B) physical manifestations of organizational culture
C) the values and norms actually exhibited in the community
D) explicitly stated values and norms preferred by an organization
E) profit and cost expectations stated in the business plan

Question 25

What is the main difference between a vertical hierarchy of authority and a horizontal specialization?

A) Vertical hierarchy shows the different jobs and horizontal specialization shows the tasks for each person.
B) Horizontal specialization shows the chain of command and vertical hierarchy shows the communication network.
C) Vertical hierarchy shows who reports to whom and horizontal specialization shows the different jobs.
D) Vertical hierarchy has different people for each task and the horizontal specialization shows the chain of command.
E) Horizontal specialization shows the communication network and the vertical hierarchy shows the different jobs.

Question 26

Samir, the new CEO of Cloud Marketing, has been with the firm for over 25 years. He was picked by the board to turn the 85-year-old agency around because it had lost its edge in the Internet age. To infuse new life and energy into the agency, Samir wants to bring back some old ideas that previously worked at Cloud. He plans on having managers and veteran employees instruct each other about the organization's values, beliefs, and expectations; telling stories about some of the company legendary ad campaigns; coming up with a slogan that summarizes Cloud's abilities in a simple and memorable phrase; and having quarterly ceremonies where creativity and innovation are rewarded. The things that Samir wants to do are all examples of

A) a value stabilizing plan.
B) decentralizing authority.
C) embedding culture.
D) MBO.
E) TQM.

Question 27

Symbols, stories, heroes, and rites and rituals are ways in which ________ is (are) most often transmitted to employees.

A) plans
B) goals
C) objectives
D) culture
E) ethics

Question 28

IKEA employees are inspired to work hard by an anecdote from their Swedish founder, Ingvar Kamprad, who told how he was berated by his father for failing repeatedly to get out of bed to milk the cows on his family's farm. In an essay he recounts how one day he got an alarm clock. "'Now by jiminy, I'm going to start a new life,' he determined, setting the alarm for twenty to six and removing the 'off button.'" Ingvar Kamprad is an example of a(n)

A) trend.
B) fable.
C) hero.
D) urban legend.
E) key employee.

Question 29

________ is(are) another way of describing a vertical hierarchy.

A) An upward graph
B) An X-Y chart
C) A chain of command
D) A network structure
E) Corporate steps

Question 30

________ is also known as division of labor.

A) A task chart
B) A horizontal hierarchy
C) An organizational graph
D) Work specialization
E) Chain of command

Question 31

Hewlett-Packard founders David Packard and William Hewlett strived to create a close-knit organizational culture that gave a lot of responsibility to employees and fostered innovation within the company. Individual responsibility and the importance of innovation are

A) espoused values.
B) focused values.
C) enacted values.
D) analytics.
E) diverse perspectives.

Question 32

________ are voluntary collectives with the purpose of advancing their members' interests. One example of such a collective is the Teamsters Union.

A) Clan cultures
B) Nonprofit organizations
C) Volunteer co-ops
D) For-profit organizations
E) Mutual-benefit organizations

Question 33

________ are the rituals and ceremonies of a company, as well as the manner of dress, awards, myths and stories told about a company.

A) Observable artifacts of organizational culture
B) Espoused values of organizational culture
C) Enacted values of organizational culture
D) Basic assumptions about organizational culture
E) Invisible artifacts of that industry's culture and values

Question 34

Examples of ________ are the AFL-CIO (a union) and the National Federation of Independent Business. Both are voluntary groups with the purpose of advancing member interests.

A) mutual-benefit organizations
B) nonprofit organizations
C) volunteer co-ops
D) for-profit organizations
E) trade alliances

Question 35

Rites and rituals are ________. For example, employees of New Belgium Brewery in Fort Collins, Colorado, get a free brewery-hopping trip to Belgium after being employed by the company for five years.

A) company values included in the code of ethics
B) the activities and ceremonies that celebrate important occasions and accomplishments in the organization's life
C) objects, acts, or the quality that conveys meaning to others
D) a narrative based on true events that emphasize a particular value
E) company expectations for employees, such as working hard, ethically, and honestly

Question 36

According to Chester I. Barnard's classic definition, an organization is a

A) formal system of task and reporting relationships that coordinate and motivate employees.
B) means to increase collaboration and cooperation among groups of people.
C) set of shared, taken-for-granted implicit assumptions that a group holds.
D) system of consciously coordinated activities or forces of two or more people.
E) type of analytical tool used for planning.

Question 37

Which of the following is an accurate conclusion based on a recent meta-analysis of more than 38,000 organizational units and 616,000 individuals?

A) An organization's culture does not matter.
B) An organization's financial performance (profit and revenue growth) is strongly related to organizational culture.
C) Employees have more positive work attitudes when working in organizations with clan cultures.
D) Quality and innovation are most closely related to hierarchical cultures.
E) Adhocracy cultures produce higher customer satisfaction and market share.

Question 38

Eriq and Steven, owners of Happy Times Ice Cream Shoppe, do not have a formal policy about dress code and work procedures because they see their company as a family place that provides enjoyable work. Eriq and Steven believe that if you treat employees like family, the company will do well and grow. ________ are the core beliefs that represent the core values of Happy Times Ice Cream Shoppe's culture.

A) A code of ethics
B) Basic assumptions
C) Espoused values
D) Rites and rituals
E) Observable artifacts

Question 39

Organizations that are formed to offer services to clients and not make a profit are ________, whereas, ________ are those organizations that are formed to make money, or profits, by offering products or services.

A) for-profit organizations; nonprofit organizations
B) unions; associations
C) nonprofit organizations; associations
D) co-ops; for-profit organizations
E) nonprofit organizations; for-profit organizations

Question 40

Ty has been working for Lyft for three months. He expected that his job would be to respond to requests on the app for a ride, pick up fares, and drop them off at their desired locations, but in his first few days on the job he realized that the job entails much more. He must keep his car clean and neat, and some days he will be assigned solely to go to people's houses to pick them up and bring them to the local airport, then wait at the airport to pick up arrivals and take them home, reducing their wait time. Within a few months, he has learned that Lyft drivers often express frustration with the people they call "civilians"-that is, non-Lyft drivers, whose driving skills they complain about incessantly. In his first few months on the job, ________ describes what Ty is undergoing.

A) a symbolic ritual
B) values training
C) hierarchical indoctrination
D) fit analysis
E) organizational socialization

Question 41

Mow and Trim, a sole proprietorship that uses contract labor, has all of its authority centralized in a single person (the owner), a flat hierarchy, few rules, and low work specialization. Mow and Trim is an organization with a

A) team-based design.
B) simple structure.
C) hollow structure.
D) functional structure.
E) horizontal design.

Question 42

The structure of Cakes and Such consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. Cakes and Such has a ________ structure.

A) simple
B) focused
C) hollow
D) functional
E) centralized

Question 43

________ is the process of assigning managerial authority and responsibility to lower-level managers and employees.

A) Authority
B) Planning
C) Delegation
D) A power trip
E) Control

Question 44

During weekly conference calls, Zeke, a sales manager for a national chain of clothing stores, and the other managers in his district explain to their district manager the reasons for different decisions; they also explain why certain costs and sales were higher or lower than they were the previous week. ________ is the explanation of their decisions and work results.

A) Accountability
B) A stepped decision
C) A hierarchy of authority
D) Touching
E) Power

Question 45

Niall, the president of Tutors For Hire, told one of his new hires that "Managers at this company are encouraged to solve their own problems rather than buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." The key benefits of ________ are the advantages that Niall related to his new hires.

A) centralized authority
B) management accountability
C) management responsibility
D) decentralized authority
E) work specialization

Question 46

A hierarchy of authority is ________. Most military organizations are known for having a strong hierarchy of authority.

A) also known as a division of labor
B) a control mechanism for making sure the right people do the right things at the right time
C) a diversity structure used in planning with recruiting, selection, and hiring
D) also known as work specialization
E) the arrangement of having discrete parts of a task done by different people

Question 47

Willis, the produce department manager at Shop More, has eight employees in his department, also known as his ________. All eight of these employees report directly to him.

A) area of responsibility
B) span of direction
C) span of control
D) hierarchy of authority
E) management depth

Question 48

Typhanie, a customer service representative with WestComm Wireless Services, was asked by one of her customers if WestComm would be interested in joining the chamber of commerce to meet potential customers and increase its contacts in the local business community. Typhanie believes this is a very good idea and approached her manager, Deondre, about becoming a chamber member. Deondre said to Typhanie, "Because the cost of membership is over $500 and you will have to leave the office to attend meetings, I will have to get approval from management above me." WestComm is an example of an organization with

A) decentralized authority.
B) unity of command.
C) work specialization.
D) centralized authority.
E) line managers.

Question 49

Bekah, the manager of Fit and Trim Nutrition Services, was telling her new nutritionist that "I have many decisions to make in a day, and as the manager, during the course of a week, I have to give orders to most of the 35 employees. Then there is my budget and the clinic's resources, which I oversee." Bekah's ________ gives her the right to make decisions, give orders, and utilize resources.

A) responsibility
B) authority
C) power
D) delegation
E) work specialization

Question 50

________ are the two kinds of spans of control.

A) Tall and short
B) Flat and broad
C) Tall and hollow
D) Hierarchy and nonhierarchy
E) Narrow and wide

Question 51

With ________, important decisions are made by middle-level and supervisory-level managers.

A) decentralized authority
B) upper authority
C) focused power
D) centralized authority
E) higher-management influence

Question 52

Global IT has designed its corporate structure with divisions based on their location. For example, there are the Southern and Northern Divisions, and globally there are the European Division and the Asian Division. Global IT is an example of a structure with

A) geographic divisions.
B) matrix partitions.
C) customer divisions.
D) common area divisions.
E) product divisions.

Question 53

During a meeting, Tyrone, a branch manager for Fishers Credit Union, pointed to the corporate organization chart on the wall. Tyrone remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Leona (our CEO) and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." ________ are indicated on the organization chart by a solid line, and ________ are indicated by a dotted line.

A) Line managers; temporary personnel
B) Line managers; personnel in training
C) Staff personnel; vital personnel
D) Line managers; part-time personnel
E) Line managers; staff personnel

Question 54

Bianca, the CEO of Solar Tiles, has only three people reporting to her: the vice president of marketing, vice president of HR, and vice president of accounting. Bianca has a

A) narrow span of control.
B) small unity of command.
C) wide span of control.
D) focused span of control.
E) broad span of influence.

Question 55

Andrea, a sales associate in the fine china department of the David's Department Store, reports to Chris, the home furnishings department manager. This morning, Chris asked Andrea to change the price tags on the crystal wine glasses. While working on this task, Pietro, the bedding department manager, told Andrea that he wanted her to unload some comforters. To solve this conflict, Andrea turns to the principle of unity of command under which

A) employees should report to no more than one manager.
B) Andrea will need to determine how she can multitask.
C) employees can report to two managers, so Andrea needs to decide whose directions to follow.
D) Andrea can refuse to do both tasks.
E) Andrea needs to decide which manager has more power.

Question 56

Antwan was recently promoted to the position of shift supervisor at If The Shoe Fits, and he is now responsible for making decisions on numerous matters in the store and giving orders to the floor staff. At the same time, Antwan has the obligation to perform the many new tasks assigned to him as a supervisor, such as overseeing the closing work and the cleaning of the store. Antwan's obligations are known as his

A) hierarchy.
B) power.
C) beliefs.
D) authority.
E) responsibility.

Question 57

Organizational design is concerned with an organization developing

A) the best structures of costs and efficiency that an organization uses to meet goals.
B) optimal structures of accountability and responsibility to execute its strategies.
C) important decisions that are suggested by employees.
D) new MBO goals.
E) the most favorable methods of accomplishing both the diversity and synergy plans.

Question 58

Rondelle, the manager of a busy hair salon, knows that she needs to entrust many of her tasks to supervisors and other employees. ________ is this process of assigning tasks to lower-level supervisors and employees. Rondelle follows the 70 percent rule, which states that she should assign tasks to employees who can perform each task at least 70 percent as well as Rondelle can.

A) Handing
B) Outputting
C) Span of control
D) Delegation
E) Accountability

Question 59

________ enables a manager to make decisions, give orders, and utilize resources. For example, the manager of a local coffee shop has the right to hire and fire baristas based on their punctuality, performance, and customer-service ratings.

A) Power
B) A clan culture
C) A hierarchy of power
D) Touching
E) Authority

Question 60

Disney has different divisions for movies, cable television, stores, theme parks, and so on. The Disney theme parks part of the empire alone has divisions spanning restaurants, entertainment, cruises, and hotels. Disney is an example of an organization with ________ divisions.

A) geographic
B) common
C) product
D) merchandise
E) customer

Question 61

This culture type is collaborative, encourages cohesion and job satisfaction through employee involvement. Which type is it?

A) market
B) clan
C) hierarchy
D) adhocracy
E) socialization

Question 62

Marco, the owner of Spaghetti Factory, is involved in the company's daily decisions and has established procedures for every task. The company rules are clearly specified in the handbook, and Marco also believes in close supervision of all employees. Spaghetti Factory is a(n) ________ organization.

A) informal
B) mechanistic
C) organic
D) decentralized
E) nonhierarchical

Question 63

According to Lawrence and Lorsch, the stability of an organization's environment determines the degree of

A) synergy needed in an organization.
B) differentiation and efficiency needed.
C) differentiation or integration that is appropriate.
D) profitability that is vital.
E) marketing and integration that is profitable.

Question 64

Sandra, George, Jose, and Antwan are working on a project for a customer that is aimed at cutting the client's utility costs. The four members of this workgroup are located throughout the Southeast, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This workgroup is an example of a

A) modular group.
B) cross-focus group.
C) geographic team.
D) matrix team.
E) virtual organization.

Question 65

Phones R Us, a global phone company, frequently needs to respond quickly to fast-changing consumer tastes with its smartphones. Therefore, Phones R Us has fewer rules and procedures than most organizations, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks and changes in technology. Phones R Us is utilizing a(n) ________ structure.

A) organic
B) inflexible
C) mechanistic
D) hierarchical
E) inelastic

Question 66

Basic assumptions represent the core values of an organization and are

A) difficult to change.
B) easy to change.
C) can be changed as needed.
D) visible to everyone.
E) written into the mission.

Question 67

Business Designs utilizes a structure that includes functional divisions, such as accounting and production, and a divisional chain of command, such as the home products and office divisions. For example, Janett, a salesperson, reported to both her sales manager and the office products manager when she first started working on the city of Springfield account. Business Designs has a

A) geographic-divisional structure.
B) matrix structure.
C) team-based approach.
D) modular structure.
E) hollow structure.

Question 68

Ford Motor Co. has separate divisions for passenger cars, for large trucks, and for farm products. Ford uses ________ in its organization.

A) geographic divisions
B) customer divisions
C) matrix partitions
D) a decentralized management structure
E) a global corporate culture

Question 69

The more subunits into which an organization breaks down, the

A) more unified it becomes.
B) less differentiated it becomes.
C) lower the productivity.
D) higher the costs.
E) more highly differentiated it becomes.

Question 70

With a modular structure, a firm ________. An example of the modular structure is the massive 787 Dreamliner project, in which Boeing contracted with many suppliers, each responsible for one component or assembly, which were then integrated to make the aircraft.

A) is a company outside a company that is created specifically to respond to an exceptional market opportunity
B) assembles pieces that are provided by outside contractors to build a product
C) is an organization whose members are geographically apart, usually working via e-mail
D) has a central core of key functions and outsources production
E) consists of a company with many divisions

Question 71

Raheem, a salesperson for the Fine Dining catering company, is working with a longtime customer who is interested in either cutting back on their annual catered events or getting a better price due to the tight economy. Raheem tells his manager, "I want to take care of the customer with the best value. So what do you think is the best package to offer in this situation?" Raheem and his manager are trying to utilize the

A) contingency design.
B) streamlined design.
C) focused spending approach.
D) boundaryless approach.
E) mechanistic design.

Question 72

A formal chain of command, the standardization of rules and procedures, and the use of cross-functional teams and computer networks so that there is frequent communication and coordination of the parts are the means for achieving

A) higher sales through analytics.
B) a common goal through integration.
C) lower costs through efficiency.
D) higher profits through goal setting.
E) differentiation through specialization.

Question 73

Organizations using a matrix structure

A) contain multiple overlapping command structures, in which all employees report to three or more managers.
B) centralize authority into a single person.
C) contain two command structures, in which some people report to two bosses.
D) establish a hierarchy in which employees report to only one supervisor.
E) utilize teams or workgroups with few lines of authority.

Question 74

The nutritionists, chefs, and taste testers who work for Healthy Foods, an organization that creates health foods that taste good and are good for you, work together for a common goal of ending obesity and diabetes. This shows how Healthy Foods uses ________ in its organization.

A) diversity
B) contingency design
C) differentiation
D) integration
E) autocratic structure

Question 75

Which of the following is an example of an espoused value?

A) There is an elephant in the room.
B) Every cloud has a silver lining.
C) Go on a wild goose chase.
D) Get a taste of your own medicine.
E) Walk the walk and talk the talk.

Question 76

With a hollow structure, the organization

A) is a rigid nonadaptive structure.
B) groups activities around similar products or services.
C) has a central core of key functions and outsources others to vendors who are less expensive or faster.
D) is often called a horizontal organization.
E) assembles product chunks, or modules, provided by outside contractors.

Question 77

The Safety Committee, a temporary team at Quantum Mechanics, was established to make the factory floor a safer place. Members of the committee still work in their departments full-time, but they meet twice a month for a few hours as a committee. The Safety Committee is an example of a ________ within an organization.

A) vertical design
B) modular design
C) multipurpose design
D) common purpose
E) horizontal design

Question 78

Some say the office culture today has become "too nice." Which statement would not be heard in that type of setting?

A) "No need to go out of your way; I'll get it later."
B) "Did you see the new menu in the cafeteria? There goes my diet."
C) "Can you believe that the boss expects us to stay late and does not even ask."
D) "How was your weekend? Were you able to get up to the lake house?"
E) "Did Joe get into the college of his choice? I know you hoped it also came with a good financial package."

Question 79

When is the cultural tone of a company usually set?

A) during orientation
B) during the hiring process
C) when developing the job posting
D) when writing the job description
E) at an all-staff meeting

Question 80

Specialists work together to achieve ________ in a highly integrated organization.

A) assimilation
B) a common goal
C) differentiation
D) decentralization
E) centralization