Deck 3: Organizational Environments and Cultures

Question 1

Which of the following is a component of Coca-Cola's specific environment and will directly influence how Coca-Cola does business?

A) Pepsi-Cola
B) laws concerning sanitation
C) inflation
D) the increased popularity of energy drinks

Answer 1

A
Pepsi is a direct competitor-a component of Coca-Cola's specific environment.

Question 2

Which of the following is a component of a book publisher's general environment and will indirectly influence how it does business?

A) other book publishing companies
B) pornography laws
C) an advocacy group supporting free books for children
D) a trend toward less leisure time

Answer 2

D
Leisure time trends will affect other companies,such as boat manufacturers.The other elements are part of the publisher's specific environment.

Question 3

What are the two types of external organizational environments?

A) general and specific
B) public and private
C) global and national
D) organizational and interpersonal

Answer 3

A

Question 4

Companies go through long,simple periods of environmental stability followed by short,complex periods of dynamic,fundamental environmental change,finishing with a return to environmental stability.Which theory states this?

A) the environmental change theory
B) the theory of environmental dynamics
C) the punctuated equilibrium theory
D) the theory of resource scarcity

Question 5

What industry has experienced both the stable and dynamic environments predicted by punctuated equilibrium theory over the past 20 years?

A) airline
B) baking
C) video game
D) landscaping

Question 6

Imagine a Mexican car manufacturer wanted to export its automobiles to Guatemala.What type of component in the manufacturer's general environment is represented by the fact that 75 percent of Guatemalans live below the poverty line?

A) technological
B) sociocultural
C) economic
D) political/legal

Question 7

Eleanor must steer her company through a crisis.She must search for a new supplier of a raw material that makes her product unique.New competition is forcing her to reduce prices,and her production process is outdated.Which environmental characteristic is Eleanor dealing with?

A) uncertainty
B) differentiation
C) difficulty
D) entrepreneurship

Question 8

Which of the following environments consists of the economy and the technological,sociocultural,and political/legal trends that indirectly affect all organizations?

A) the economic environment
B) the specific environment
C) the general environment
D) the indirect environment

Question 9

Howard is reflecting on the rapid change in the inflation rate that was once stable.The rise in oil prices by 50% over the past year has dramatically caused every company to increase the prices of their products.What environment is oil part of?

A) resource environment
B) technological environment
C) specific environment
D) general environment

Question 10

Carlos Sausages is a family-run business and its loyal customers enjoy the traditional handmade process carried down for generations.Which type of environment is this company an example of?

A) technological environment
B) complex environment
C) custom environment
D) simple environment

Question 11

Frustrated with high cellphone costs,Caroline is rallying companies through the industry trade association to petition the government to allow overseas competition to enter the Canadian cellphone industry.Which specific environment component is Caroline a part of?

A) advocacy
B) supplier
C) industry regulation
D) competitor

Question 12

Which environment in a public hospital is concerned with legislation about the disposal of biological wastes,the development of more sophisticated imaging machines,and longer patient life spans?

A) internal environment
B) specific environment
C) sociocultural environment
D) general environment

Question 13

Which of the following is a component of the specific environment that directly influences a restaurant's day-to-day operation?

A) its regular customers
B) Gross National Product
C) a trend toward eating less fat
D) more rigid enforcement of OSHA laws

Question 14

Which environmental characteristic is likely to be particularly salient for many companies in a strong economy,where the demand for qualified job applicants exceeds the supply?

A) environmental complexity
B) environmental change
C) resource scarcity
D) environmental uncertainty

Question 15

Which of the following environments affects all organizations?

A) the global environment
B) the national environment
C) the general environment
D) the formal environment

Question 16

Which of the following is a type of company most likely to be facing a dynamic environment?

A) a video game manufacturer
B) a bakery
C) a brewery, winery, or distillery in the liquor industry
D) a manufacturer of pet food

Question 17

George is analyzing his competition and reviewing changes in overseas markets to create a new strategy for his organization.Which environment is George concerned with?

A) the specific environment
B) the external environment
C) the formal environment
D) the national environment

Question 18

What defines the degree to which an organization's external environment has an abundance or lack of critical organizational resources?

A) environmental complexity
B) environmental capacity
C) differentiation opportunity
D) scarcity

Question 19

Carson's industry has changed overnight with technology and communication advancements.His company faces new competition from overseas markets and his once loyal customers want better pricing or will leave.Carson has to find a new way to manufacture products to remain competitive.Which environment does Carson operate within?

A) competitive
B) complex
C) dynamic
D) abundant

Question 20

White Castle is a fast-food restaurant chain that is famous for its small,square hamburgers.The chain began prior to World War II.Which of the following would have been part of its specific environment during the war?

A) other fast-food restaurants that sell hamburgers
B) customers who eat its burgers at least once a week
C) the meat packing company that supplies its beef
D) government-mandated beef rationing as a result of the war

Question 21

White Castle is a fast-food restaurant chain that is famous for its small,square hamburgers.Which of the following would be a component of its sociocultural environment?

A) a period of business prosperity
B) the development of fully automated drive-through windows
C) a price war with Burger King and McDonald's
D) the preference of most consumers to eat out rather than at home

Question 22

Scenario 3-1
Two home builders are building homes in nearby subdivisions. One is offering 2,500 square foot homes with two-acre yards. The other is offering a similar size of house with quarter-acre yards. The builder offering the smaller lots cannot keep up with demand. The builder offering the larger lots has several unsold houses.
Refer to the Scenario 3-1.What did the builder with the smaller lots most likely do to determine what home buyers desired?

A) reactive customer monitoring
B) proactive customer monitoring
C) competitive analysis
D) consumer confidence forecasts

Question 23

Which of the following involves determining who your competitors are,anticipating competitors' moves,and assessing competitors' strengths and weaknesses?

A) competitive mapping
B) a market audit
C) a SWOT analysis
D) a competitive analysis

Question 24

Scenario 3-1
Two home builders are building homes in nearby subdivisions. One is offering 2,500 square foot homes with two-acre yards. The other is offering a similar size of house with quarter-acre yards. The builder offering the smaller lots cannot keep up with demand. The builder offering the larger lots has several unsold houses.
Refer to the Scenario 3-1.What could the builder with the larger lots use to determine why his homes are not selling?

A) proactive customer monitoring
B) consumer confidence forecasts
C) demographic information
D) reactive customer monitoring

Question 25

Restaurants in Ontario that do not pass health and safety standards are required to post a failing evaluation on their front window for the public to see.Customers can now make more informed decisions about which restaurant to eat at.Which component of the general environment is this a part of?

A) customer
B) political/legal
C) competitor
D) sociocultural

Question 26

Vikas learns that customers are not happy with the time it takes servers in his restaurant to bring them their final bill.He informs his servers to make improvements from now on.What kind of monitoring did Vikas use to make this change?

A) consumer confidence monitoring
B) competitive analysis monitoring
C) reactive customer monitoring
D) proactive customer monitoring

Question 27

White Castle is a fast-food restaurant chain that is famous for its small,square hamburgers.Which of the following would be a component of its general environment?

A) meat-processing companies that provide its ground beef
B) consumers who will drive kilometres out of their way to eat a White Castle burger
C) boycotts by the Chicago-based PETA (People for the Ethical Treatment of Animals)
D) inflation

Question 28

Kelly is deciding which industry to move funds into for her investing clients.She reads that managers in the Canadian mining sector forecast export growth due to overseas production requirements.What kind of reports is Kelly reading?

A) industry regulations
B) business confidence indices
C) competitive analyses
D) supplier dependence reports

Question 29

Thomas is preparing for a meeting with one of his two largest customers.Understanding their needs will help Thomas develop a strategy to lobby the government to make changes to regulations affecting the import of his products even though this action could harm the relationship with smaller customers.What is this scenario an example of?

A) managerial commitment
B) buyer dependence
C) industry regulation
D) advocacy group activities

Question 30

What is typically the most important factor in the relationship between companies and their suppliers?

A) how dependent they are on each other
B) how much they know about each other
C) how compatible their organizational cultures are
D) the type of product being manufactured

Question 31

The manager of a company that produces soy-based sausage wants to conduct a competitive analysis.What should the manager look at?

A) the political/legal climate of the region
B) technological changes that affect food processing
C) business confidence indices for the restaurant and hospitality industry
D) individuals who make their own sausage

Question 32

Kelty was caught off guard when a new competitor opened across the street.Kelty had spent so much time evaluating the plans of her number one competitor that she failed to properly analyze actions of other competitors.What did Kelty fail at?

A) doing a complete analysis of identifying competitors
B) overestimating her competition
C) reactive monitoring
D) relying on competitive intelligence

Question 33

Which essentials must technology use to transform inputs (e.g.,raw materials and information)into outputs (products or services)?

A) knowledge, tools, and techniques
B) capital, plans, and management
C) plans, knowledge, and tools
D) management, capital, and techniques

Question 34

Fear of a lawsuit prevents many employers from giving totally honest references about former employees.What component change of the general environment does this reflect?

A) technological
B) social
C) economic
D) political/legal

Question 35

Tourism was not the only travel-associated industry to have been visibly hurt by what happened on 9/11.People decided to vacation at home.Sales of luggage and similar travel gear decreased significantly,while sales of home swimming pools increased.The decision to stay at home reflects a change in attitude toward the perceived safety of long-distance travelling.What component of the general environment changed?

A) technological
B) sociocultural
C) economic
D) competitive

Question 36

Which of the following is defined by a high degree of buyer or seller dependence leading to a state in which one party benefits at the expense of the other?

A) relationship behaviour
B) transactional behaviour
C) relational monopoly
D) opportunistic behaviour

Question 37

Small manufacturers often are successful because Wal-Mart agrees to carry their products.If Wal-Mart does not like a price increase,however,it often will refuse to do business with the manufacturer.At this point,many small manufacturers will offer price reductions-they fear failure if they lose the Wal-Mart account.Which of the following best describes the relationship between these small manufacturers and Wal-Mart?

A) buyer dependent
B) relationship based
C) transformational
D) supplier dependent

Question 38

Due to increased competition in the shipping industry,companies such as Purolator and CANPAR have implemented new processing methods to move parcels more efficiently.Which environmental component have they addressed?

A) competitor
B) economy
C) technological
D) sociocultural

Question 39

More premature babies than ever before are surviving due to improvements in medical knowledge and care.Which component of hospitals has this improvement influenced?

A) technological
B) sociocultural
C) economic
D) demographic

Question 40

At one time,independent booksellers found it very hard to carry all the books from the different publishers.Creating a centralized warehouse streamlined order and return procedures.What resulted from creating the centralized warehouse?

A) high buyer dependence on a supplier
B) pure competition
C) transactional freedom
D) high supplier dependence on a buyer

Question 41

What is the first step that managers take to make sense of their changing environments?

A) environmental scanning
B) perceptual re-engagement
C) modification of budgets
D) benchmarking

Question 42

What is the term for the set of key values,beliefs,and attitudes shared by members of an organization?

A) industry code of ethics
B) internal environment
C) organizational culture
D) organizational vision

Question 43

Which tactic involves an advocacy group actively trying to convince consumers not to purchase a company's products or services?

A) lobbying
B) public communications
C) media advocacy
D) boycott

Question 44

What is the term for the events and trends inside an organization that affect management,employees,and the organizational culture?

A) managerial environment
B) internal environment
C) industry environment
D) general environment

Question 45

Hooters is a chain of more than 2,000 restaurants self-described as "delightfully tacky,yet unrefined." The reason the company exists is apparent to all of its employees: its purpose is fun.What is the concept of making eating at a restaurant consistently fun for men an example of?

A) adaptability
B) responsiveness
C) involvement
D) vision

Question 46

The mission of the Canadian Organic Growers (COG)is to lead local and national communities toward sustainable organic stewardship of land,food,and fibre while respecting nature,upholding social justice,and protecting natural resources.What will having a mission help the COG do?

A) The mission guides the decisions and behaviours of the people who are members of the organization.
B) The mission changes quarterly in response to external environmental changes.
C) The mission responds well to behavioural addition and subtraction.
D) The mission allows companies to compete internationally.

Question 47

What can an organization use to sustain its organizational culture after its founders are gone?

A) organizational heroes
B) organizational structure
C) organizational maps
D) organizational design

Question 48

In setting up his new office,a lawyer wanted furnishings that reflected success,so he installed thick carpeting.Federal regulations,however,require all public offices to be wheelchair accessible.Wheelchairs do not manoeuvre well on thick carpeting.The building inspector had the lawyer remove the expensive carpeting and replace it with wheelchair-friendly carpet.Which environmental aspect best defines this impact on the law firm's specific environment?

A) sociocultural aspect
B) economic aspect
C) political/legal aspect
D) industry regulation

Question 49

The Edmonton Oilers hockey team develops a sense of history for its current players by displaying successful seasons' banners and the retired numbers of great players in its stadium and locker room.What tactic(s)for maintaining organizational culture are the Oilers using?

A) organizational complexity and consistency
B) organizational benchmarking
C) organizational mapping
D) organizational stories and heroes

Question 50

A new hire at Henderson Textile Co.was amazed at its employees,who would take 30-minute restroom breaks,leave for the day at 2 p.m.,and generally belittle the company's management.Which of the following is likely faulty when such actions have developed among employees?

A) the general environment
B) a benchmark
C) a response to an opportunity
D) the organizational culture

Question 51

White Castle is a fast-food restaurant chain that is famous for its small,square hamburgers.Which of the following would be an industry regulation component of its specific environment?

A) an increase in the prime lending rate
B) local health inspectors
C) class-action suits against all fast-food restaurants
D) inflation

Question 52

An ad paid for by Franklin Mutual Insurance Company encourages people to be proud of their country and its military.The ad was not designed to sell any company product-rather it was designed to counter efforts by some to malign the United States' actions in the Middle East.Which of the following is this ad an example of?

A) narrowcasting
B) institutional communications
C) media advocacy
D) lobbying

Question 53

Which of the following is a step in the process that managers use to make sense of their changing environments?

A) adopting perceptual re-engagement
B) engaging in environmental laddering
C) acting on threats and opportunities
D) creating strategic windows

Question 54

Blackberry was the first company to make the smartphone.How would Blackberry view other companies that make other smartphones and their growing popularity?

A) as a weakness
B) as a risk
C) as an opportunity
D) as a threat

Question 55

Which of the following is a characteristic of successful organizational cultures?

A) unions
B) advocacy
C) involvement
D) competition

Question 56

Which of the following objectives is unsuitable for environmental scanning?

A) reducing uncertainty
B) enabling managers to stay up to date on factors in their industry
C) helping managers develop and implement their organizational strategies
D) helping managers develop and sustain their organizational culture

Question 57

What is likely to decrease but not eliminate opportunistic behaviour?

A) buyer dependence
B) supplier dependence
C) industry regulation
D) relationship behaviour

Question 58

Some organizational cultures cannot meet the challenges posed by innovation.Digital equipment squandered the opportunities presented by the PC revolution,even though it was well equipped to build cheap PCs.What did its organizational culture lack?

A) adaptability
B) synergy
C) a formula for success laddering
D) knowledge management

Question 59

Advocacy groups use a variety of tactics to convince businesses to comply with their stands on issues.Which of the following advocacy group tactics would be most likely to cause a business to fail?

A) media advocacy
B) product boycotts
C) public communications
D) lobbying

Question 60

Which of the following is a primary source of organizational culture?

A) the company's founder
B) the organization's competitive strategy
C) the industry in which the organization operates
D) the company's suppliers

Question 61

Narrative 3-1
Dofasco, Inc. is a different kind of steel company. Tiny by industry standards, the Canadian-based company has just 8,500 employees and a market cap of $2.3 billion. Dofasco operates with a close eye on the "triple bottom line." In addition to tracking financial metrics, Dofasco also monitors its impact on society and the environment. As a result, the company has outperformed many of its biggest competitors. Despite a recent slump in the automobile industry, which accounted for 50 percent of its business, Dofasco ran at 100 percent capacity and finished as one of the only integrated steelmakers in all of North America to make a profit that year. Dofasco is also one of the only companies in the steel industry without a union, and its employees like it that way. Employee turnover at the company's main operation is less than one percent annually. Part of its low turnover rate is due to the company's concern about protecting its external environment. As the CEO of the company said, "One way to get happy employees is not to wreck their community in which they live."
Refer to the Narrative 3-1.Kyoto Protocol is another steel producer in Canada.Which aspect of Dofasco's specific environment is Kyoto Protocol part of?

A) international
B) technological
C) indirect
D) competitor

Question 62

A mace is commonly used at a university or college convocation ceremony.The mace was originally a weapon,then became the symbol of government,and now has become the symbol of authority of the institution to grant diplomas or degrees.In terms of organizational culture,what is the mace an example of?

A) a visible artifact
B) an iconic representation
C) an organizational metaphor
D) an organizational allegory

Question 63

Narrative 3-1
Dofasco, Inc. is a different kind of steel company. Tiny by industry standards, the Canadian-based company has just 8,500 employees and a market cap of $2.3 billion. Dofasco operates with a close eye on the "triple bottom line." In addition to tracking financial metrics, Dofasco also monitors its impact on society and the environment. As a result, the company has outperformed many of its biggest competitors. Despite a recent slump in the automobile industry, which accounted for 50 percent of its business, Dofasco ran at 100 percent capacity and finished as one of the only integrated steelmakers in all of North America to make a profit that year. Dofasco is also one of the only companies in the steel industry without a union, and its employees like it that way. Employee turnover at the company's main operation is less than one percent annually. Part of its low turnover rate is due to the company's concern about protecting its external environment. As the CEO of the company said, "One way to get happy employees is not to wreck their community in which they live."
Refer to the Narrative 3-1.Which component of Dofasco's environment would the slump in the automobile industry be part of?

A) indirect
B) general
C) competitive
D) primary

Question 64

The president of a company changes the organization's culture.He posts a new vision for higher customer satisfaction clearly for all employees to see,rewards the development of customer relationships,and gives bonuses for winning back lost customers.What did the president address directly to effect the change in culture?

A) the subconscious codes of conduct employees operate within
B) employee assumptions and beliefs about the organization
C) visible artifacts and the behaviour of employees toward customers
D) the company's mission

Question 65

Two business partners had different ideas about the direction their company should take.As a result,resources were wasted and the company failed due to its inability to compete effectively.What did the business partners NOT share?

A) the same definition of profit
B) the ability to run an efficient operation
C) an ability to recognize the level of competition in their business
D) a clear vision

Question 66

A management team is meeting to strategize how to change the organization's culture to become more customer focused.Which of the following ideas would serve as the best advice?

A) Send subliminal messages about customer service to their employees' subconscious minds.
B) Focus on rewarding managers whose groups excel at developing strong customer relations.
C) Address the unwritten rules about code of conduct and behaviour.
D) Create stories about customer service and send them through the company's grapevine.

Question 67

Josie is the new manager at a sports apparel company.She finds she gets four days of work from her sales staff as they have always treated Fridays as casual days with long lunches and loafing even though she has requested productivity reports for each day of the week.Which corporate culture characteristic is Josie dealing with?

A) Corporate cultures are dynamic creations that respond positively to change.
B) Corporate culture are unaffected by changes in perks, office layouts, or work relationships.
C) Corporate cultures are very difficult to change.
D) Corporate cultures require a manager who wants to modify one to hire new employees.

Question 68

What does a consistent organizational culture mean for a company?

A) A consistent organizational culture does not guarantee good company performance.
B) A consistent organizational culture that is also strong is always a good culture.
C) Employees learn consistent organizational cultures on their own.
D) Having a consistent organizational culture makes adapting to drastic changes easier.

Question 69

An organization's culture exists on three levels.Which of the following is the most visible level?

A) values and beliefs
B) artifacts
C) unconscious assumptions
D) shared visions

Question 70

Which of the following is a viable strategy for developing a consistent organizational culture?

A) Create a clear company vision.
B) Allow workers to set their own goals and strategies to achieve them.
C) Select job applicants who seem to dislike confrontation.
D) Eliminate the company dress code.

Question 71

In many failed dot.com companies,lower and middle management adhered to innovation and expected that work would be fun,while top management envisioned profitability,with the elimination of unnecessary expenses.Which of the following did these companies lack in their organizational cultures?

A) empathy
B) formalization
C) consistency
D) responsiveness

Question 72

Narrative 3-1
Dofasco, Inc. is a different kind of steel company. Tiny by industry standards, the Canadian-based company has just 8,500 employees and a market cap of $2.3 billion. Dofasco operates with a close eye on the "triple bottom line." In addition to tracking financial metrics, Dofasco also monitors its impact on society and the environment. As a result, the company has outperformed many of its biggest competitors. Despite a recent slump in the automobile industry, which accounted for 50 percent of its business, Dofasco ran at 100 percent capacity and finished as one of the only integrated steelmakers in all of North America to make a profit that year. Dofasco is also one of the only companies in the steel industry without a union, and its employees like it that way. Employee turnover at the company's main operation is less than one percent annually. Part of its low turnover rate is due to the company's concern about protecting its external environment. As the CEO of the company said, "One way to get happy employees is not to wreck their community in which they live."
Refer to the Narrative 3-1.Which technique would Dofasco most likely have used to keep apprised of environmental changes that could affect how the company does business?

A) a social audit
B) multi-attribute research
C) environmental resolution
D) environmental scanning

Question 73

Narrative 3-1
Dofasco, Inc. is a different kind of steel company. Tiny by industry standards, the Canadian-based company has just 8,500 employees and a market cap of $2.3 billion. Dofasco operates with a close eye on the "triple bottom line." In addition to tracking financial metrics, Dofasco also monitors its impact on society and the environment. As a result, the company has outperformed many of its biggest competitors. Despite a recent slump in the automobile industry, which accounted for 50 percent of its business, Dofasco ran at 100 percent capacity and finished as one of the only integrated steelmakers in all of North America to make a profit that year. Dofasco is also one of the only companies in the steel industry without a union, and its employees like it that way. Employee turnover at the company's main operation is less than one percent annually. Part of its low turnover rate is due to the company's concern about protecting its external environment. As the CEO of the company said, "One way to get happy employees is not to wreck their community in which they live."
Refer to the Narrative 3-1.Which component of Dofasco's environment would be affected by the fact that Ford purchased less steel from Dofasco during the auto industry's slump?

A) specific
B) competitive
C) economic
D) general

Question 74

When Samsonite purchased American Tourister,the company eliminated the gorilla in the ads.(It had appeared in all American Tourister ads for years,representing the durability of the luggage.)For American Tourister employees,the gorilla had been a symbol of quality and commitment.The executive order to remove the gorilla posters from the walls of offices and factories was one of the means that Samsonite used to change the organizational culture at American Tourister.What were the gorilla posters an example of?

A) visible artifacts
B) iconic representations
C) organizational metaphors
D) organizational allegories

Question 75

One difficulty encountered in a merger is the inability of employees in the two existing organizational cultures to operate harmoniously.Which of the following characteristics do both merging organizational cultures most likely lack?

A) responsiveness
B) adaptability
C) involvement
D) consistency

Question 76

Milsand Corp.uses office cubicles for its employees.Each employee has a 2 m square office with walls that do not reach the ceiling.Employees are forbidden from personalizing their cubicles.If Milsand wanted to change its organizational culture,what could it begin with?

A) creating a new human resource department
B) hiring a cultural ombudsperson
C) adhering to affirmative action regulations
D) allowing employees to decorate their work spaces

Question 77

What is the relationship between change and organizational culture?

A) Organizational culture is best changed by replacing current employees with new ones.
B) Organizational culture changes more quickly when new managers are hired.
C) Agreement among all employees must exist before an organization's culture can change.
D) Changing employees' assumptions and beliefs about a company can be very difficult.

Question 78

Which of the following ideas has a company with a successful organizational culture likely adopted?

A) Employee involvement in decision making often derails consistent corporate culture.
B) Change should be embraced rather than avoided.
C) Only upper management should be involved with creating corporate culture.
D) Successful corporate culture is a short-term phenomenon.

Question 79

Narrative 3-1
Dofasco, Inc. is a different kind of steel company. Tiny by industry standards, the Canadian-based company has just 8,500 employees and a market cap of $2.3 billion. Dofasco operates with a close eye on the "triple bottom line." In addition to tracking financial metrics, Dofasco also monitors its impact on society and the environment. As a result, the company has outperformed many of its biggest competitors. Despite a recent slump in the automobile industry, which accounted for 50 percent of its business, Dofasco ran at 100 percent capacity and finished as one of the only integrated steelmakers in all of North America to make a profit that year. Dofasco is also one of the only companies in the steel industry without a union, and its employees like it that way. Employee turnover at the company's main operation is less than one percent annually. Part of its low turnover rate is due to the company's concern about protecting its external environment. As the CEO of the company said, "One way to get happy employees is not to wreck their community in which they live."
Refer to the Narrative 3-1.Dofasco operates according to the punctuated equilibrium theory.Which statement explains what this means for the company?

A) Dofasco incorporates both planning and control within its long-term strategy.
B) Dofasco operates with a virtually flat organizational structure.
C) Dofasco has periods of long stability interrupted by short periods of dynamic change.
D) Dofasco motivates its employees by maintaining a salary/wage equilibrium.

Question 80

Which of the following would be an example of a visible artifact for an organization that is being merged with a large international firm?

A) personal parking spaces for all salespeople
B) higher sales
C) better supplier relations
D) fewer cash-flow pressures