Question 1

What does the institutional theory state?

Accepted Answer

According to the institutional theory, an aspect of organizational structure need not contribute to organizational performance to be worthwhile. If the adoption of a certain structure helps the organization to be seen as legitimate in the eyes of those who have power to determine the organization's fate, then it is worthwhile. From an institutional theory standpoint, it is important to ask whether quality-oriented organization designs that include steering committees and extensive use of teams are actually intended to promote quality or are merely a means of legitimizing the organization as a progressive, quality-conscious organization.

Question 2

Project teams are fundamental to Six Sigma.

Accepted Answer

A) True 
 B)False  True

Question 3

The organic organization compromises reliability for flexibility.

Accepted Answer

A) True 
 B)False  True

Question 4

Describe the functional structure of organizations.

Accepted Answer

The answer of Describe the functional structure of organizations....

Question 5

Functional structures allow people to specialize in the aspect of the work for which they are best suited.

Accepted Answer

A) True 
 B)False

Question 6

The structural contingency theory is based on the assumption that organizations choose structures to help them perform better - provide high quality, low costs, and so forth.

Accepted Answer

A) True 
 B)False

Question 7

The most common type of organizational structure is the functional structure.

Accepted Answer

A) True 
 B)False

Question 8

The primary focus of functional structures is to provide high-quality service to customers.

Accepted Answer

A) True 
 B)False

Question 9

A fashion is defined as the pursuit of novelty for its own sake.

Accepted Answer

A) True 
 B)False

Question 10

Performance refers to the extent to which an individual contributes to achieving the goals and objectives of an organization.

Accepted Answer

A) True 
 B)False

Question 11

In a restaurant, which of the following is most likely to be an internal customer of the kitchen staff?

Accepted Answer

A)   The kitchen staff of rival restaurants
B)   Customers who visit the restaurant to try out the food
C)   Food critics who write reviews about the restaurant
D)   The servers at the restaurant

Question 12

An advantage of flatter organizations is that they:

Accepted Answer

A)   tencourage non-value-added activities.
B)   promote the micromanagement of frontline workers.
C)   create more supervisory tasks and responsibilities for managers.
D)   improve communication between top managers and frontline employees.

Question 13

Explain how coordinating mapping can help discover possible breakdowns in a process.

Accepted Answer

The answer of Explain how coordinating mapping can help discover...

Question 14

Support processes are most important to "running the business" and maintaining a sustainable competitive advantage.

Accepted Answer

A) True 
 B)False

Question 15

Describe the process of "coordinating mapping."

Accepted Answer

The answer of Describe the process of "coordinating mapping."...

Question 16

One of the four elements of leadership teams involves developing long-term goals and near-term priorities. Which of the following elements of leadership teams does this represent?

Accepted Answer

A)   Planning
B)   Implementation
C)   Review
D)   Monitoring

Question 17

In the value-creation process, _____ processes involve all activities that are performed to incorporate customer requirements, new technology, and past learning into the functional specifications of a manufactured good or service.

Accepted Answer

A)   design
B)   facilities management
C)   public relations
D)   sales and marketing

Question 18

An advantage of "flatter" organizations is that it creates additional supervisory and coordinating tasks for managers.

Accepted Answer

A) True 
 B)False

Question 19

The structural contingency theory states that organizations strive to succeed by creating structures that will be seen as appropriate by important external constituencies.

Accepted Answer

A) True 
 B)False

Question 20

A drawback of functional structures is that they make it difficult to evaluate people based on a narrow set of responsibilities.

Accepted Answer

A) True 
 B)False

Exam 7: Designing Organizations for Performance Excellence

What does the institutional theory state?

Project teams are fundamental to Six Sigma.

The organic organization compromises reliability for flexibility.

Describe the functional structure of organizations.

Functional structures allow people to specialize in the aspect of the work for which they are best suited.

The structural contingency theory is based on the assumption that organizations choose structures to help them perform better - provide high quality, low costs, and so forth.

The most common type of organizational structure is the functional structure.

The primary focus of functional structures is to provide high-quality service to customers.

A fashion is defined as the pursuit of novelty for its own sake.

Performance refers to the extent to which an individual contributes to achieving the goals and objectives of an organization.

In a restaurant, which of the following is most likely to be an internal customer of the kitchen staff?

An advantage of flatter organizations is that they:

Explain how coordinating mapping can help discover possible breakdowns in a process.

Support processes are most important to "running the business" and maintaining a sustainable competitive advantage.

Describe the process of "coordinating mapping."

One of the four elements of leadership teams involves developing long-term goals and near-term priorities. Which of the following elements of leadership teams does this represent?

In the value-creation process, _____ processes involve all activities that are performed to incorporate customer requirements, new technology, and past learning into the functional specifications of a manufactured good or service.

An advantage of "flatter" organizations is that it creates additional supervisory and coordinating tasks for managers.

The structural contingency theory states that organizations strive to succeed by creating structures that will be seen as appropriate by important external constituencies.

A drawback of functional structures is that they make it difficult to evaluate people based on a narrow set of responsibilities.