Quiz
1 ________ are persons who act as catalysts and assume the responsibility for managing refinement activities.
Laggards
Whistle-blowers
Change agents
Free riders
2 Confusion in who reports to whom is a weakness of which one of the following organizational structures?
Bureaucracy
Matrix
Boundaryless
Virtual
3 A(n) __________ strategy emphasizes the introduction of major new products and services.
organic
cost-minimization
innovation
mechanistic
4 Strategy of differentiation consists of which of the following?
Price, support, design
Sourcing strategies, processing strategies, delivering strategies
Upstream business strategy, midstream business strategy, downstream business strategy
Cost leadership, differentiation, cost focus
5 ________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.
Organizational development
Operant conditioning
Organizational polarization
Organizational restructuring
5 ________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.
Organizational development
Operant conditioning
Organizational polarization
Organizational restructuring
6 Which of the following factors is least likely to have an impact on organizational structure?
Strategy
Technology
Size
Location
7 Decision making within which one of the following organizational structures follows a strict chain of command?
Virtual
Bureaucracy
Matrix
Boundaryless
8 Which of the following is least likely to realize a competitive advantage for an organization?
Superior skills
Superior resources
Superior strategy
Superior position
9 It is easiest for management to deal with resistance when it is
passive
overt
implicit
deferred
10 Which of the following is the last step in Kotter’s eight-step plan for implementing change?
Establish a sense of urgency by creating a compelling reason for why change is needed.
Communicate the vision throughout the organization.
Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.
Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
11 Sometimes, businesses find it necessary to reconceive their core business. Which of the following would be the least effective strategy for doing so?
Business recombination
Core relocation
Business redefinition
Business customization
12 Which of the following statements is true regarding innovation?
Interunit communication is low in innovative organizations.
Organic structures negatively influence innovation.
Innovation is nurtured when there is an abundance of resources.
Innovative organizations reward both successes and failures.
13 Entering into various types of business ventures outside of the realm of an organization’s usual type of business is an example of a ________ strategy.
chain integration
diversification
customizing
Undifferentiating
14 Which of the following is an example of an individual source of resistance to change?
Product orientation
Employee orientation
Structural inertia
Fear of the unknown
15 Culture is most likely to be a liability when
the organization’s environment is dynamic
the organization scores low on the degree of formalization
the organization is highly centralized
the organization’s management is highly efficient
16 A(n) ________ organization is an organization that takes on a life of its own, apart from its founders and members, and is valued for itself and not for the goods or services it produces.
centralized
matrix
virtual
institutionalized
17 Which of the following is least likely to lend to a simple organizational structure?
Little departmentalization
Formalized rules and regulations
Centralized authority
Wide span of control
18 Which of the following is the first step in Kotter’s eight-step plan for implementing change?
Form a coalition with enough power to lead change.
Create a new vision to direct the change and strategies for achieving the vision.
Plan for, create, and reward short-term “wins” that move the organization toward the new vision.
Establish a sense of urgency by creating a compelling reason for why change is needed.
19 Idea champions display characteristics associated with _________ leadership.
narcissistic
laissez-faire
autocratic
transformational
20 Which of the following is typically a characteristic of the mechanistic model of organization?
Rigid departmentalization
Wide span of controls
Decentralized management
Low formalization
21 Which of the following statements is true regarding the functions of culture in an organization?
It hinders the generation of commitment to something larger than individual self-interest among employees.
It reduces the stability of the organizational system.
It conveys a sense of identity for organization members.
It does not affect employees’ attitudes and behavior.
22 The deemphasizing of hierarchical authority and control in organizational development is referred to as
vertical blending
horizontal integration
trust and support
power equalization
23 Which of the following resistances to change is implicit?
Increased error
Strike
Complaint
Resignation
24 The focus of a single segmentation within a scope strategy is known as a _______ strategy.
customizing
unsegmentation
segmentation
Niche
25 Which of the following actions can extinguish risk taking and innovation?
Long tenure in management
Rewarding for the absence of failures rather than for the presence of success
Encouraging experimentation
Using organic organizational structures
