Answered You can buy a ready-made answer or pick a professional tutor to order an original one.
LDR 531 WEEK 5 QUIZ NEW
1. Which of the following is typically a characteristic of the mechanistic model of organization?
Low formalization
Decentralized management
Wide span of controls
Rigid departmentalization
2. Which of the following actions can extinguish risk taking and innovation?
Using organic organizational structures
Rewarding for the absence of failures rather than for the presence of success
Long tenure in management
Encouraging experimentation
3. Culture is most likely to be a liability when
the organization’s management is highly efficient
the organization scores low on the degree of formalization
the organization’s environment is dynamic
the organization is highly centralized
4. Strategy of differentiation consists of which of the following?
Price, support, design
Cost leadership, differentiation, cost focus
Upstream business strategy, midstream business strategy, downstream business strategy
Sourcing strategies, processing strategies, delivering strategies
5. Decision making within which one of the following organizational structures follows a strict chain of command?
Boundaryless
Bureaucracy
Virtual
Matrix
6. Which of the following factors is least likely to have an impact on organizational structure?
Location
Technology
Size
Strategy
7. The deemphasizing of hierarchical authority and control in organizational development is referred to as
trust and support
vertical blending
horizontal integration
power equalization
8. 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 does not affect employees’ attitudes and behavior.
It conveys a sense of identity for organization members.
9. Which of the following is the first step in Kotter’s eight-step plan for implementing change?
Create a new vision to direct the change and strategies for achieving the vision.
Establish a sense of urgency by creating a compelling reason for why change is needed.
Form a coalition with enough power to lead change.
Plan for, create, and reward short-term “wins” that move the organization toward the new vision.
10. Which of the following is least likely to lend to a simple organizational structure?
Centralized authority
Formalized rules and regulations
Little departmentalization
Wide span of control
11. Confusion in who reports to whom is a weakness of which one of the following organizational structures?
Boundaryless
Virtual
Matrix
Bureaucracy
12. Which of the following is least likely to realize a competitive advantage for an organization?
Superior strategy
Superior resources
Superior skills
Superior position
13. Which of the following is the last step in Kotter’s eight-step plan for implementing change?
Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
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.
14. Idea champions display characteristics associated with _________ leadership.
laissez-faire
transformational
narcissistic
autocratic
15. 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
customizing
diversification
undifferentiating
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.
matrix
virtual
institutionalized
centralized
17. It is easiest for management to deal with resistance when it is
implicit
deferred
passive
overt
18. Which of the following statements is true regarding innovation?
Innovation is nurtured when there is an abundance of resources.
Innovative organizations reward both successes and failures.
Organic structures negatively influence innovation.
Interunit communication is low in innovative organizations.
19. Which of the following resistances to change is implicit?
Strike
Resignation
Increased error
Complaint
20. A(n) __________ strategy emphasizes the introduction of major new products and services.
mechanistic
cost-minimization
innovation
organic
21. The focus of a single segmentation within a scope strategy is known as a _______ strategy.
niche
customizing
segmentation
unsegmentation
22. Sometimes, businesses find it necessary to reconceive their core business. Which of the following would be the least effective strategy for doing so?
Core relocation
Business customization
Business recombination
Business redefinition
23. ________ are persons who act as catalysts and assume the responsibility for managing refinement activities.
Change agents
Free riders
Whistle-blowers
Laggards
24. ________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being.
Organizational restructuring
Operant conditioning
Organizational polarization
Organizational development
25 Which of the following is an example of an individual source of resistance to change?
Structural inertia
Fear of the unknown
Product orientation
Employee orientation
- @
- 177 orders completed
- ANSWER
-
Tutor has posted answer for $20.00. See answer's preview
* ***** ** the ********* ** ********* * ************** of the *********** model of **************
*** formalization
************* ***********
**** span ** *********
Rigid ********************
* ***** of *** ********* ******* *** ********** **** ****** and ************
Using organic ************** ***********
********* for *** ******* ** ******** rather than *** *** ******** of ********
**** ****** ** ***********
*********** ****************
* ******* ** most likely ** be * liability when
*** ******************** ********** ** ****** **********
*** ************ ****** low ** *** ****** ** formalization
the organization’s *********** ** dynamic
*** organization ** ****** ************
4 ******** ** *************** ******** of ***** of *** ***********
***** ******* *******
**** leadership differentiation cost ******
******** ******** ******** ********* ******** ******** ********** ******** strategy
******** ********** processing strategies ********** ***********
5 Decision making ****** ***** *** of *** ********* ************** ********** ******* a strict chain ** *********
Boundaryless
************
********
*******
* ***** ** *** ********* ******* ** least ****** ** **** an ****** on ************** ***********
Location
Technology
Size
Strategy
* *** ************* ** hierarchical ********* *** control ** ************** *********** is ******** ** ***
trust and ********
vertical blending
********** ************
power equalization
8 Which ** *** ********* ********** ** **** ********* *** ********* of ******* ** an **************
** ******* the ********** ** ********** ** something larger **** ********** self-interest ***** **********
** ******* *** ********* ** the ************** *******
** **** *** ****** **************** ********* *** *********
** ******* a sense ** identity for organization ********
* Which of *** following ** the first **** ** ************** ********** plan *** ************ ********
****** * *** ****** to ****** the ****** *** ********** for achieving *** vision
Establish * sense of urgency ** ******** * ********** ****** *** *** ****** ** *******
Form * coalition with ****** power to **** change
**** *** create and reward ********** “wins” **** move *** ************ ****** *** *** *******
** ***** ** *** ********* ** ***** likely ** **** ** * ****** ************** ***********
Centralized **********
Formalized rules *** ************
****** ********************
Wide **** ** ********
** Confusion ** *** reports ** **** ** a weakness ** which *** ** *** ********* ************** ************
*************
********
*******
************
12 ***** ** the ********* ** least ****** ** realize * *********** ********* for ** organization?
Superior *********
******** resources
Superior *******
Superior position
** ***** of *** ********* ** *** last **** ** ************** eight-step **** *** ************ ********
*********** ************ ******** ******* *** **** ********* *********** ** *** *** *********
********* a sense ** urgency ** ******** * compelling ****** for why ****** ** *******
*********** *** ****** ********** *** *************
********* *** changes ** demonstrating *** ************ ******* *** ********* *** organizational ********
** **** ********* display *************** ********** **** ********* ***********
**************
*****************
narcissistic
autocratic
15 ******** into various ***** ** business ventures outside of *** ***** ** ** ******************** ***** **** of ******** ** ** example ** * ******** strategy
***** integration
customizing
diversification
******************
** **** ******** ************ ** an organization **** ***** ** * **** ** *** *** ***** **** *** founders *** members and ** ****** *** ****** and not *** the ***** or services ** produces
matrix
********
institutionalized
************
17 ** ** easiest *** ********** ** **** **** resistance **** it is
*********
*********
********
overt
** ***** ** *** ********* ********** ** **** ********* ************
********** ** nurtured **** ***** is ** abundance ** **********
********** organizations ****** **** ********* and *********
Organic ********** negatively ********* ***********
********* communication ** *** in innovative organizations
** Which ** *** ********* *********** ** ****** is implicit?
*******
************
********* ******
**********
** **** ********** ******** ********** *** ************ of major new products *** *********
************
******************
***********
********
21 The ***** ** a ****** ************ ****** * ***** strategy ** ***** ** * ******* *********
******
************
*************
***************
** ********* businesses **** ** necessary to reconceive ***** core ******** Which ** *** ********* ***** ** the ***** ********* strategy *** ***** ****
Core ***********
******** customization
Business recombination
Business redefinition
** ******** *** ******* who act ** ********* and assume *** responsibility *** ******** ********** ***********
****** *******
**** *******
****************
Laggards
24 ******** ** * ********** ** change ******* that seek to ******* ************** ************* *** ******** ***********
************** **************
******* *************
************** *************
Organizational development
25 Which ** *** ********* is ** example ** ** ********** ****** ** ********** to ********
Structural ********
**** ** the ********
******* ************
Employee ***********
