Quiz

1________ are persons who act as catalysts and assume the responsibility for managing refinement activities. 

• Laggards

• Whistle-blowers

• Change agents

• Free riders

  2Confusion in who reports to whom is a weakness of which one of the following organizational structures? 

• Bureaucracy

• Matrix

• Boundaryless

• Virtual

  3A(n) __________ strategy emphasizes the introduction of major new products and services.

• organic

• cost-minimization

• innovation

• mechanistic

  4Strategy 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

  6Which of the following factors is least likely to have an impact on organizational structure?

• Strategy

• Technology

• Size

• Location

  7Decision making within which one of the following organizational structures follows a strict chain of command?

• Virtual

• Bureaucracy

• Matrix

• Boundaryless

  8Which of the following is least likely to realize a competitive advantage for an organization?

• Superior skills

• Superior resources

• Superior strategy

• Superior position

  9It is easiest for management to deal with resistance when it is

• passive

• overt

• implicit

• deferred

  10Which 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.

  11Sometimes, 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

  12Which 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.

  13Entering 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

  14Which of the following is an example of an individual source of resistance to change?  

• Product orientation

• Employee orientation

• Structural inertia

• Fear of the unknown

  15Culture 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

  16A(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

  17Which 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

  18Which 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.

  19Idea champions display characteristics associated with _________ leadership. 

• narcissistic

• laissez-faire

• autocratic

• transformational

  20Which of the following is typically a characteristic of the mechanistic model of organization?

• Rigid departmentalization

• Wide span of controls

• Decentralized management

• Low formalization

  21Which 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.

  22The deemphasizing of hierarchical authority and control in organizational development is referred to as

• vertical blending

• horizontal integration

• trust and support

• power equalization

  23Which of the following resistances to change is implicit?

• Increased error

• Strike

• Complaint

• Resignation

  24The focus of a single segmentation within a scope strategy is known as a _______ strategy.

• customizing

• unsegmentation

• segmentation

• Niche

  25Which of the following actions can extinguish risk taking and innovation? 

• Long tenure in management

• p style="background: white; color: #000000; line-height: 16.5pt; font-family: 'Calibri','sans-serif'; font-size: 11pt; font-style: normal; font-weight: normal; margin-top: 0in; margin-bottom: 0pt;">Rewarding for the absence of failures rather than for the presence of success

• Encouraging experimentation

• Using organic organizational structures