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2. Intheomnipotentviewofmanagement,muchoffailureisduetoforcesoutsidemanagement
anorganizationl.’scontro
success’or
(False)
Anorganizationalculturereferstoasystemofsharedmeaning.(True)
Organizationalculturesinfluencehowemployeesbehaveinanorganization.(True)
Strongcultureshavemoreinfluenceonemployeesthandoweakcultures.(True)
Anorganization’sfounderhaslittleinfluenceonitsculture.
(False)
Ritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethekeyvaluesofanorganization.
(True)
Organizationalstoriestypicallycontainanarrativeregardingsignificanteventsorpeople.
(True)
9. Toincreasecustomerresponsiveness,organizationsshouldhireemployeeswhoareoutgoingandfriendly.
(True)
Toencourageacustomer-responsiveculture,organizationsshouldformalizeandenforcestrictcustomerservicepolicies.
(False)
.
(False)
Thepartoftheenvironmentdirectlyrelatedtoachievementofanorganizationgoalsisthespecificenvironment.
(True)
’sgeneralenvironment.
(False)
’sspecificenvironment.
(False)
Whichofthefollowingrepresentthetwoviewsofmanagerialimpactonthesuccessorfailureoftheorganization
omnipotentandsymbolic
omnipotentandreflective
symbolicandinteractive
reflectiveandinteractive
(a)
The__________viewofmanagementisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeany
obstacleincarryingouttheorganization ’sobjectives.
omnipotent
symbolic
functional
systems
(a)
Whichofthefollowingmostaccuratelyreflectsthesymbolicviewofmanagement
a.
Managersaredirectlyresponsibleforanorganization
’
b.
Managershavelittle
orno
responsibility
for
anorganization
success’
or
failure.
c.
Externalforcesare
directly
responsible
for
anorganization
success’
or
failure.
d.
Employeesaredirectlyresponsibleforanorganization
’
(c)
’sdecisionoptions_______________.
existwithineveryorganization
donotexist,asallmanagershavedecision-makingdiscretion
existonlytotheextentthatuppermanagementimposesthem
d. existonlytotheextentthatfollowerswon ’tdoastheyaretold
(a)
,managersaremostaccuratelyviewedas_________.
a. dominantoveranorganization ’senvironment
b. neitherhelplessnorallpowerful
c. powerlesstoinfluenceanorganization ’sperformance
d. ultimatelyresponsiblefororganizationaloutcomes
(b)
Allorganizationalculturesconsistofeachofthefollowingexcept_________.
sharedvalues
principles
innovation
traditions
(c)
Strongcultures_____________.
arefoundinorganizationswithhighemployeeturnover
haveaminimalinfluenceonemployeedecisionmaking
canbefoundinallorganizationsthatexist
haveagreaterinfluenceonemployeesthandoweakcultures
(d)
Whichofthefollowingisnotconsideredtobeadimensionoforganizationalculture
attentiontodetail
peopleorientation
purchasingpolicies
aggressiveness
(c)
Whichofthefollowingdimensionsoforganizationalcultureisdefinedasthe
degreetowhichanorganization’sactionsanddecisionsemphasizemaintainingthestatusquo
stability
outcomeorientation
teamorientation
innovationandrisktaking
(a)
SonyCorporation’focusonproductinnovationisanexampleofwhichofthefollowingdimensionsoforganizationalculture
attentiontodetail
peopleorientation
outcomeorientation
aggressiveness
(c)
Corporate___________arerepetitivesequencesofactivitiesthatexpressandreinforcethevaluesofanorganization.
languages
rituals
symbols
ceremonies
(b)
Whichofthefollowingrepresentsthemostsignificantwaysthroughwhichcorporateculturesaretransmittedtoemployees
rituals,myths,competitions,andlanguage
symbols,rituals,language,andbusinesssystems
stories,rituals,symbols,andlanguage
language,stories,rituals,andrewards
(c)
WhenemployeesatMicrosoftusetermssuchasworkjudo,eatingyourowndogfood,andflatfood,theyareusingorganizational__________.
languages
rituals
symbols
ceremonies
(a)
Theoriginalsourceofanorganization’culturesusually
________________.
issharedamongthefirstworkershiredintotheorganization
isformulatedbytheboardofdirectorswhentheorganizationisformed
identifieswhattheorganizationissuccessfuldoing
d. reflectsthevisionormissionoftheorganization ’sfounder
(d)
Anorganization’scultureaffectsmanagersby______________.
providingthemwithadditionaldecision-makingpower
restrictingthemfromdiscipliningcertainemployees
encouragingthemtobendorevenbreakcompanyrules
establishingwhatisappropriateandexpectedbehavior
(d)
.
a. forcesoutsidetheorganizationthatlimittheorganization ’sperformance
b. factorsandforcesoutsidetheorganizationthataffecttheorganization ’s
performance
c. forcesandinstitutionsinsidetheorganizationthataffecttheorganization ’s
performance
d. forcesinsidetheorganizationthatincreasetheorganization ’sperformance
(b)
Anorganization’
b. isthesameregardlessoftheorganization ’sage
isdeterminedbythetoplevelofmanagement
mustbequantifiedtoestablishitsexistence
(a)
’sspecificenvironmentare
__________.
suppliers,legislators,customers,andemployees
customers,suppliers,competitors,andpressuregroups
employees,competitors,pressuregroups,andregulators
suppliers,employees,competitors,andlegislators
(b)
Eachofthefollowingisconsideredanorganizationalsupplierexceptprovidersof__________________.
financialinputs
laborinputs
materials
politicalpressure
(d)
Thegeneralenvironmentfactorofeconomicconditionsconsistsofallofthefollowingexcept_______________.
legislationrecentlypassedbyCongress
interestrates
changesindisposableincome
stockmarketfluctuations
(a)
Typically,thegeneralorganizationalenvironmentincludeswhichofthefollowing
politicalconditions
businessplans
stakeholders
suppliers
(a)
,inflationrates,andstockmarket fluctuationsareallexamplesof
whatfactorinanorganization ’sgeneralenvironment
economic
political
social
technological
(a)
Automationrepresentsanexampleofa(n)__________generalenvironmentalfactor.
technological
demographic
political/legal
economic
(a)
Whichofthefollowingarethetwodimensionsofenvironmentaluncertainty
degreeofchangeanddegreeofcomplexity
degreeofchangeanddegreeofvolume
degreeofcomplexityanddegreeofimpact
degreeofimpactanddegreeoftiming
(a)
__________areanyconstituenciesinanorganization’externalsenvironmentthatareaffectedbytheorganization’decisionsandactions.
Stockholders
Pressuregroups
Suppliers
Stakeholders
(d)
’schangefrequently,theorganizationisoperatingina__________environment.
disruptive
diverse
dynamic
difficult
(c)
ChangingOrganizationalCulture(Scenario)
Maryhasbeenaskedbythecompanypresidenttochangetheorganizationalculture
toreflectthecompany’,shecertainlyunderstandsthegoals,butisreallynotsurethatsheunderstandswhattodoabouttheculture.
Maryaskedemployeesiftheyknewwhatconstituted“goodemployeebehavior.”Shefoundthatveryfewunderstood,.
hasastrongculture
hasaweakculture
hasnoculture
musthavehighturnover
(b)
Maryalsofoundoutthatinordertobuildastrongnewculture,sheshoulddoallbutwhichofthefollowing
a. hireemployeeswhofitinwiththecompany ’sculture
developsocializationpracticestobuildculture
encourageahighturnoverrateamongemployees
havemanagementmakeorganizationalvaluesclear
C
TheElection(Scenario)
Atthepresenttime,.
ThechangesinthepresidencyandCongressrepresentwhichofthefollowingenvironmentalfactorsforyourorganization
generalenvironment
specificenvironment
pressuregroup
customers
(a)
Thechangeinhowcustomerswantyourproducttolookindesignisanexampleofwhichofthefollowingtypesoffactors
political/legal
specificenvironment
global
demographic
(b)
Thechangesintheagesandeducationlevelsofyourcustomersareanexampleofwhichofthefollowingconditions
economic
political/legal
demographic
technological
(c)
Therequesttohaveyourproductmanufacturedusingnewlydiscoveredplasticsismostlikelytheproductofwhichofthefollowing
economicconditions
political/legalconditions
socioculturalconditions
technologicalconditions
(d)