Deck 2: OB in Context

Question 1

Staff units and positions typically have more power and greater status in a company than line units and positions.

Answer 1

False

Question 2

Departmentalization refers to how specific work units or groups are divided and coordinated within an organization.

Answer 2

True

Question 3

Tall structures have a wider span of control than flat structures.

Answer 3

False

Question 4

The number of individuals reporting to a supervisor is called the chain of command.

Question 5

The sales and finance functions of a firm are examples of line units.

Question 6

While individuals at lower levels of an organization are largely focused on the internal environment of the organization, the CEO and top management team are more focused on how the organization is positioned in the external environment.

Question 7

Staff units provide specialized expertise and services in an advisory capacity to line units.

Question 8

Staff units are groups that assist the line units by providing specialized expertise and services to them.

Question 9

Divisional departmentalization is a division of labor through the formation of work units or groups within an organization.

Question 10

Two types of departmentalization are functional departmentalization and divisional departmentalization.

Question 11

Organizational context is the characteristics of a job, organization, or work situation that affect the way people in that situation act and interact.

Question 12

Decentralization increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority.

Question 13

Executives, managers, and supervisors are hierarchically connected through unity of command, which is a listing of who reports to whom up and down the firm.

Question 14

Production and operations are examples of staff units.

Question 15

Centralization is the degree to which the authority to make decisions is restricted to higher levels of management.

Question 16

Organization charts tell us about line versus staff positions and units.

Question 17

Operations charts are diagrams that depict the formal structures of organizations.

Question 18

The hierarchy of authority refers to the listing of positions of responsibility and who reports to whom.

Question 19

Organizations that rely heavily on functional departmentalization can limit communication and knowledge sharing across functional areas.

Question 20

Functional departmentalization refers to the grouping of individuals by skill, knowledge, and action.

Question 21

The second level of cultural analysis focuses on common cultural assumptions that are the taken-for-granted truths that corporate members share as a result of their joint experiences.

Question 22

Research finds that most organizational cultures are identical to one another.

Question 23

The term shared in cultural analysis implies that the group is a whole.

Question 24

The Wall Street Journal reported in 2009 that older workers tend to be at greater risk of layoffs because most employers use a "first in/first out" rule when cutting back on staff.

Question 25

The key to being a subculture is that its values do not clash with those of the larger organization.

Question 26

The shared actions, values, and beliefs in an organization that guide the behavior of its members are collectively called organizational culture.

Question 27

A subculture has a pattern of values and a philosophy that outwardly reject the beliefs and values of the larger organization or social system.

Question 28

A cultural symbol is any object, act, or event that serves to transmit cultural meaning.

Question 29

Observable culture, the first level of cultural analysis, refers to the way things are done in a particular organization.

Question 30

Many consultants suggest that organizations should develop a "dominant and coherent set of shared values."

Question 31

Countercultures work against organizational purpose and can be damaging if not addressed.

Question 32

Rituals are embellished heroic accounts of the story of the founding of an organization.

Question 33

Large firms often have a single dominant culture with a universal set of shared actions, values, and beliefs.

Question 34

Three important levels of cultural analysis in studying organizational culture are observable culture, shared values, and common cultural assumptions.

Question 35

The observable culture of a firm includes stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm.

Question 36

A counterculture is a group of individuals who exhibit a unique pattern of values and a philosophy that is consistent with the organization's dominant values and norms.

Question 37

Rites are standardized and recurring activities that are used at special times to influence the behaviors and understanding of organizational members; rituals are systems of rites.

Question 38

The deepest level of cultural analysis recognizes that shared values can play a critical role in linking people together and can provide a powerful motivational mechanism for members of the culture.

Question 39

Sagas are important because they are used to tell new members the founding story of the company.

Question 40

Large organizations have subcultures as well as one or more countercultures.

Question 41

__________ units are work groups that conduct the major business of the organization.

A) Staff
B) Line
C) Specialty
D) Boundary-spanning
E) Facilitator

Question 42

All of the following are disadvantages of functional departmentalization EXCEPT that:

A) it can yield very clear task requirements, consistent with an individual's training.
B) it can make it hard for employees to get a sense of the big picture.
C) it can limit communication across functional areas.
D) it can limit knowledge sharing across functional areas.
E) it can lead to myopic decision-making.

Question 43

Organizations with a strong culture have a shared understanding regarding who organizational members are and what it means to be part of the organization.

Question 44

At ABC Manufacturing, the accounting and human resources functions would be examples of __________ units.

A) facilitator
B) staff
C) specialty
D) boundary-spanning
E) line

Question 45

Greater __________ is often found in organizations with tall structures.

A) dissipation
B) centralization
C) distribution
D) participation
E) decentralization

Question 46

While __________ may clearly indicate who reports to whom, it is also important to recognize that they do not show how work is done, who exercises the most power over specific issues, or how the firm will respond to its environment.

A) institutional pictures
B) organizational rosters
C) institutional trees
D) organization charts
E) functional regimentation

Question 47

Which type of units provides specialized expertise and services to the organization?

A) Authoritative units
B) Staff units
C) Line units
D) Sales units
E) Boundary-spanning units

Question 48

An organic organizational structure __________. is designed to change in accordance with the needs of the environmenta)
B) emphasizes hierarchy and control stresses rules, policies, and proceduresc)
Is designed around standardized work processesd)
Uses both the functional and divisional forms of departmentalization simultaneouslye)

Question 49

An organization with a strong culture possesses a broad and deeply shared value system.

Question 50

At ABC Manufacturing, the sales and operations functions would be examples of __________ units.

A) facilitator
B) staff
C) specialty
D) boundary-spanning
E) line

Question 51

The corporate uniforms worn by UPS and Federal Express delivery personnel are examples of cultural symbols.

Question 52

A diagram that depicts the formal structure of a firm is called __________.

A) a matrix structure
B) the horizontal structure
C) a staff unit
D) an organization chart
E) a line unit

Question 53

In which of the following is the span of control likely to be the narrowest? In a bureaucratic work environmenta)
B) In an organization with a flat structure
C) In an organization with very few organizational levels
D) In an environment where employees have complete autonomy
E) In a decentralized work environment

Question 54

Which of the following statements is true of an organic organizational structure?

A) They emphasize hierarchy and control.
B) They are typically tall structures based on centralized decision-making.
C) They have a more open workspace.
D) They have more formal, rather than informal, communication.
E) They are the most bureaucratic of all structures.

Question 55

Which of the following increases when the discretion to spend money, to hire people, and to make similar decisions is moved farther up the hierarchy of authority?

A) Distribution
B) Dissipation
C) Diffusion
D) Centralization
E) Decentralization

Question 56

Organizations that rely on a few major customers may organize their people and resources by client. This is an example of __________ departmentalization.

A) knowledge-based
B) functional
C) divisional
D) skill-based
E) expertise-based

Question 57

All of the following are advantages of functional departmentalization EXCEPT that:

A) it fosters clear responsibilities.
B) it may lead to myopic decision-making.
C) it fosters clear task assignments.
D) it encourages collective knowledge and insight.
E) it leverages an employee's technical training and expertise.

Question 58

__________ is the degree to which the authority to make decisions is shared throughout an organization's hierarchy.

A) Bureaucracy
B) Centralization
C) Distribution
D) Span of control
E) Decentralization

Question 59

A chart with many layers and levels of authority indicates a(n) __________ organizational structure.

A) organic
B) matrix
C) tall
D) flat
E) linear

Question 60

Which one of the following statements about decentralization is NOT accurate?

A) Decentralization means that employees at front lines are empowered to make decisions.
B) Decentralization is prevalent in flat structures.
C) Employees in companies with decentralized decision-making are expected to be more proactive.
D) Generally speaking, greater decentralization results in lower subordinate satisfaction.
E) Decentralization is the degree to which the authority to make decisions is shared throughout an organization's hierarchy.

Question 61

In the context of the three important levels of cultural analysis in organizations, the first level concerns __________, or "the way we do things around here."

A) shared values
B) common assumptions
C) implicit culture
D) observable culture
E) shared mission

Question 62

In the context of the types of organizational structures, a(n) __________ is highly fluid and adaptable, designed to change in accordance with the needs of the environment.

A) self-managing bureaucracy
B) mechanistic bureaucracy
C) organic structure
D) functional structure
E) departmental structure

Question 63

Which type of bureaucracy results in a management that emphasizes routine for efficiency?

A) Divisional
B) Mechanistic
C) Organic
D) Functional
E) Network

Question 64

The obvious organizational design response to uncertainty and volatility is to opt for a(n) __________ structure.

A) mechanistic
B) organic
C) bureaucratic
D) hierarchical
E) centralized

Question 65

Workers and supervisors in a(n) __________ structure have two supervisors-one functional and one project manager.

A) traditional
B) mechanistic
C) bureaucratic
D) matrix
E) organic

Question 66

The best way to know what a company's structure is like is to look at its:

A) human resources department.
B) operations.
C) information technology department.
D) organization chart.
E) internal environment.

Question 67

Which of the following statements is INCORRECT regarding subcultures?

A) Strong subcultures are often found in high-performance task forces.
B) Strong subcultures are often found in high-performance special project groups.
C) Subcultures reflect groups with a unique pattern of values and philosophy that are inconsistent with the dominant culture of the larger organization or social system.
D) Subcultures emerge to bind individuals working intensely together to accomplish a specific task.
E) Strong subcultures are often found in high-performance teams.

Question 68

A(n) __________ structure emphasizes hierarchy and control with a heavy reliance on standardized work processes and functional departmentalization and an emphasis on rules, policies, and procedures.

A) departmental
B) organic
C) matrix
D) divisional
E) mechanistic

Question 69

A disadvantage of the mechanistic structure is that it:

A) does not emphasize rules, policies, or procedures. lacks formalized mechanisms for decision-making.
B)
C) requires a predictable and stable environment or else it breaks down.
D) has more informal, rather than formal, communication.
E) is the least bureaucratic of all organizational structures.

Question 70

Organizations are encouraged to develop a dominant and coherent set of __________. Although every member may not agree with them, all members will know they are important.

A) observable attitudes
B) implicit needs
C) common perceptions
D) shared values
E) common assumptions

Question 71

All of the following are levels of analysis in studying organizational culture EXCEPT:

A) observable culture.
B) shared values.
C) inter-organizational conflicts.
D) common cultural assumptions.
E) core values.

Question 72

At IBM, the __________ would include the unique stories, ceremonies, and corporate rituals that make up the history of the firm.

A) latent culture
B) shared values
C) common cultural assumptions
D) observable culture
E) implicit culture

Question 73

In the context of the three important levels of cultural analysis in organizations, the level referred to as __________ can play a critical part in linking people together and can provide a powerful motivational mechanism for members of the culture.

A) shared values
B) observable culture
C) implicit culture
D) core values
E) common assumptions

Question 74

__________ are groups of individuals with a unique pattern of values and philosophy that is consistent with the organization's dominant values and philosophy.

A) Subcultures
B) Countercultures
C) Anti-cultures
D) Societal cultures
E) Competitive cultures

Question 75

Three important levels of cultural analysis in organizations are

A) unobservable culture, role models, and shared mission.
B) implicit culture, shared values, and common experiences.
C) shared objectives, shared values, and shared mission.
D) observable culture, shared values, and common cultural assumptions.
E) explicit culture, implicit culture, and common cultural assumptions.

Question 76

All of the following statements are true of line units EXCEPT that they:

A) have a greater likelihood of leading to promotion to higher level positions.
B) typically have more power and greater status in a company.
C) typically include the sales, operations, and finance functions within a company.
D) provide specialized expertise and services in an advisory or support capacity.
E) have direct line authority for conducting the major business of a company.

Question 77

The __________ of McDonalds is the shared actions, values, and beliefs that guide the behavior of its members.

A) structure
B) control philosophy institutional systemc)
D) organizational strategy
E) organizational culture

Question 78

In a business setting, a firm's __________ is the shared actions, values, and beliefs within the firm that guide the behavior of its members.

A) institutional system
B) corporate culture
C) indigenous entropy
D) bureaucracy
E) strategy

Question 79

Which type of bureaucracy emphasizes hierarchy and control?

A) Divisional
B) Mechanistic
C) Departmental
D) Organic
E) Matrix

Question 80

A disadvantage of the matrix structure is that:

A) it can only work in environments that do not have any need for adaptability.
B) it is the least efficient of all structures.
C) it is the most bureaucratic of all structures.
D) it is inflexible and does not allow for fluidity based on project needs.
E) it can be complicated for employees who have two managers.