Deck 8: Organizational Design, Culture, and Change

Question 1

An uncertain environment calls for a mechanistic structure that emphasizes flexibility,coordination,and less formal procedures.

Answer 1

False

Question 2

An ideal organization will evolve to meet the financial obligations.

Answer 2

False

Question 3

The organizational structure need not fit the environment for the organization to succeed.

Answer 3

False

Question 4

Change is an antidote for businesses facing necessary re-organizational design.

Question 5

The determination of organic and mechanistic structural designs is dependent upon the use of unrelated variables.

Question 6

Managers build organizational structures to achieve objectives.

Question 7

Organizational design includes uncommon and non-related elements such as positions and departments.

Question 8

Ironically,most organizations with uncommon elements are very similar.

Question 9

Generally speaking,the various branches of the United States Armed Forces are more organic than mechanistic in nature.

Question 10

Organizational design equates to creation as re-organizational design equates to change.

Question 11

The goals of structural flexibility and organizational responsiveness are identical.

Question 12

At the corporate level,the foundation for strategy is leadership and control.

Question 13

The elements of mechanistic and organic organizations are very similar.

Question 14

Logically,if strategy changes,then structure must change accordingly.

Question 15

A universal motto for organizational designers would be "Once established- always reliable."

Question 16

Structure is subsequent to strategy.

Question 17

The stability and predictability of the environment has an indirect bearing on the ability of the organization to function effectively.

Question 18

A tight,rigid,formal,and centralized structure of an organization is called a mechanistic structure.

Question 19

A centralized decision-making process is more characteristic of mechanistic structures.

Question 20

Counting the employees will indicate the size of an organization.

Question 21

In continuous-process production,the entire conversion process is completed through a series of mechanical or chemical processes.

Question 22

Key organizational processes are the liaison between cultural-shaping factors.

Question 23

There are no disadvantages to the team structure design.

Question 24

Once a company completes the organizing function,it rarely rethinks or reorganizes its structure.

Question 25

Older workers,not younger workers,can "absorb" or take part in the components of an organizational culture.

Question 26

Many large companies are said to have their own markets within their divisional structures.

Question 27

The team structure of organizational design is an ancient,historical concept.

Question 28

The CEO philosophy is a part of the dominant coalition factor for shaping the organization's culture.

Question 29

Most organizations identified within the maturity stage are large and organic.

Question 30

Intrateam structure decisions always go to the top of the hierarchy for approval.

Question 31

Mass production technology is used to produce a large volume of standardized products.

Question 32

The matrix structure is a combination of various elements.

Question 33

The organization's culture is a product of specific rules,policies,and procedures.

Question 34

The amount of cash flow is a tangible asset for shaping organizational culture.

Question 35

Size is not a factor that determines structural choice.

Question 36

As companies grow in size and age,they typically become more organic.

Question 37

Every organization uses some form of technology to convert its resources into outcomes.

Question 38

When a company produces a small volume of customized products,it employs large batch technology or mass production technology.

Question 39

Organizational cultures are very similar throughout various industries.

Question 40

The functional structure groups positions into departments based on similar skills,expertise,and resources.

Question 41

Organizational change means altering the work environment.

Question 42

Top-level managers may participate in discussions about strategic or structural changes,but they are unlikely to make decisions about these issues.

Question 43

Organizational climates stem from organizational cultures.

Question 44

Change,to be effective,must be carefully planned.

Question 45

Organizational statements of principle establish fundamental beliefs of the company.

Question 46

Technology does not impact cultural organizational identities.

Question 47

Norms and values are social contributions to the organization's culture.

Question 48

Imported and exported supplies are considered to be part of the internal environment.

Question 49

Change originates only from internal sources of organizational environments.

Question 50

Management,not employees,play a significant role in shaping organizational cultures.

Question 51

Management by reaction is a rational approach to change.

Question 52

The use of the Internet has not affected every firm and/or industry.

Question 53

The socialization of employees does not effect corporate cultures.

Question 54

Efforts of managers and employees to create cultures are always planned and intentional.

Question 55

Historical accounts and stories seldom impact the corporate culture.

Question 56

Employee morale is the psychological barometer of organizational climates.

Question 57

Most changes introduced by top-level management effect only a select portion of the organization.

Question 58

The late Sam Walton's slogan,"The customer is the boss," keeps the culture of Wal-Mart focused on providing high-quality customer service.

Question 59

Revolutionary change focuses on bold,discontinuous advances.

Question 60

Honoring,respecting,and encouraging suggestions by management shapes the corporate culture.

Question 61

Complementary forces make up the structure of force field analysis.

Question 62

Greiner's organizational life cycle basically depicts significant phases of change.

Question 63

As an analogy,organizational design is similar to assembling a jigsaw puzzle ____________.

A)without a picture or sample to work from
B)by a group of disagreeing people
C)without all the pieces required
D)with a picture or sample to work from

Question 64

An analysis of organizational development can provide appropriate feedback.

Question 65

Single-looped learning situations deal with multiple alternatives.

Question 66

The three-step sequential approach to change starts with "thawing."

Question 67

Which of the following is not a contingency factor that influences organizational design?

A)organizational strategy
B)age
C)delegation
D)size

Question 68

Organizational development is an attempt to resist or oppose environmental changes.

Question 69

Managers should find a way to tie all the departments together to ensure ____________ and ____________.

A)coordination,collaboration
B)coordination,connectivity
C)connectivity,collaboration
D)collaboration,synergy

Question 70

There are very few elements for managers to counteract employee resistance to change.

Question 71

During uncertain times,future hope is the catalyst for mutual trust.

Question 72

One consistent aspect of change is that change is constant.

Question 73

Regardless of whether managers responsibility for organizational design work for any company,they have the same objectives,which include the following except:

A)respond to change.
B)integrate new elements.
C)maintain complacency.
D)coordinate the components.

Question 74

The final,and perhaps ultimate objective of organizational designers,is ____________.

A)chain of command
B)flexibility
C)collaboration
D)profitability

Question 75

Organizational training integrates new ideas into established systems.

Question 76

More complex issues are associated with double-looped learning,as opposed to single-looped learning.

Question 77

A mechanistic structure is a tight organizational structure characterized by the following except:

A)rigidly defined tasks.
B)formalization.
C)rules and regulations.
D)communication is horizontal.

Question 78

Most individuals readily accept change.

Question 79

Organizational structures are labeled either mechanistic or organic.A mechanistic structure is described as having:

A)rigid hierarchical relationships.
B)decentralized decision making.
C)few rules and regulations.
D)informal horizontal communication.

Question 80

The primary objective of integrating new elements into an organizational design is to create a "company fabric" ____________.

A)in the form of a mosaic
B)without seams
C)with a patterned design
D)marked with blotches