Question 1

Internal environmental analysis allows organisational decision makers to identify:&#10;A) Threats and opportunities&#10;B) Opportunities and strengths&#10;C) Strengths and weaknesses&#10;D) Weaknesses and threats

Accepted Answer

Internal environmental analysis helps decision makers to identify strengths and weaknesses within the organization. It does not look at external factors, such as threats and opportunities, which are addressed in an external environmental analysis.

Question 2

External environmental analysis allows organisational decision makers to identify:&#10;A) Threats and opportunities&#10;B) Opportunities and strengths&#10;C) Strengths and weaknesses&#10;D) Weaknesses and threats

Accepted Answer

External environmental analysis allows organisational decision makers to identify both threats and opportunities outside the organization, such as changes in customer behavior, economic trends, competition, and technological advancements. By analyzing these external factors, organizations can adjust their strategies accordingly to address potential threats and take advantage of opportunities.

Question 3

For the organisers of a major city marathon, impending national elections and recent geo-political unrest are worrying developments in its _____________________ environment. Which choice below best fills in the blank?

A) Task
B) Competitive
C) Economic
D) Broad

D

Accepted Answer

The blank refers to the overall environment, which is broader than just the task, competitive or economic environments. The recent geo-political unrest and impending national elections are factors that affect the overall environment of the marathon.

Question 4

Which of the following is most likely to be a source of sustainable competitive advantage?&#10;A) A state-of-the art software program&#10;B) An industry-first information technology network&#10;C) A unique brand proposition&#10;D) A massive manufacturing and production plant

Accepted Answer

A unique brand proposition is more likely to be a sustainable competitive advantage as it creates a distinct identity for the company and makes it stand out in the market. A state-of-the-art software program or an industry-first IT network may be replicated by competitors over time, losing their competitive edge. A massive manufacturing plant requires significant capital investment and can also be replicated by others.

Question 5

Which of the following statements is false?&#10;A) Charismatic and transformational leadership are the same thing.&#10;B) Researchers still cannot agree on one definition of good leadership.&#10;C) Servant leadership was advanced in response to criticisms regarding leadership research.&#10;D) Authentic leaders have high emotional intelligence.

Accepted Answer

Charismatic and transformational leadership are not the same thing. While both involve a leader inspiring and motivating followers, charismatic leadership relies more on the leader's personality and charm, while transformational leadership focuses on the leader inspiring and empowering followers to reach their full potential.

Question 6

Which of the following statements is true?&#10;A) Conflict only happens horizontally within an organization.&#10;B) Power and politics are synonyms.&#10;C) Politics are always negative.&#10;D) There is an optimal level of conflict in an organization.

Accepted Answer

There is an optimal level of conflict in an organization. Too little conflict can lead to complacency and lack of innovation, while too much conflict can lead to destructive emotions and division within the organization. Therefore, finding the optimal level of conflict can lead to healthy debate and progress within the organization. A, B, and C are all false statements. Conflict can happen vertically or diagonally within an organization, power and politics are not synonyms, and politics can have both negative and positive effects in an organization.

Question 7

Referent power&#10;A) Is the same as authority.&#10;B) Comes from the possession of special knowledge or experience.&#10;C) Refers to the power generated through an individual's charisma.&#10;D) Stems from the ability to punish or withhold rewards from organizational members.

Accepted Answer

Referent power is the power generated through an individual's charisma and ability to influence others based on their personal traits or characteristics. It is different from authority, which is the formal power granted to someone by their position or role. While possession of special knowledge or experience may also contribute to referent power, it is not the defining factor. Punishment or reward power is a type of formal power stemming from one's position, and is not related to referent power.

Question 8

Organization theory is:&#10;A) A social entity involved in the sport industry that is focused on attaining goals, and has a consciously structured activity system with identifiable boundaries.&#10;B) The coming together of structural (e.g. formalisation, centralisation, complexity) and contextual (e.g. size, technology, environment) dimensions into a given configuration to garner efficiency and effectiveness.&#10;C) How an organisation's tasks are broken down and allocated to employees or volunteers, the reporting relationship among these role holders, and the coordinating and controlling mechanisms used within the sport organisation.&#10;D) The scientific study of organisational structure, processes, and design. Topics of interest include leadership, change, culture, conflict, performance, technology, and the impact of contextual factors.

Accepted Answer

Organization theory is the scientific study of organizational structure, processes, and design. It encompasses topics such as leadership, change, culture, conflict, performance, technology, and contextual factors, with the ultimate goal of improving the efficiency and effectiveness of organizations. Option A refers to the definition of an organization, while option B focuses on the contextual and structural dimensions of organization theory. Option C pertains to the specific aspects of organizational design related to task allocation, reporting relationships, and coordinating mechanisms within sports organizations, which is only a subset of the broader field of organization theory.

Question 9

Organization design is:&#10;A) A social entity involved in the sport industry that is focused on attaining goals, and has a consciously structured activity system with identifiable boundaries.&#10;B) The coming together of structural (e.g. formalisation, centralisation, complexity) and contextual (e.g. size, technology, environment) dimensions into a given configuration to garner efficiency and effectiveness.&#10;C) How an organisation's tasks are broken down and allocated to employees or volunteers, the reporting relationship among these role holders, and the coordinating and controlling mechanisms used within the sport organisation.&#10;D) The scientific study of organisational structure, processes, and design. Topics of interest include leadership, change, culture, conflict, performance, technology, and the impact of contextual factors.

Accepted Answer

Organization design is the process of coming up with a structure that will help an organization to achieve its strategic objectives. It involves determining the appropriate configuration of structural and contextual dimensions to ensure optimum efficiency and effectiveness.

Deck 5: Organisation Theory and Sport Management and Strategy and Planning in the Context of Sport