Question 1

Give an example of a tool or virtual community that enables a large, global informal network. What is its value to a participant and the participant's firm?

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Question 2

Match the organizational structure that you would find supporting the organization strategy of the following firms:
 $$\begin{array} { | l | l | } 
\hline \text { Flat orgarization } & \begin{array} { l } 
\text { A start-up venture in its first few } \
\text { years of exatence }
\end{array} \
\hline \text { Matrix organization } & \begin{array} { l } 
\text { A multi-national organization with } \
\text { regional and functional divisions }
\end{array} \
\hline \text { Hierarchical organization } & \begin{array} { l } 
\text { A military organization like the } \
\text { Navy }
\end{array} \
\hline
\end{array}$$

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Question 3

What recommendations would you give a manager who supports a team of individuals with a multitude of cultural differences?

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Question 4

Match a firm's actions with the cultural layer it helps to define.
 $$\begin{array} { | l | l | } 
\hline \text { Low power distance } & \text { Invest heavily in training } \
\hline \text { Values } & \begin{array} { l } 
\text { Believe in helping employes to develop } 50 \
\text { they can perform better in the future }
\end{array} \
\hline \text { Assumptions } & \begin{array} { l } 
\text { Workers inherenty kow that custorer } \
\text { issues take precedence }
\end{array} \
\hline
\end{array}$$

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Question 5

Cognizant moved to a matrix organization to foster continuous operational implementations and better bottom-line results for clients. Explain how the change of organizational design allowed Cognizant to succeed.

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Question 6

The recently added sixth dimension of Hofstede's dimensions of national culture is__________________ .

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Question 7

Match the organizational structure to the power structure it supports.
 $$\begin{array} { | l | l | } 
\hline \text { Centralized } & \text { Hierarchical organization } \
\hline \text { Decentralized } & \text { Flat organization } \
\hline \text { Distributed } & \text { Matrix orgarization } \
\hline \text { Distributed } & \text { Networked organization } \
\hline
\end{array}$$

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Question 8

Hofstede identified cultural dimensions and researched expected behaviors within that society. Match the cultural dimension to the organizational impact it can have.
 $\begin{array}{|l|l|}
\hline \text { Uncertainty Avoidance } & \text { The willingness to take risk or avoid risk. } \
\hline \text { Power Distance } & \text { The likeliness of innovation } \
\hline \text { Individualism/Collectivism } & \begin{array}{l}
\text { The propensity to hire from within the } \
\text { organization }
\end{array} \
\hline \text { Masculinity/Femininity } & \text { The level of conflict to be anticipated } \
\hline \text { Confucian Work Dynamism } & \text { The willingness to delay gratification } \
\hline
\end{array}$

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Question 9

A corporate culture is a firm's set of shared attitudes, values, and _______.

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Question 10

An IT-enabled network, called a__________________ , links individuals together, regardless of location, so that they may get to know people and find useful information.

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Question 11

Explain how Cognizant's "10/10/10" program is designed, its cultural impact, and the role IS plays in supporting it.
52 Assume you are a manager of a local doctor's office. How could you use IS to help monitor the performance of the nurses and doctors? State the benefits as well as the challenges.

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Question 12

Within a flat organizational structure, a __________________shift and distribute accountability, have fuzzy boundaries, and roles are dynamic.

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Question 13

Ideally, the person who has the most information about a decision and who is in the best position to understand the relevant issues is the person with __________ for the decision.

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Question 14

Compare and contrast the organizational structures of Cognizant (after restructuring) and that of Tata Consultancy Services (TCS).

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Question 15

__________________is used to describe a situation where technology enables individuals from all parts of the organization to reach and communicate with all other parts of the organization.

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Question 16

How does IS impact the three managerial levers: organizational, control, and cultural?

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Question 17

Match the organizational variable to its description.
 $$\begin{array} { | l | l | } 
\hline \text { Decision Rights } & \begin{array} { l } 
\text { The authority to make decisions } \
\text { necessary to plan and run the } \
\text { business. }
\end{array} \
\hline \text { Business processes } & \begin{array} { l } 
\text { The set of tasks needed to complete } \
\text { key abjectives of the business. }
\end{array} \
\hline \begin{array} { l } 
\text { Formal reporting } \
\text { relationships }
\end{array} & \begin{array} { l } 
\text { The structure set up to ensure } \
\text { coordination with the organization. }
\end{array} \
\hline \text { Informal getworks } & \begin{array} { l } 
\text { The mechanisms used to develop } \
\text { organizational relationships autside of } \
\text { the formal reporting relationships. }
\end{array} \
\hline
\end{array}$$

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...

Question 18

List some examples of informal networking that occurs in organizations. How can management utilize informal networks to the organization's advantage?

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Question 19

Match the organizational structure to the statement that best represents it.
 $$\begin{array} { | l | l | } 
\hline \text { Networked organization } & \begin{array} { l } 
\text { Decision rights are highly } \
\text { decentralized. }
\end{array} \
\hline \text { Flat orgarization } & \begin{array} { l } 
\text { Decision rights are not clearly } \
\text { defined }
\end{array} \
\hline \text { Matrix organization } & \begin{array} { l } 
\text { Decision rights are shared between } \
\text { managers. }
\end{array} \
\hline \text { Hierarchical organization } & \begin{array} { l } 
\text { Decision rights are highly } \
\text { centralized. }
\end{array} \
\hline
\end{array}$$

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Quiz 4: Organizational Strategy and Information Systems