Question 1

Which of the following statements inaccurately describe environment richness?
A) Economic conditions are improving.
B) More organizations survive, even if they have poorly functioning organizational designs.
C) The environment is filled with more opportunities and dynamism, and the potential for change.
D) Suppliers are willing to invest in an organization's future.
E) Customers are spending less money.

Accepted Answer

The statement "Customers are spending less money" is unrelated to environment richness. Environment richness refers to the degree to which an organization's external environment is complex and heterogeneous. Factors such as economic conditions, organizational design, opportunities, dynamism, and supplier investment are all indicators of environment richness.

Question 2

Environmental uncertainty and volatility can be particularly damaging to __________.
A) simple designs
B) adhocracies
C) small firms
D) large bureaucracies
E) small bureaucracies

Accepted Answer

Large bureaucracies are typically characterized by a high degree of formalization and standardization, which can make them slow to respond and adapt to changes in the external environment. Thus, environmental uncertainty and volatility can pose a significant challenge to their operations and ultimately undermine their performance.

Question 3

Joan Woodward's studies of technology concluded all of the following EXCEPT:
A) successful small-batch and continuous-process plants had flexible structures with small work groups at the bottom of the organization.
B) less successful small-batch and continuous-process plants were more rigidly structured.
C) successful mass production operations were rigidly structured and had large work groups at the bottom of the organization.
D) less successful mass production operations were not rigidly structured.
E) successful continuous process and mass production plants were flexibly structured with large work groups at the bottom of the organization.

Accepted Answer

Joan Woodward's research found that the structure of successful organizations varied with the type of production technology employed. For small-batch and continuous-process plants, flexibility and smaller work groups were associated with success, while successful mass production operations were characterized by rigid structures and larger work groups. Therefore, the statement that successful continuous process and mass production plants were flexibly structured with large work groups contradicts her findings.

Question 4

Joan Woodward's three categories of technology include __________.
A) small-batch production, mass production, and continuous-process technology
B) intensive, mediating, and long-linked
C) straightforward, continuous, and high-intensity
D) intensive, small-batch, and long-linked
E) small-batch, mediating, and continuous

Accepted Answer

Joan Woodward's three categories of technology are small-batch production, mass production, and continuous-process technology.

Question 5

Examples of ____________ technology include oil refineries and automated chemical processing plants.
A) long-linked
B) continuous-process
C) mediating
D) small-batch
E) intensive

Accepted Answer

Continuous-process technology refers to manufacturing systems that operate continuously, with little to no interruption. Examples of this technology include oil refineries and automated chemical processing plants.

Question 6

Organizations using __________ technology produce a few products using considerable automation.
A) long-linked
B) continuous-process
C) mediating
D) small-batch
E) intensive

Accepted Answer

Continuous-process technology is used for mass production and involves considerable automation. It is best suited for producing large quantities of uniform products.

Question 7

Environmental __________ refers to the magnitude of the problems and opportunities in the organization's environment, as evidenced by three main factors: the degree of richness, the degree of interdependence, and the degree of uncertainty stemming from both the general and the specific environments.
A) turbulence
B) intricacy
C) agitation
D) complexity
E) munificence

Accepted Answer

Environmental complexity is the extent to which factors in the external environment are intricate and pose problems and opportunities for the organization. It is measured by considering various factors, including the degree of richness, interdependence, uncertainty, and dynamism in both the general and specific environment of the organization. None of the other options specifically relate to these factors.

Question 8

The influence of __________ is most clearly seen in small organizations and in specific departments within large organizations.
A) operations technology
B) mechanistic bureaucracy
C) organic bureaucracy
D) unity of command
E) authoritative control

Accepted Answer

Operations technology significantly influences small organizations and specific departments within large organizations, as these entities often rely heavily on specialized technologies to enhance efficiency and productivity.

Question 9

In a __________ keiretsu, a key manufacturer is at the hub of a network of supplier firms or distributor firms.
A) vertical
B) horizontal
C) sideways
D) top
E) bottom

Accepted Answer

In a vertical keiretsu, the focus is on a key manufacturer who acts as the hub for a network of suppliers and distributors who are involved in the production and distribution of a specific product. This type of keiretsu is common in industries such as automobile manufacturing where a single manufacturer is at the center of a network of component suppliers and distributors.

Question 10

An automobile assembly line is an example of __________ technology.
A) intensive
B) mass production
C) small-batch
D) centralized
E) continuous-process

Accepted Answer

A mass production technology is characterized by the efficient production of large quantities of identical goods, usually through assembly line processes. An automobile assembly line is a prime example of this type of technology.

Question 11

An __________ is characterized by few rules, policies, and procedures; substantial decentralization; shared decision making among members; extreme horizontal specialization; few levels of management; and virtually no formal controls.
A) bureaucracy
B) adhocracy
C) matrix organization
D) network organization
E) hierarchical organization

Accepted Answer

The characteristics described in the question are typical of an adhocracy, which emphasizes creativity, innovation, and flexibility, and is suitable for dynamic and rapidly changing environments. The other options - bureaucracy, matrix organization, network organization, and hierarchical organization - are more formalized and structured, and have different configurations of rules, policies, procedures, centralization, specialization, management, and controls.

Question 12

Max Weber argued that organizations would thrive if they became __________ by emphasizing legal authority, logic, and order.
A) formalized structures
B) departmental structures
C) bureaucracies
D) network structures
E) functional structures

Accepted Answer

Max Weber argued that organizations should become bureaucracies, which emphasize legal authority, logic, and order. Formalized structures, departmental structures, network structures, and functional structures may also exist within a bureaucracy, but it is the bureaucratic nature of the organization that Weber believed would lead to success.

Question 13

In __________ production, a variety of custom products are tailor-made to fit customer specifications.
A) continuous-process
B) intensive
C) mediating
D) small-batch
E) long-linked

Accepted Answer

Small-batch production involves the creation of customized products to fit specific customer needs and specifications. This is in contrast to continuous-process production, which involves the production of standardized products in large quantities. Intensive production refers to the use of high levels of resources to increase productivity, while mediating production involves the use of technology and automation to facilitate communication and coordination between different parts of the production process. Long-linked production, on the other hand, typically involves the creation of goods through a long and complex supply chain involving multiple suppliers and producers.

Question 14

With __________ technology, an organization produces one or a few products through an assembly-line system.
A) mass production
B) small-batch
C) mediating
D) continuous-process
E) long-linked

Accepted Answer

Mass production technology involves the use of an assembly-line system to produce a large volume of identical products.

Question 15

The __________ and the __________ are important ways in which firms learn to co-evolve by altering their environments.
A) management of networks; influence of governments
B) use of corporate philanthropy; the promotion of total quality
C) influence of governments; development of alliances
D) use of corporate philanthropy; influence of governments
E) management of networks; development of alliances

Accepted Answer

The management of networks and development of alliances are both important ways in which firms learn to co-evolve. Through the management of networks, firms establish connections with other firms, organizations, and individuals that can help them learn about new technologies, ideas, and market opportunities. By developing alliances, firms can work together with other firms to achieve shared goals, such as developing new products or entering new markets. Both of these strategies involve altering the firm's environment in order to adapt and succeed, making them crucial for co-evolution. The other choices listed do not directly address the concept of co-evolution in the business context.

Question 16

The owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive constitute its __________ environment.
A) comprehensive
B) specific
C) internal
D) indigenous
E) general

Accepted Answer

The specific environment includes entities like owners, suppliers, distributors, government agencies, and competitors that directly affect an organization's ability to grow and survive.

Question 17

The __________ environment is the set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates.
A) internal
B) specific
C) widespread
D) general
E) comprehensive

Accepted Answer

The general environment refers to the overall conditions that affect all organizations in a particular society, including cultural, economic, legal-political, and educational conditions. The other options are not as fitting as they are either too narrow or too broad to describe this particular type of environment.

Question 18

The obvious organizational design response to uncertainty and volatility is to opt for a more __________ form.
A) mechanistic
B) organic
C) bureaucratic
D) hierarchical
E) centralized

Accepted Answer

Organic forms are more flexible, adaptable, and decentralized, which makes them better suited to deal with uncertainty and volatility. They rely on teamwork, collaboration, and shared decision-making to respond quickly to changing circumstances. Mechanistic forms, on the other hand, are more rigid and hierarchical, with strict rules and procedures, which can hinder their ability to respond to unexpected events. Bureaucratic and centralized forms can also be slow to adjust, as they rely on top-down decision-making and a rigid chain of command.

Question 19

From an organizational standpoint, IT can be used for all of the following EXCEPT:
A) a near perfect substitute for human judgment.
B) a partial substitute for some operations.
C) a partial substitute for some process controls and impersonal methods of coordination.
D) a capability for transforming information to knowledge for learning.
E) a strategic capability.

Accepted Answer

While IT can be a powerful tool for automating certain tasks and providing data analysis, it is not a near perfect substitute for human judgment. Human judgment requires a level of contextual understanding and critical thinking that cannot be replicated by machines. IT can certainly assist and inform human decision-making, but it should not be relied upon as a complete replacement for it.

Question 20

The production of men's custom-fitted suits is an example of which type of technology?
A) Continuous-Process 
B) Small-Batch
C) Intensive
D) Mediating
E) Long-Linked

Accepted Answer

The production of men's custom-fitted suits is an example of small-batch technology because each suit is made specifically for one customer and is produced in small quantities. This type of technology is characterized by the flexibility to customize products for individual customers and the ability to respond quickly to changes in demand.

Quiz 16: Organizational Structures

Which of the following statements inaccurately describe environment richness?

Environmental uncertainty and volatility can be particularly damaging to __________.

Joan Woodward's studies of technology concluded all of the following EXCEPT:

Joan Woodward's three categories of technology include __________.

Examples of ____________ technology include oil refineries and automated chemical processing plants.

Organizations using __________ technology produce a few products using considerable automation.

Environmental __________ refers to the magnitude of the problems and opportunities in the organization's environment, as evidenced by three main factors: the degree of richness, the degree of interdependence, and the degree of uncertainty stemming from both the general and the specific environments.

The influence of __________ is most clearly seen in small organizations and in specific departments within large organizations.

In a __________ keiretsu, a key manufacturer is at the hub of a network of supplier firms or distributor firms.

An automobile assembly line is an example of __________ technology.

An __________ is characterized by few rules, policies, and procedures; substantial decentralization; shared decision making among members; extreme horizontal specialization; few levels of management; and virtually no formal controls.

Max Weber argued that organizations would thrive if they became __________ by emphasizing legal authority, logic, and order.

In __________ production, a variety of custom products are tailor-made to fit customer specifications.

With __________ technology, an organization produces one or a few products through an assembly-line system.

The and the are important ways in which firms learn to co-evolve by altering their environments.

The owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive constitute its __________ environment.

The __________ environment is the set of cultural, economic, legal-political, and educational conditions found in the areas in which the organization operates.

The obvious organizational design response to uncertainty and volatility is to opt for a more __________ form.

From an organizational standpoint, IT can be used for all of the following EXCEPT:

The production of men's custom-fitted suits is an example of which type of technology?