Q&A Hero

Q: The ______ view of organizations suggests that environmental selection drives the evolution of corporate structures and that actions by managers have little effect. A. institutional B. ecological C. natural selection D. adaptive

Q: ______ theories focus not on single organizations but on the strategies, structures, and management of whole populations of organizations, such as industries. A. Adaptive B. Ecological C. Institutional D. Natural selection

Q: ______ organizational design depends on mutual adjustment among professionals rather than the individual autonomous judgment of each professional. A. Strategic apex B. Machine bureaucracy C. Operating core D. Adhocracy

Q: The support staff is especially influential in a(n) ______ organizational form. A. adhocracy B. strategic apex C. international strategy D. operating core

Q: ______ provide advice, internal consulting, and other indirect support services to the rest of the organization. A. Machine bureaucracy B. Operating core C. Support staffs D. Adhocracy

Q: The ______ consists of those managers who connect the operating core to the strategic apex. A. operating core B. middle line C. machine bureaucracy D. strategic apex

Q: Acme Global has standardized procedures and policies for coordination and control, such as banks and government departments. The characteristic suggests Acme Global is a(n) ______. A. adhocracy B. machine bureaucracy C. strategic apex D. operating core

Q: As an industrial engineer in an organization, Emily works on rules and procedures to standardize the work that is done in the operating core. Emily is part of the ______. A. machine bureaucracy B. technostructure C. adhocracy D. operating core

Q: The ______ is composed of technical analysts, such as accountants and industrial engineers, who have responsibility for formulating rules and procedures to standardize the work that is done in the operating core. A. technostructure B. machine bureaucracy C. operating core D. adhocracy

Q: Rony is an entrepreneur with a small importexport firm in which everyone reports to him person. Ronys organization has a ______ structure. A. adhocracy B. strategic apex C. technostructure D. simple

Q: Judith is a top-level executive who has overall responsibility for the organization. She is part of the ______ of the organizational structure. A. machine bureaucracy B. operating core C. strategic apex D. adhocracy

Q: The operating core of the organization is dominant in a ______, which is populated by highly trained specialists. A. machine bureaucracy B. adhocracy C. operating core D. professional bureaucracy

Q: Carlos is a highly trained specialist who works on the assembly line performing basic tasks related to the production of products and services. In other words, Carlos is part of the ______ of the organization. A. technostructure B. machine bureaucracy C. operating core D. adhocracy

Q: According to Mintzberg, in a(n) ______, an organization has experts from different specialties formed into project teams, organic structure with little formalization, and coordination by mutual adjustment. A. adhocracy B. strategic apex C. operating core D. technostructure

Q: According to Mintzberg, in a ______, an organizations central headquarters oversees a set of somewhat autonomous divisions, typically large, mature organizations, and limited parallel type of vertical decentralization. A. divisional structure B. adhocracy C. submarket D. strategic apex E. operating core

Q: According to Mintzberg, in a ______, an organization has decentralized, coordination by standardization of skills, operating core of highly trained professionals who have collective control over administration. A. professional bureaucracy B. machine bureaucracy C. operating core D. strategic apex

Q: According to Mintzberg, in a ______, an organization has highly specialized routine operations, very formalized, large operating core, centralized decision-making. A. operating core B. strategic apex C. machine bureaucracy D. technostructure

Q: According to Mintzberg, in a ______, an organization has little or no technostructure, few support staff, loose division of labor, minimal differentiation between units, and informal. A. cultural apex B. simple structure C. middle line D. technostructure

Q: Which of the following is NOT one of the five essential parts of which Mintzberg proposed all organizations were composed? A. Operating core B. Technostructure C. Cultural apex D. Middle line

Q: The organization is managed like a machine, is an example of a simple way of thinking about organizations through ______. A. skills B. adjustments C. outputs D. metaphors

Q: Oceanic Corp. relies heavily on employees self-guidance based on advanced professional training, and also rely on professional societies and the judgment of groups made up of fellow professionals to control these employees. In other words, Oceanic depends on the standardization of ______ A. skills B. work processes C. judgement D. outputs

Q: Acme International has rules that specify goals and outputs. However, the means of attaining the goals are up to the influence of other roles, rules, and norms. In other words, Acme International emphasizes the standardization of ______. A. outputs B. skills C. work processes D. metaphors

Q: Oceanic Corp. has a written rule or procedure for every circumstance. In other words, Oceanic Corp. emphasizes the standardization of ______. A. skills B. outputs C. work processes D. propensity

Q: At Acme Global, the personal judgment of superiors determines the daily work flow. In other words, Acme Global depends on ______. A. mutual adjustment B. direct supervision C. propensity D. exchange output

Q: In terms of the sources of guidance, an organization that uses predominately ______ relies heavily on organizational norms, colleagues, subordinates, and their own judgment to observe what others are doing and coordinate their own work with others. A. propensity B. direct supervision C. exchange output D. mutual adjustment

Q: In ______ organizations, decisions are pushed down and out through the organization. A. decentralized B. stabilized C. centralized D. formalized

Q: The degree of ______ in an organization is indicated by the extent to which decision-making is concentrated at a single point. A. decentralization B. centralization C. complexity D. coordination

Q: ______ is the extent to which rules and procedures govern the activities of organization members. A. Formalization B. Centralization C. Stabilization D. Complexity

Q: ______ differentiation refers to the extent to which the organizations physical facilities and personnel are geographically dispersed. A. Vertical B. Spatial C. Horizontal D. Cultural

Q: ______ differentiation refers to the number of levels in the hierarchy of an organizations structure. A. Spatial B. Horizontal C. Vertical D. Cultural

Q: ______ differentiation refers to the number of different types of jobs that exist in an organizations structure. A. Vertical B. Spatial C. Cultural D. Horizontal

Q: The complexity of an organization is the extent to which it is differentiated along all of the following dimensions EXCEPT: A. horizontal B. cultural C. spatial D. vertical

Q: Which of the following is NOT one of the degrees by which the structure of the organization can be described? A. Culture B. Complexity C. Centralization D. Formalization

Q: ______ is the shared perception of organizational work practice. A. Managerial role B. Organizational culture C. Basic dimension D. Universal logic

Q: Describe how culture impacts the development of the psychological contract between an individual and the organization?

Q: Describe two mechanisms through which culture might have an influence on the structure of organizations.

Q: Describe Mintzbergs perspective on the fundamentals of organizational forms composed of five essential parts.

Q: What are the fundamental characteristics through which the structure of any organization can be described?

Q: The ______ collaborative alliance with foreign firms within an international organization typically requires a contractual agreement and is often indicated by broader involvement.

Q: The ______ collaborative alliance with foreign firms within an international organization is usually limited in scope and has no contractual requirement.

Q: The ______ structure of integrating international activity expands domestic functional units into its foreign counterparts based on geography.

Q: The ______ structure of integrating international activity groups all international activities together in a single organizational unit.

Q: In ______ isomorphism, professional bodies promote proper organizational structure.

Q: The ______ is composed of technical analysts, such as accountants and industrial engineers, who have responsibility for formulating rules and procedures to standardize the work that is done in the operating core.

Q: According to Mintzberg, in a ______, an organization has decentralized, coordination by standardization of skills, operating core of highly trained professionals who have collective control over administration.

Q: ______ differentiation refers to the number of different types of jobs that exist in an organizations structure.

Q: The employment contract consists of individual beliefs or perceptions concerning the terms of the exchange relationship between the individual and the organization.

Q: Because employers can never specify all the terms and conditions of the employment relationship, individuals supplement this information by forming what is called their psychological contract.

Q: Informal organizational structure limits the choices that organization members have about how they perform their jobs and also constrain and place demands on their behavior.

Q: The multinational organization is a form of collaborative alliance with foreign firms that creates separate legal entities with joint ownership.

Q: A recently emerged international organizational form is that of collaborative alliances with foreign firms including informal cooperative alliances, formal cooperative alliances, and international joint ventures.

Q: The international joint venture organization is a single organization with a need to coordinate its operations across multiple environments.

Q: Regardless of country, larger organizations tended to be more formalized, specialized, and less centralized.

Q: Discuss the advantages and disadvantages of global virtual teams.

Q: How do the group task and the structure of the group influence the extent to which cultural composition has an effect in work groups?

Q: Describe how the cultural composition of work groups affects the way they function.

Q: Describe how group behavior is influenced by the organization to which the group belongs.

Q: Describe the three work group structures that need managing in intercultural organizational groups.

Q: ______ occur when group members fall into two, nonoverlapping cultural categories, as opposed to many cultures and individuals sometimes identify more strongly with their cultural subgroup than with the task group as a whole.

Q: ______ groups consist of groups in which one or a few members are different on the dimension of interest.

Q: In the ______ model of group development, the group sets its direction at the first meeting and this pattern of behavior and approach to the task become firmly adhered to for the first one-half of the groups existence.

Q: ______ occurs when individuals reduce their effort on group tasks expecting that other members will do the work for them.

Q: ______ occurs when the norm for group consensus overrides the motivation to realistically appraise alternative courses of action.

Q: ______ can also represent preferences among different effectiveness criteria, so that groups can be said to have a service climate or a safety climate that influences its performance in terms of service or safety.

Q: ______norms in work groups specify such things as what methods and channels of communication are important and the level of individual effort expected, and they also provide group members with explicit guidance as to how to accomplish the task.

Q: ______ focus on the tools required to perform a task, and the appropriate use of the tools specifies the interaction among group members. Tools are defined broadly to include a wide variety of implements or devices.

Q: ______ focus on the completion of a specific project, typically within a limited time frame. The members are selected primarily based on the task-related skills required by the group.

Q: Multicultural work groups often take longer to reach their potential than do homogeneous work groups.

Q: Work groups with high degrees of interpersonal interaction, such as teams, will be more susceptible to both the process losses and process gains produced by cultural differences among members.

Q: The success of globally dispersed teams is likely to be greater when management has fostered an organizational culture that supports flexibility over control and an external focus over an internal focus.

Q: Cultural diversity has been shown to have both positive and negative effects on work group effectiveness.

Q: Minoritymajority groups consist of groups in which one or a few members are different on the dimension of interest.

Q: In the performing stage of group development, the efforts of the group shift to accomplishing the task at hand.

Q: In the norming stage of group development, the group agrees on the expectations that specify the acceptable behavior (norms) of the group.

Q: In the storming stage of group development, group members just begin to think of themselves as part of a group and might be uncertain about the group and how they fit into it.

Q: If a group is structured as an organizational team, it focuses on the interrelationships among the group members.

Q: If a group is structured as a crew, it focuses on the tools required to perform a task, and the appropriate use of the tools specifies the interaction among group members.

Q: If a group is structured as a crew, it focuses on the completion of a specific project, typically within a limited time frame.

Q: Group members bring two types of resources to groups: personal attributes, including personality, values, and attitudes, and their skills and abilities, both technical and social.

Q: Work groups are social systems that have boundaries with members who have different roles and are dependent on each other.