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LDR531 LDR/531 Week 5 Quiz




Question;1. Which of the following is typically a;characteristic of the mechanistic model of organization?;Low formalization;Decentralized management;Wide span of controls;Rigid departmentalization;2. Which of the following actions can extinguish risk taking and innovation?;Using organic organizational structures;Rewarding for the absence of failures rather than for the presence of success;Long tenure in management;Encouraging experimentation;3. Culture is most likely to be a;liability when;the organization?s management is highly efficient;the organization scores low on the degree of formalization;the organization?s environment is dynamic;the organization is highly centralized;4. Strategy of differentiation consists;of which of the following?;Price, support, design;Cost leadership, differentiation, cost focus;Upstream business strategy, midstream business strategy, downstream business;strategy;Sourcing strategies, processing strategies, delivering strategies;5. Decision making within which one of;the following organizational structures follows a strict chain of command?;Boundaryless;Bureaucracy;Virtual;Matrix;6. Which of the following factors is;least likely to have an impact on organizational structure?;Location;Technology;Size;Strategy;7. The deemphasizing of hierarchical;authority and control in organizational development is referred to as;trust and support;vertical blending;horizontal integration;power equalization;8. Which of the following statements is;true regarding the functions of culture in an organization?;It hinders the generation of commitment to something larger than individual;self-interest among employees.;It reduces the stability of the organizational system.;It does not affect employees? attitudes and behavior.;It conveys a sense of identity for organization members.;9. Which of the following is the first;step in Kotter?s eight-step plan for implementing change?;Create a new vision to direct the change and strategies for achieving the;vision.;Establish a sense of urgency by creating a compelling reason for why change is;needed.;Form a coalition with enough power to lead change.;Plan for, create, and reward short-term ?wins? that move the organization;toward the new vision.;10. Which of the following is least;likely to lend to a simple organizational structure?;Centralized authority;Formalized rules and regulations;Little departmentalization;Wide span of control;11. Confusion in who reports to whom is;a weakness of which one of the following organizational structures?;Boundaryless;Virtual;Matrix;Bureaucracy;12. Which of the following is least;likely to realize a competitive advantage for an organization?;Superior strategy;Superior resources;Superior skills;Superior position;13. Which of the following is the last;step in Kotter?s eight-step plan for implementing change?;Consolidate improvements, reassess changes, and make necessary adjustments in;the new programs.;Establish a sense of urgency by creating a compelling reason for why change is;needed.;Communicate the vision throughout the organization.;Reinforce the changes by demonstrating the relationship between new behaviors;and organizational success.;14. Idea champions display;characteristics associated with _________ leadership.;laissez-faire;transformational;narcissistic;autocratic;15. Entering into various types of;business ventures outside of the realm of an organization?s usual type of;business is an example of a ________ strategy.;chain integration;customizing;diversification;undifferentiating;16. A(n) ________ organization is an;organization that takes on a life of its own, apart from its founders and;members, and is valued for itself and not for the goods or services it;produces.;matrix;virtual;institutionalized;centralized;17. It is easiest for management to deal;with resistance when it is;implicit;deferred;passive;overt;18. Which of the following statements is;true regarding innovation?;Innovation is nurtured when there is an abundance of resources.;Innovative organizations reward both successes and failures.;Organic structures negatively influence innovation.;Interunit communication is low in innovative organizations.;19. Which of the following resistances;to change is implicit?;Strike;Resignation;Increased error;Complaint;20. A(n) __________ strategy emphasizes;the introduction of major new products and services.;mechanistic;cost-minimization;innovation;organic;21. The focus of a single segmentation;within a scope strategy is known as a _______ strategy.;niche;customizing;segmentation;unsegmentation;22. Sometimes, businesses find it;necessary to reconceive their core business. Which of the following would be;the least effective strategy for doing so?;Core relocation;Business customization;Business recombination;Business redefinition;23. ________ are persons who act as;catalysts and assume the responsibility for managing refinement activities.;Change agents;Free riders;Whistle-blowers;Laggards;24. ________ is a collection of change;methods that seek to improve organizational effectiveness and employee;well-being.;Organizational restructuring;Operant conditioning;Organizational polarization;Organizational development;25. Which of the following is an example;of an individual source of resistance to change?;Structural inertia;Fear of the unknown;Product orientation;Employee orientation


Paper#51716 | Written in 18-Jul-2015

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