Question 1

To implement a particular strategy, managers must determine the right kind of ..... , ...

Accepted Answer

organizational culture  and
organizational structure

Question 2

sometimes called corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members

Accepted Answer

organizational culture

Question 3

a formal system of task and reporting relationships that coordinate and motivate an organization's members so that they can work together to achieve the organization's goals.

Accepted Answer

organizational structure

Question 4

has an internal force and values flexibility rather than stability and control.

Accepted Answer

a clan culture

Question 5

Four types of organizational culture

Accepted Answer

1. clan
2. adhocracy
3. market
4. hierarchy

Question 6

has an external focus and values flexibility

Accepted Answer

adhocracy culture

Question 7

has a strong external focus and values stability and control.

Accepted Answer

market culture

Question 8

has an internal focus and values stability and control over flexibility

Accepted Answer

hierarchy culture

Question 9

three layers that organizational culture appear as

Accepted Answer

1. observable artifacts
2. espoused values
3. basic assumptions

Question 10

the explicitly stated values and norms preferred by an organization

Accepted Answer

espoused values

Question 11

which represents the values and norms actually exhibited in the organization.

Accepted Answer

enacted values

Question 12

which are not observable, represent the core values of an organization's culture- those that are taken for granted and, as a result, are difficult to change.

Accepted Answer

basic assumptions

Question 13

an object, act, quality, or event that conveys meaning to others

Accepted Answer

symbol

Question 14

a narrative based on true events, which is repeated - and sometimes embellished upon- to emphasize a particular value

Accepted Answer

story

Question 15

a peron whose accomplishment embody the values of the organization.

Accepted Answer

Heroes

Question 16

The activities and ceremonoies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life

Accepted Answer

rites and rituals

Question 17

four functions of organizational culture

Accepted Answer

1. it gives members an organizational identity
2. it facilitates collective commitment
3. it promotes social system stability
4. it shapes behavior by helping employees make sense of their surrounding

Question 18

Three perspective have been proposed in organizational culture

Accepted Answer

1. strength
2. fit
3. adaptive

Question 19

it assumes that the strength of a corporate culture is related to a firm's long-term financial performance

Accepted Answer

strength perspective

Question 20

it assumes that an organziation's culture must align, or, fit, with its business or strategic context

Accepted Answer

fit perspective

Question 21

it assumes that the most effective cultures help organization anticipate and adapt to environmental changes

Accepted Answer

adaptive perspective

Question 22

Eleven ways culture become embedded in organization

Accepted Answer

1. formal statement
2. slogans and saying
3. storie, legend, and myth
4. leader reaction to crises
5. role modeling, training and coaching
6. physical design
7. rewards, titles, promotions and bonuses
8. organizational goals and performance criteri

Question 23

a system of consciously coordinated activities or forces of two or more people

Accepted Answer

organization

Question 24

three types of organization

Accepted Answer

1. for profit organization
2. non-profit organization
3. mutual benefit organization

Question 25

formed to make money or profits, by offering products or service

Accepted Answer

for profit organization

Question 26

formed to offer services to some clients, not to make a profit

Accepted Answer

nonprofit organization

Question 27

voluntary collectives whose purpuse is to advance memebers interests.

Accepted Answer

mutual benefit organizations.

Question 28

two kinds of information that organization chart reveal about organizational structure are

Accepted Answer

1. the vertical hierarchy of authority
2. the horizontal specialization.

Question 29

unifies employees or members and gives everyone an understanding of the organization's reason of being

Accepted Answer

common purpose

Question 30

the coordination of individual efforts into a group or organization-wide effort

Accepted Answer

coordinated effort

Question 31

also known as work specialization, is the arrangement of having discrete parts of a task done by different people.

Accepted Answer

division labor

Question 32

chain of command

Accepted Answer

hierarchy of authority

Question 33

a control mechanism for making sure the right people do the right things at the right time

Accepted Answer

hierarchy of authority

Question 34

in which an employee should report to no more than one manager

Accepted Answer

unity of command

Question 35

refers to number of people reporting directly to a given manager

Accepted Answer

span of control or span of management

Question 36

it means a manager has a limited number of people reporting.

Accepted Answer

narrow span of control

Question 37

it means a manager has several people reporting

Accepted Answer

wide span of control

Question 38

the rights inherent in a managerial position to make decisions, give orders, and utilize resources

Accepted Answer

authority

Question 39

managers must report and justify work results to the managers above them.

Accepted Answer

accountability

Question 40

the obligation you have to perform the tasks assigned to you

Accepted Answer

responsibility

Question 41

the process of assigning managerial authority and responsibility to manager and employees lower in the hierarchy

Accepted Answer

delegation

Question 42

have authority to make decisions and usually have people reporting to them

Accepted Answer

line manangers

Question 43

have authority functions; they provide advice, recommendations, and research to line managers

Accepted Answer

staff personnel

Question 44

with --------------important decisions are made by middle-level and supervisory level managers

Accepted Answer

decentralized authority

Question 45

has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization

Accepted Answer

simple structure

Question 46

in ----------- , people with similar occupational specialie are put together in formal groups

Accepted Answer

functional structure

Question 47

in ------------, people with diverse occupational specialties are put together in formal groups by similar products or services, customers, or clients, or geographic regions.

Accepted Answer

divisional structure

Question 48

group activities around similar products and services.

Accepted Answer

product divisions

Question 49

... tend to group activities around common customers or clients

Accepted Answer

customer divisions

Question 50

group activities around defined regional location

Accepted Answer

geographic divisions.

Question 51

in -------, an organization combines functional and divisional chain of command in a grid so that there are two command structure- vertical and horizantal

Accepted Answer

matrix structure

Question 52

in ----, teams or workgroups, either temporary or permanent, are used to improve horizontal relation and solve problems throughout the organization.

Accepted Answer

team based structure

Question 53

the organization has a central core that is linked to outside independent firms by computer connection, which are used to operate as if all were a single organization.

Accepted Answer

network structure

Question 54

in ------- a firm assembles product chunks, or modules, provided by outside contractors.

Accepted Answer

modular structure

Question 55

the process of fitting the organization to its environment is called

Accepted Answer

contingency design

Question 56

authority is decentralized, there are fewer rule and procedure, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.

Accepted Answer

Organic organization

Question 57

The tendency of the parts of an organization to disperse and fragment

Accepted Answer

differentiation

Question 58

the tendency of the part of an organization to draw together to achieve a common purpose

Accepted Answer

integration

Question 59

The Four stage organizational life cycle has a natural sequence of stages:

Accepted Answer

Birth
youth
midlife
maturity

Question 60

The non-bureacuratic stage, the stage in which the organization is created.

Accepted Answer

Birth Stage

Question 61

In ------ , the organization is in a prebureacratic stage, a stage of growth and expeansion

Accepted Answer

Youth stage

Question 62

The organization becomes bureacratic, a period of growth evolving into stability

Accepted Answer

midlife stage

Question 63

In----- , the organization becomes very bureacratic, large, and mechanistic.

Accepted Answer

Maturity stage

Question	Answer
To implement a particular strategy, managers must determine the right kind of ..... , ...	organizational culture and organizational structure
sometimes called corporate culture, is a system of shared beliefs and values that develops within an organization and guides the behavior of its members	organizational culture
a formal system of task and reporting relationships that coordinate and motivate an organization's members so that they can work together to achieve the organization's goals.	organizational structure
has an internal force and values flexibility rather than stability and control.	a clan culture
Four types of organizational culture	1. clan 2. adhocracy 3. market 4. hierarchy
has an external focus and values flexibility	adhocracy culture
has a strong external focus and values stability and control.	market culture
has an internal focus and values stability and control over flexibility	hierarchy culture
three layers that organizational culture appear as	1. observable artifacts 2. espoused values 3. basic assumptions
the explicitly stated values and norms preferred by an organization	espoused values
which represents the values and norms actually exhibited in the organization.	enacted values
which are not observable, represent the core values of an organization's culture- those that are taken for granted and, as a result, are difficult to change.	basic assumptions
an object, act, quality, or event that conveys meaning to others	symbol
a narrative based on true events, which is repeated - and sometimes embellished upon- to emphasize a particular value	story
a peron whose accomplishment embody the values of the organization.	Heroes
The activities and ceremonoies, planned and unplanned, that celebrate important occasions and accomplishments in the organization's life	rites and rituals
four functions of organizational culture	1. it gives members an organizational identity 2. it facilitates collective commitment 3. it promotes social system stability 4. it shapes behavior by helping employees make sense of their surrounding
Three perspective have been proposed in organizational culture	1. strength 2. fit 3. adaptive
it assumes that the strength of a corporate culture is related to a firm's long-term financial performance	strength perspective
it assumes that an organziation's culture must align, or, fit, with its business or strategic context	fit perspective
it assumes that the most effective cultures help organization anticipate and adapt to environmental changes	adaptive perspective
Eleven ways culture become embedded in organization	1. formal statement 2. slogans and saying 3. storie, legend, and myth 4. leader reaction to crises 5. role modeling, training and coaching 6. physical design 7. rewards, titles, promotions and bonuses 8. organizational goals and performance criteri
a system of consciously coordinated activities or forces of two or more people	organization
three types of organization	1. for profit organization 2. non-profit organization 3. mutual benefit organization
formed to make money or profits, by offering products or service	for profit organization
formed to offer services to some clients, not to make a profit	nonprofit organization
voluntary collectives whose purpuse is to advance memebers interests.	mutual benefit organizations.
two kinds of information that organization chart reveal about organizational structure are	1. the vertical hierarchy of authority 2. the horizontal specialization.
unifies employees or members and gives everyone an understanding of the organization's reason of being	common purpose
the coordination of individual efforts into a group or organization-wide effort	coordinated effort
also known as work specialization, is the arrangement of having discrete parts of a task done by different people.	division labor
chain of command	hierarchy of authority
a control mechanism for making sure the right people do the right things at the right time	hierarchy of authority
in which an employee should report to no more than one manager	unity of command
refers to number of people reporting directly to a given manager	span of control or span of management
it means a manager has a limited number of people reporting.	narrow span of control
it means a manager has several people reporting	wide span of control
the rights inherent in a managerial position to make decisions, give orders, and utilize resources	authority
managers must report and justify work results to the managers above them.	accountability
the obligation you have to perform the tasks assigned to you	responsibility
the process of assigning managerial authority and responsibility to manager and employees lower in the hierarchy	delegation
have authority to make decisions and usually have people reporting to them	line manangers
have authority functions; they provide advice, recommendations, and research to line managers	staff personnel
with --------------important decisions are made by middle-level and supervisory level managers	decentralized authority
has authority centralized in a single person, a flat hierarchy, few rules, and low work specialization	simple structure
in ----------- , people with similar occupational specialie are put together in formal groups	functional structure
in ------------, people with diverse occupational specialties are put together in formal groups by similar products or services, customers, or clients, or geographic regions.	divisional structure
group activities around similar products and services.	product divisions
... tend to group activities around common customers or clients	customer divisions
group activities around defined regional location	geographic divisions.
in -------, an organization combines functional and divisional chain of command in a grid so that there are two command structure- vertical and horizantal	matrix structure
in ----, teams or workgroups, either temporary or permanent, are used to improve horizontal relation and solve problems throughout the organization.	team based structure
the organization has a central core that is linked to outside independent firms by computer connection, which are used to operate as if all were a single organization.	network structure
in ------- a firm assembles product chunks, or modules, provided by outside contractors.	modular structure
the process of fitting the organization to its environment is called	contingency design
authority is decentralized, there are fewer rule and procedure, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks.	Organic organization
The tendency of the parts of an organization to disperse and fragment	differentiation
the tendency of the part of an organization to draw together to achieve a common purpose	integration
The Four stage organizational life cycle has a natural sequence of stages:	Birth youth midlife maturity
The non-bureacuratic stage, the stage in which the organization is created.	Birth Stage
In ------ , the organization is in a prebureacratic stage, a stage of growth and expeansion	Youth stage
The organization becomes bureacratic, a period of growth evolving into stability	midlife stage
In----- , the organization becomes very bureacratic, large, and mechanistic.	Maturity stage

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management ch 8