Organizational Theory Set-3 - 90106

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1. ________ strategy is a plan to use and develop core competences so that the organization can not only protect and enlarge its domain but can also expand into new domains. a. Functional-level b. Business-level c. Global level d. Corporate-level 2. Taking core competences and combining them to exploit opportunities overseas is part of ________. a. functional-level strategy b. business-level strategy c. corporate-level strategy d. global-level strategy 3. Which of the following functions would be responsible for implementing a just-in-time inventory system? a. manufacturing b. R&D c. marketing d. materials management 4. Which of the following activities can be a source of both a low-cost advantage and a differentiation advantage? a. forming long-term relationships with suppliers b. targeting customer groups c. creating new products d. developing innovative training programs 5. Honda takes its strength in engine production and uses it to produce cars, motor bikes, and lawnmowers, creating value in different markets. This is an example of ________ strategy. a. marketing b. business-level c. corporate-level d. development 6. A U.S. auto manufacturer establishes plants in Europe and in Asia. This is an example of ________. a. vertical integration b. global expansion c. related diversifi cation d. unrelated diversifi cation 7. Mutual adjustment is the primary mechanism used to control activities in which of the following departments? a. sales b. manufacturing c. materials management d. R&D 8. Small-batch technology is characterized by: a. high technical complexity. b. fl exibility. c. low costs. d. the ability to be programmed. 9. What is the main coordination problem associated with small-batch technology? a. It is impossible to program conversion activities because production depends on the skills of people working together. b. Structures tend to be too tall, limiting communications. c. Production happens in small batches, making it hard to retrace errors. d. Span of control tends to be so wide that subordinates have too much freedom. 10. In the Woodward study, the classifi cation of technology included all of the following except ________. a. small-batch production b. operations technology c. mass production d. continuous-process technology 11. Large-batch technology is characterized by all of the following except: a. high technical complexity. b. high-skilled workers. c. standardized production. d. high task programmability. 12. Which of the following technologies has the highest level of technical complexity? a. small-batch b. large-batch c. craftswork d. continuous-process 13. Krispy Kreme’s production of doughnuts uses which type of technology? a. small-batch b. routine manufacturing c. mass production d. continuous-process 14. Group members unite to preserve the status quo. This resistance to change results from ________. a. group norms b. power and confl ict c. group cohesiveness d. cognitive biases 15. According to Lewin’s force-fi eld theory, change will occur when: a. ethical forces are promoted. b. pressures for change are increased. c. resistance to change is increased. d. subunit orientations are increased. 16. In Lewin’s force-fi eld theory, what occurs when the forces for change are greater than the resistance to change? a. The organization will experience a strategic shift. b. Change will occur. c. Inertia will prevent the organization from leaving. d. Top management must use coercion in order to stabilize the organization. 17. According to Lewin’s theory, when the forces are in balance an organization: a. changes. b. remains in a state of inertia. c. changes managers. d. centralizes authority. 18. Revolutionary change is characterized by all of the following except: a. a top-down change strategy. b. a high level of uncertainty. c. discussions about the need for change by employees at all levels in an organization. d. radical changes. 19. Which theory explains the need to match technology with culture? a. technical complexity b. socio-technical systems c. task interdependencies d. TQM 20. The organizations that are competing for the same resources in the same environment are known as ________. a. a population of organizations b. organizational theory c. liability of newness d. ecology 21. All the fast-food restaurants in College Station, Texas, compete for business from students. This is an example of ________. a. organizational growth b. entrepreneurship c. marketing theory d. a population of organizations 22. When an organization within a population focuses on particular sets of resources, it pursues ________. a. a generalist strategy b. an environmental niche strategy c. a population strategy d. organizational birth 23. A large computer company focuses on the higher education market. They are pursuing ________. a. a population strategy b. a K-strategy c. an environmental niche d. global expansion 24. ________ is the number of organizations that can compete for the same resources in a particular environment. a. Population growth b. Population ecology c. Population density d. Globalization 25. The population ecology model of organizational birth, which is driven by natural selection, implies all of the following except: a. weak organizations will die. b. entrepreneurship keeps the cycle of birth going. c. new organizations survive if they can stake a claim to an environmental niche. d. a new organization must adopt rules and values that govern the behavior of organizations in its population. Text: Organizational Theory, Design and Change Sixth Edition, 2010 ISBN-10: 0-13-608731-0 Gareth R. Jones Pearson Prentice Hall
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