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    Management, 12e(Robbins/Coulter)

    Chapter 2 Understanding Management: Constraints and Challenges

    1) In the symbolic view of management, managers are seen as directly responsible for anorganization's success or failure.

    Answer: A!"#$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    ) he view of managers as omnipotent is consistent with the stereotypical picture of the ta-e/charge business e0ecutive who can overcome any obstacle in carrying out the organization'sobectives.

    Answer: %#$age %ef: &2!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    2) he symbolic view of management impact is useful in e0plaining the high turnover amongsports coaches, who can be considered the 3managers3 of their teams.Answer: A!"#

    $age %ef: &2!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    &) *onditions of economic ine4uality illustrate how societal attitudes can constrain managers'decisions and actions.Answer: %#$age %ef: &5!earning (utcome: escribe the components of the management environmentAA*"+: #thical nderstanding and %easoning Abilities*h. (bective: ifficulty: 6oderate*lassification: *onceptual

    1

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    7) A dynamic environment is characterized by the absence of new competitors, few technologicalbrea-throughs by current competitors, and little activity by pressure groups to influence theorganization.Answer: A!"#$age %ef: &8

    !earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: 6oderate*lassification: *onceptual

    5) #nvironmental uncertainty loo-s at the number of components in an organization'senvironment and the e0tent of the -nowledge that the organization has about those components.Answer: A!"#$age %ef: &8!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    9) A dynamic and simple environment is characterized by the greatest level of environmentaluncertainty.Answer: A!"#$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: Analytic "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    8) An organization's competitors and employees are considered to be sta-eholders who areaffected by the organization's decisions and actions.Answer: %#$age %ef: 7;!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy

    *lassification: *onceptual

    2

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    ) 6anagers of high/performing companies tend to consider the interests of the most profitablesta-eholder groups as they ma-e decisions.Answer: A!"#$age %ef: 7;!earning (utcome: escribe the components of the management environment

    AA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: 6oderate*lassification: *onceptual

    1;) "trong cultures have more influence on employees than do wea- cultures.Answer: %#$age %ef: 71!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2

    ifficulty: #asy*lassification: *onceptual

    11) he shared aspect of culture implies that all employees in an organization approve of theculture.Answer: A!"#$age %ef: 71/7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    1) In strong organizational cultures, employees have little -nowledge of company history orheroes, what is important is present performance.Answer: A!"#$age %ef: 72!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

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    12) (rganizations help employees adapt to the culture through socialization.Answer: %#$age %ef: 7&!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills

    *h. (bective: 2ifficulty: #asy*lassification: *onceptual

    1&) *orporate rituals are repetitive se4uences of activities that e0press and reinforce the -eyvalues of an organization.Answer: %#$age %ef: 75!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2

    ifficulty: #asy*lassification: *onceptual

    17) In a 3ready/aim/fire3 culture, managers ta-e action and then analyze what has been done.Answer: A!"#$age %ef: 79!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    15) In order to develop an innovative organizational culture, managers must minimize ambiguityand uncertainty and discourage ris-/ta-ing.Answer: A!"#$age %ef: 78/7!earning (utcome: escribe the roles of managers and the s-ills they need to succeed within anorganizationAA*"+: Analytic "-ills*h. (bective: &ifficulty: 6oderate*lassification: *onceptual

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    19)

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    1) A valid criticism of wor-place spirituality is that secular institutions, especially businesses,have no right to impose spiritual values on employees, if spirituality means bringing religion intothe wor-place.Answer: %#$age %ef: 5;

    !earning (utcome: #0plain the influences of organizational cultureAA*"+: #thical nderstanding and %easoning Abilities*h. (bective: &ifficulty: #asy*lassification: *onceptual

    ) =hich of the following represents the two views of managerial impact on the success orfailure of the organization>A) omnipotent and symbolic+) omnipotent and reflective*) symbolic and interactive

    ) reflective and interactiveAnswer: A$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    2) he current dominant assumption in management theory suggests that ????????.A) an organization's success or failure is due to e0ternal forces outside managers' control+) managers' roles are increasingly becoming peripheral and staff manage their own areas ofe0pertise*) managers are directly responsible for an organization's success or failure) managers cannot significantly affect an organization's performance because they constrainedby the abilities of their employeesAnswer: *$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: 6oderate*lassification: *onceptual

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    &) he omnipotent view of management states that ????????.A) managers' roles are peripheral and staff manage their own areas of the business+) managers are directly responsible for an organization's success or failure*) managers should allow employees to ta-e part in decision ma-ing) managers have little or no responsibility for an organization's success or failure

    Answer: +$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    7) =hich of the following most accurately reflects the symbolic view of management>A) 6anagers are directly responsible for an organization's success or failure.+) 6anagers have to ensure that every obstacle is overcome on the way to achieving theorganization's goals.*) #0ternal forces are responsible for an organization's success or failure.) #mployees are directly responsible for an organization's success or failure.Answer: *$age %ef: &/&2!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    5) #lmo %esearch @ evelopment has been going through a rough patch lately. urnover hasbeen high and employee morale is at an all/time low. hough employees and competitors holdmanagement responsible for the decline, the *#( does not let the managers go or change themanagement style. =hich of the following could e0plain this attitude>A) he *#( holds the omnipotent view of management, which believes that e0ternal factorshave a significant effect on performance outcomes.+) As the organization has an autocratic management style, the employees are responsible fororganizational policies.*) he organization has a participative management style and decisions are guided by consensus.) he *#( holds the view that managers have only limited role in organization success orfailure.Answer:

    $age %ef: &2!earning (utcome: escribe the components of the management environmentAA*"+: *ommunication Abilities*h. (bective: 1ifficulty: 6oderate*lassification: Application

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    9) he ???????? view of management is consistent with the stereotypical picture of the ta-e/charge business e0ecutive who can overcome any obstacle in carrying out the organization'sobectives.A) omnipotent+) symbolic

    *) democratic) laissez/faireAnswer: A$age %ef: &2!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    8) he soccer league in #ngland is notorious for the number of team managers fired over thecourse of a single season, which stands at no fewer than eight managers on average, owing topoor team form and conse4uently, poor results. It is evident from this information that the leagueendorses an) ???????? view of management.A) symbolic+) omnipotent*) laissez/faire) democraticAnswer: +$age %ef: &2!earning (utcome: escribe the components of the management environmentAA*"+: *ommunication Abilities*h. (bective: 1ifficulty: 6oderate*lassification: Application

    ) According to the symbolic view, managers have an) ???????? effect on substantiveorganizational outcomes.A) limited+) e0tensive*) influential) significantAnswer: A$age %ef: &2

    !earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

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    2;) he symbolic view of management is based upon the belief that managers symbolize????????.A) control and influence in developing plans and ma-ing decisions+) every aspect of an organization's performance, from the top level to the operational level*) the fluctuating fortunes of the organization as they alternate between profits and losses

    ) the ta-e/charge e0ecutive who overcomes any obstacle to see that the organization achievesits goalsAnswer: A$age %ef: &2!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: 6oderate*lassification: *onceptual

    21) Internal constraints that influence managers' decisions and actions come from ????????.A) the attitudes of customers+) the culture of the organization*) the prevailing political conditions) the fluctuations in the stoc- mar-etAnswer: +$age %ef: &2!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    2) =hich of the following factors is a demographic component of an organization's e0ternalenvironment>A) lifestyles and behavior+) political stability*) geographic location) stoc- mar-et fluctuationsAnswer: *$age %ef: &&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective:

    ifficulty: 6oderate*lassification: *onceptual

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    22) =hich of the following factors is an economic component of an organization's e0ternalenvironment>A) family composition+) education level*) disposable income

    ) geographic locationAnswer: *$age %ef: &&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    2&) he ???????? component of an organization's e0ternal environment is concerned with trendsin population characteristics such as age, race, gender, education level, geographic location,income, and family composition.A) economic+) political*) demographic) socioculturalAnswer: *$age %ef: &&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    27) A) Bow many boo-s does an individual customer buy in a month>+) =hat types of boo-s do customers buy in traditional form>*) =hich format is more reader/friendly, e/boo-s or traditional boo-s>) Bow much do readers spend on e/boo-s in a month>

    Answer: *$age %ef: &&!earning (utcome: iscuss the processes and tools of developing different types of plansAA*"+: *ommunication AbilitiesC Analytic "-ills*h. (bective: ifficulty: ifficult*lassification: Application

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    25) =hich of the following factors is a sociocultural component of an organization's e0ternalenvironment>A) education level+) political stability*) behavior patterns

    ) family compositionAnswer: *$age %ef: &&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    29) he economic environment affects the performance of an organization, as was noted duringthe recent recession. =hich of the following factors is cited as one of the causes of the recentrecession triggered in the home mortgage mar-ets in the nited "tates>A) high interest rates on mortgages+) massive global li4uidity*) lac- of leverageability for business borrowers) difficulty in securing housing creditAnswer: *$age %ef: &7!earning (utcome: escribe the components of the management environmentAA*"+: Analytic "-illsC ynamics of the

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    2) =hich of the following groups includes individuals who were born between the years 1&5/15&>A) the "ilent

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    &) =hich of the following is a characteristic of a dynamic environment>A) high level of predictability of changes in environmental conditions+) few technological brea-throughs by current competitors*) the presence of new competitors in the mar-et) little activity by pressure groups to influence the organization

    Answer: *$age %ef: &8!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: 6oderate*lassification: *onceptual

    &2) If the components in an organization's environment e0hibit minimal change, such anenvironment is said to be ????????.A) volatile

    +) dynamic*) stable) activeAnswer: *$age %ef: &8!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    &&) =hich of the following are the two dimensions of environmental uncertainty>A) degree of change and degree of comple0ity+) degree of change and degree of volume*) degree of comple0ity and degree of impact) degree of impact and degree of timingAnswer: A$age %ef: &8/&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

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    &7) @+ esigns has been in the landscape design business in $leasantville for the past twentyyears. As the 3first mover3 in the mar-et, the company has built a strong mar-et share over theyears and is the best/-nown firm in the area. he company strength increased steadily, and nowstands at fifty employees. =hich of the following, if true, would ma-e the company's businessenvironment more uncertain>

    A) Bomeowners in the area ta-e pride in their gardens and are avid do/it/yourself gardeners.+) emand for landscaping services dips every autumn and winter.*) A long/time competitor 4uit the landscape design business last year.) Goning laws in the area change as each new city council comes into power.Answer: $age %ef: &8/&!earning (utcome: escribe the components of the management environmentAA*"+: *ommunication AbilitiesC Analytic "-ills*h. (bective: ifficulty: 6oderate*lassification: Application

    &5) =hich of the following is H( true about the environmental comple0ity of an organization>A) #nvironmental comple0ity increases as the number of competitors increases.+) It is measured in terms of the -nowledge an organization needs about its environment.*) *omple0ity decreases as the number of regulatory agencies increases.) It depends on the -nowledge an organization has about the components of its environment.Answer: *$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    &9) =hich of the following statements is true of dynamic and comple0 environments>A) hey are characterized by a high degree of predictability of change.+) here are usually few components in such environments.*) A high need for sophisticated -nowledge of components e0ists in such environments.) he components in such environments are somewhat similar, but are continually changing.Answer: *$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: Analytic "-ills

    *h. (bective: ifficulty: 6oderate*lassification: *onceptual

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    &8) In which of the following environments do managers in an organization have the greatestinfluence on organizational outcomes>A) stable and comple0 environments+) dynamic and simple environments*) stable and simple environments

    ) dynamic and comple0 environmentsAnswer: *$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: Analytic "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    &) =hich of the following environments is characterized by the highest level of environmentaluncertainty>

    A) a stable and comple0 environment+) a dynamic and simple environment*) a stable and simple environment) a dynamic and comple0 environmentAnswer: $age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: *onceptual

    7;) he term ???????? is used to collectively refer to any constituencies in an organization'senvironment that are affected by its decisions and actions.A) competitors+) shareholders*) unions) sta-eholdersAnswer: $age %ef: 7;!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective:

    ifficulty: #asy*lassification: *onceptual

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    71) ???????? has been described as the shared values, principles, traditions, and ways of doingthings that influence the way organization members act.A) *orporate hierarchy+) +usiness configuration*) (rganization culture

    ) Industrial psychologyAnswer: *$age %ef: 71!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    7) =hich of the following statements highlights the shared aspect of culture>A) (rganizational culture is concerned with how members perceive the culture and describe it,

    not with whether they li-e it.+) (rganizational culture is not something that can be physically touched or seen, but employeesperceive it on the basis of what they e0perience within the organization.*) he original source of the culture of an organization reflects the vision of the organizaton'sfounders.) #ven though individuals may have different bac-grounds or wor- at different organizationallevels, they tend to describe the organization's culture in similar terms.Answer: $age %ef: 71!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

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    72) =hich of the following most accurately reflects the difference between strong cultures andwea- cultures>A) "trong cultures tend to encourage employees to try new approaches to changing conditions,while wea- cultures do not.+) In strong cultures, organizational values are held by top management, while in wea- cultures,

    values are diffused throughout the organization.*) "trong cultures have less of an influence on employee behavior than do wea- cultures.) *ompany values are more deeply held and widely shared in strong cultures than in wea-cultures.Answer: $age %ef: 71/7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

    7&) =hich of the following dimensions of organizational culture refers to the degree to whichorganizational decisions and actions emphasize maintaining the status 4uo>A) stability+) attention to detail*) innovation and ris- ta-ing) people orientationAnswer: A$age %ef: 7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    77)

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    75) A company whose managers focus on results, rather than how results are achieved, mostli-ely possesses a high degree of ????????.A) people orientation+) team orientation*) outcome orientation

    ) aggressivenessAnswer: *$age %ef: 7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    79) =hich of the following is a characteristic of an organization with a strong culture>A) management strives to delin- shared values from behaviors as much as possible

    +) culture conveys consistent messages about what is important to the organization*) the core set of organizational values is zealously guarded by the management) emphasis is laid on the future of the organization, rather than ac4uainting employees withcompany history or past heroesAnswer: +$age %ef: 72!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

    78) =hich of the following is a disadvantage of having a strong organizational culture>A) high employee turnover+) decreased organizational performance*) low loyalty towards the organization) inability to respond to changing conditionsAnswer: $age %ef: 7&!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

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    7) he original source of an organization's culture usually reflects ????????.A) the present conditions in which the organization functions+) the composition of its productive wor-force*) the degree of success that the organization has achieved) the vision or mission of the organization's founder

    Answer: $age %ef: 7&!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

    5;) ???????? is a process that helps new employees learn the organization's way of doing things.A) #0ternalization+) "ocialization*) eculturation) ransculturationAnswer: +$age %ef: 7&!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    51) (rganizational ???????? typically contain narratives about significant events or people inthe organization.A) stories+) rituals*) language) material artifactsAnswer: A$age %ef: 77!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

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    5) he term ???????? refers to repetitive se4uences of activities that e0press and reinforce theimportant values and goals of the organization.A) organizational culture+) corporate rituals*) business ethics

    ) employee mentoringAnswer: +$age %ef: 75!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    52) =hich of the following is an e0ample of a corporate ritual>A) #mployees swapping stories about the company's history and past heroes who have madesignificant contributions to the company.+) *ompany e0ecutives using company/specific argon or slogans intended to inspire otheremployees to perform better.*) *ompanies hosting annual parties to commemorate employee contributions and rewardoutstanding performance.) he assortment of material artifacts that characterize an organization, including the layout ofits facilities, how its employees dress, and the types of automobiles provided to top e0ecutives.Answer: *$age %ef: 75!earning (utcome: #0plain the influences of organizational cultureAA*"+: *ommunication Abilities*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

    5&) In an organization whose culture conveys a basic distrust of employees, managers are moreli-ely to use an) ???????? leadership style.A) participatory+) democratic*) authoritarian) laissez/faireAnswer: *$age %ef: 79

    !earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

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    57) An organization's culture supports the belief that profits can be increased by cost cutting andthat the company's best interests are served by achieving slow but steady increases in 4uarterlyearnings. =hat is the nature of the programs that the organization's managers are li-ely tofollow>A) short/term

    +) ris-y*) innovative) e0pansionaryAnswer: A$age %ef: 79!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

    55) According to "wedish researcher A) a serious outloo- toward wor-+) intolerance toward uncertainty or ambiguity*) resolution of employee issues based on personal interest) freedom for employees to e0press opinionsAnswer: $age %ef: 78!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: &ifficulty: #asy*lassification: *onceptual

    59) An innovative organizational culture is characterized by all of the following, #*#$????????.A) freedom+) conformity*) debates) ris- ta-ingAnswer: +$age %ef: 78/7!earning (utcome: #0plain the influences of organizational culture

    AA*"+: %eflective hin-ing "-ills*h. (bective: &ifficulty: #asy*lassification: *onceptual

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    58) =hich of the following guidelines should managers follow while building a customer/responsive culture>A) precisely defining employees' normal ob re4uirements and ensuring they perform thoseactions alone+) giving service/contact employees continual training on product -nowledge, listening, and

    other behavioral s-ills*) designing obs with rigid rules and procedure that employees should stic- to in order to satisfycustomers) preserving the discretion to ma-e day/to/day decisions on ob/related activities at the toplevel of managementAnswer: +$age %ef: 7!earning (utcome: escribe the roles of managers and the s-ills they need to succeed within anorganizationAA*"+: %eflective hin-ing "-ills*h. (bective: &

    ifficulty: 6oderate*lassification: *onceptual

    5) =or-place spirituality has become important in the contemporary wor-place because it????????.A) increases organizational efficiency+) boosts company profits*) gives employees a sense of purpose) brings religion into businessAnswer: *$age %ef: 7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: &ifficulty: #asy*lassification: *onceptual

    9;) A company that aims to develop a strong sense of purpose through meaningful wor- has an)???????? organizational culture.A) spiritual+) authoritarian*) profit/oriented) outcome/oriented

    Answer: A$age %ef: 7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: &ifficulty: #asy*lassification: *onceptual

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    91) =hich dimension of the organizational culture is wor-place spirituality most closely relatedto>A) outcome/orientation+) innovation and ris- ta-ing*) attention to detail

    ) people/orientationAnswer: $age %ef: 7C 7/5;!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2C &ifficulty: #asy*lassification: *onceptual

    9) =hich of the following is a characteristic found in spiritual organizations>A) focus on team development, rather than individual development

    +) profit/oriented outloo- towards all organizational activities*) tolerance towards mista-es and openness with customers and employees) emphasis on controlling emotions and feelingsAnswer: *$age %ef: 5;!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: &ifficulty: #asy*lassification: *onceptual

    92) =hich of the following is most li-ely to have a highly spiritual organizational culture>A) a highly aggressive, competitive business+) a company with high tolerance of employee e0pression*) a business that focuses strictly on outcomes) a business that emphasizes centralized controlAnswer: +$age %ef: 5;!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: &ifficulty: #asy*lassification: *onceptual

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    9&) =hich of the following is a criticism of spiritual organizational cultures>A) inhibition of employees' e0pressions and emotions+) incompatibility between profits and spirituality*) lac- of openness with sta-eholders such as customers and suppliers) absence of employee empowerment

    Answer: +$age %ef: 5;!earning (utcome: #0plain the influences of organizational cultureAA*"+: #thical nderstanding and %easoning Abilities*h. (bective: &ifficulty: 6oderate*lassification: *onceptual

    Ape0 *onstruction "cenario)

    Ape0 *onstruction has hired =endell $hillips to provide management consulting for the

    organization. =endell's first assignment involves helping the company to improve productivityby recommending ways to strengthen managers' supervisory s-ills.

    97) =endell notices that the company's top e0ecutives share a belief that managers are directlyresponsible for the organization's success or failure. his belief reflects an) ???????? view ofmanagement.A) traditional+) omnipotent*) emblematic) symbolicAnswer: +$age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

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    95) =endell interviews many middle/level managers and discovers that they share a differentview of management. hese individuals believe that e0ternal factors constrain managers'influence over outcomes. he mid/level managers have an) ???????? view of management.A) traditional+) omnipotent

    *) standard) symbolicAnswer: $age %ef: &!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: 1ifficulty: #asy*lassification: *onceptual

    (perating =ithin the #nvironment "cenario)

    he environment places constraints on the behavior of managers. "uppose you are the managerof a real estate office trying to ma0imize profits. Eou attempt to understand the forces withinyour organization's environment.

    99) If the mortgage interest rates increase, this would be an e0ample of changing ???????? inyour e0ternal environment.A) economic conditions+) political conditions*) sociocultural conditions) demographic conditionsAnswer: A$age %ef: &&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: Application

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    98) he area in which your office operates has been relatively stable in terms of land prices anddemand. Bowever, you have noticed that demand for housing in the area usually spi-es insummer. =hich of the following best describes your business environment>A) stable and simple+) dynamic and simple

    *) stable and comple0) dynamic and comple0Answer: A$age %ef: &8/&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-ills*h. (bective: ifficulty: #asy*lassification: Application

    9) Imagine that the town to which your office caters sees a sudden spurt in popularity. here hasbeen a lot of construction activity in the area and a number of properties are being developed.he number of customers has increased, and so have your competitors. In this situation, whatshould you do to reduce environmental uncertainty>A) %estructure your organizational hierarchy to improve efficiency+) Ac4uire or merge with one or more of your competitors*) 6aintain the status 4uo by -eeping your business processes constant) *ommunicate the situation clearly to all your sta-eholdersAnswer: +$age %ef: &8/&!earning (utcome: escribe the components of the management environmentC iscuss factorsinfluencing organizational structure decisionsAA*"+: Analytic "-ills*h. (bective: ifficulty: ifficult*lassification: Application

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    *orporate a-eover "cenario)

    odd wor-s for "ea!an ech, an environmental consulting firm that has ust been purchased byGere0, Inc., a biomedical research organization. +ased on his early encounters with the newupper management from Gere0, odd feels that "ea!an is a 3lower/-ey, friendlier3 organization.

    Be is concerned that the new company will eliminate "ea!an's old culture, and he does not li-ethe prospects.

    8;) If you were tal-ing with odd and as-ed him what the term culture meant, he would replythat it is ????????.A) the formal rules of an organization+) the nature of productsFservices offered by the company*) the shared values and practices of the firm) a set of operational procedures for the companyAnswer: *$age %ef: 71

    !earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    81) odd is concerned with the degree to which managers focus on results rather than techni4uesand the processes used to achieve those results. In other words, odd is concerned that thecompany will emphasize ???????? over other dimensions of the organizational culture.A) stability+) aggressiveness*) attention to detail) outcome orientationAnswer: $age %ef: 7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

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    8) odd notices that management is very concerned with the effects of outcomes on employeesin the organization. his means that the management emphasizes the ???????? dimension of theorganization's culture.A) stability+) people orientation

    *) aggressiveness) innovation and ris- ta-ingAnswer: +$age %ef: 7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

    *hanging (rganizational *ulture "cenario)

    6ary has been as-ed by the company president to change the organizational culture to reflect thecompany's new organizational goals. As e0ecutive vice president, she certainly understands thegoals, but is really not sure that she understands what to do about the culture.

    82) =hich of the following would ma-e 6ary realize that the company has a strong culture>A) values are limited to the top management+) culture sends contradictory messages about what is important*) most employees are aware of company history) shared values and behaviors are not connectedAnswer: *$age %ef: 72!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: #asy*lassification: *onceptual

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    8&) 6ary also found out that in order to build a strong new culture, she should do all but whichof the following>A) hire employees who fit in with the company's culture+) develop socialization practices to build culture*) encourage a high turnover rate among employees

    ) have management ma-e organizational values clearAnswer: *$age %ef: 72!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-ills*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

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    87) In a short essay, differentiate between the symbolic view and the omnipotent view ofmanagement. Include specific e0amples of each view to support your answer.Answer: he dominant view in management theory and society in general is that managers aredirectly responsible for an organization's success or failure. his perspective is -nown as theomnipotent view of management. In contrast, others have argued that much of an organization's

    success or failure is due to e0ternal forces outside managers' control. his perspective is calledthe symbolic view of management.

    a. In the omnipotent view, differences in an organization's performance are assumed to be dueto decisions and actions of its managers.

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    85) efine environmental uncertainty. +riefly discuss the dimensions of environmentaluncertainty.Answer: #nvironmental uncertainty refers to the degree of change and comple0ity in anorganization's environment.

    he first dimension of uncertainty is the degree of change. If the components in an organization'senvironment changes fre4uently, it is a dynamic environment. If change is minimal, it's a stableone. A stable environment might be one with no new competitors, few technologicalbrea-throughs by current competitors, little activity by pressure groups to influence theorganization, and so forth. egree of change in this case means change that's unpredictable. Ifchange can be accurately anticipated, it's not an uncertainty for managers.

    he other dimension of uncertainty describes the degree of environmental comple0ity, whichloo-s at the number of components in an organization's environment and the e0tent of the-nowledge that the organization has about those components. An organization with fewercompetitors, customers, suppliers, government agencies, and so forth faces a less comple0 and

    uncertain environment. (rganizations deal with environmental comple0ity in various ways.*omple0ity is also measured in terms of the -nowledge an organization needs about itsenvironment.$age %ef: &8/&!earning (utcome: escribe the components of the management environmentAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: ifficulty: 6oderate*lassification: *onceptual

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    89) efine organizational culture and discuss its three primary implications.Answer: (rganizational culture is the shared values, principles, traditions, and ways of doingthings that influence the way organizational members act. In most organizations, these importantshared values and practices have evolved over time and determine, in large degree, whatemployees perceive about their organizational e0periences and how they behave in the

    organization. =hen doing their wor-, the organizational cultureJthe 3way we do things aroundhere3Jinfluences what employees can do and how they view, define, analyze, and resolveproblems and issues.

    (ur definition of culture implies three things. irst, culture is a perception. Individuals perceivethe organizational culture on the basis of what they see, hear, or e0perience within theorganization. "econd, even though individuals may have different bac-grounds or wor- atdifferent organizational levels, they tend to describe the organization's culture in similar terms.hat's the shared aspect of culture. inally, organizational culture is descriptive. It's concernedwith how members perceive the organization, not with whether they li-e it. It describes ratherthan evaluates.

    $age %ef: 71!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

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    88) Identify and define the seven dimensions that ma-e up an organization's culture.Answer: (rganizational culture has been described as the shared values, principles, traditions,and ways of doing things that influence the way organizational members act. In mostorganizations, these shared values and practices have evolved over time.a. Innovation and ris- ta-ingJthe degree to which employees are encouraged to be innovative

    and to ta-e ris-s.b. Attention to detailJthe degree to which employees are e0pected to e0hibit precision,analysis, and attention to detail.c. (utcome orientationJthe degree to which managers focus on results or outcomes rather thanon how these outcomes are achieved.d. $eople orientationJthe degree to which management decisions ta-e into account the effectson people in the organization.e. eam orientationJthe degree to which wor- is organized around teams rather thanindividuals.f. AggressivenessJthe degree to which employees are aggressive and competitive rather thancooperative.

    g. "tabilityJthe degree to which organizational decisions and actions emphasize maintainingthe status 4uo.$age %ef: 7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

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    8) !ist the factors that influence the strength of an organization's culture and discuss the impactof a strong organizational culture on employees.Answer: (rganizational culture has been described as the shared values, principles, traditions,and ways of doing things that influence the way organizational members act. In mostorganizations, these shared values and practices have evolved over time.

    actors:a. size of the organizationb. how long it has been aroundc. how much turnover there has been among employeesd. intensity with which the culture was originatede. high agreement regarding what is important

    he more employees accept the organization's -ey values and the greater their commitment tothose values, the stronger the culture is. "trong cultures have a greater influence on employeesthan do wea- cultures.

    (ne study found that employees in organizations with strong cultures were more committed totheir organization than were employees in organizations with wea- cultures. he organizationswith strong cultures also used their recruitment efforts and socialization practices to buildemployee commitment. And an increasing body of evidence suggests that strong cultures areassociated with high organizational performance. It's easy to understand why a strong cultureenhances performance. After all, when values are clear and widely accepted, employees -nowwhat they're supposed to do and what's e0pected of them so they can act 4uic-ly to ta-e care ofproblems, thus preventing any potential performance decline. Bowever, the drawbac- is that thesame strong culture also might prevent employees from trying new approaches especially duringperiods of rapid change.$age %ef: 7/7&!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: 2ifficulty: 6oderate*lassification: *onceptual

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    ;) Bow is culture transmitted to employees of an organization> In a short essay, e0plain the fourprimary forms of transmission and provide an e0ample of each.Answer: *ulture is transmitted to employees in a number of ways. he most significant arestories, rituals, material symbols, and language.

    a. "tories: (rganizational 3stories3 typically contain a narrative of significant events or peopleincluding such things as the organization's founders, reactions to past mista-es, and so forth. orinstance, managers at Hi-e feel that stories told about the company's past help shape the future.=henever possible, corporate 3storytellers3 senior e0ecutives) e0plain the company's heritageand tell stories that celebrate people getting things done.

    b. %ituals: *orporate rituals are repetitive se4uences of activities that e0press and reinforce thevalues of the organization, what goals are most important, and which people are important. he3$assing of the $illars3 is an important ritual at +oston "cientific's facility near 6inneapolis, fore0ample. =hen someone has a challenging and tough proect or assignment, they're 3awarded3 asmall two/foot high plaster/of/$aris pillar to show that they've got support from all their

    colleagues.

    c. 6aterial "ymbols: 6aterial symbols convey to employees who is important, the degree ofe4uality desired by top management, and the -inds of behavior that are e0pected and appropriate.#0amples of material symbols include the layout of an organization's facilities, how employeesdress, the types of automobiles provided to top e0ecutives, and the availability of corporateaircraft. At =orldHow, a provider of Internet technology to local media companies, an importantmaterial symbol is an old dented drill that the founders purchased for K at a thrift store. he drillsymbolizes the company's culture of 3drilling down to solve problems.3

    d. !anguage: 6any organizations and units within organizations use language as a way toidentify and unite members of a culture. +y learning this language, members attest to theiracceptance of the culture and their willingness to help preserve it. or instance, 6icrosoftemployees have their own uni4ue vocabulary: the term wor- udo is used to mean 3the art ofdeflecting a wor- assignment to someone else without ma-ing it appear that you're avoiding it.3$age %ef: 77/79!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: 2ifficulty: 6oderate*lassification: Application

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    1) iscuss how culture constrains managers. Include specific e0amples to support your answer.Answer: +ecause an organization's culture constrains what managers can and cannot do, it isparticularly relevant to managers. hese constraints are rarely e0plicit. hey're not written down.It's unli-ely that they'll even be spo-en. +ut they're there, and all managers 4uic-ly learn what todo and not to do in their organization.

    he lin- between values such as these and managerial behavior is fairly straightforward. ore0ample, in a so/called 3ready/aim/fire3 culture, managers will study proposed proects first andanalyze them endlessly before committing to them. Bowever, in a 3ready/fire/aim3 culture,managers ta-e action and then analyze what has been done. If an organization's culture supportsthe belief that profits can be increased by cost cutting and that the company's best interests areserved by achieving slow but steady increases in 4uarterly earnings. 6anagers are unli-ely topursue programs that are innovative, ris-y, long term, or e0pansionary. or organizations thatvalue and encourage wor-force diversity, the organizational culture and thus managers' decisionsand actions, will be supportive of diversity efforts.

    In an organization whose culture conveys a basic distrust of employees, managers are moreli-ely to use an authoritarian leadership style than a democratic one. =hy> he cultureestablishes for managers what is appropriate and e0pected behavior. At "t. !u-e's advertisingagency in !ondon, for e0ample, a culture shaped by the value placed on freedom of e0pression, alac- of coercion and fear, and a determination to ma-e wor- fun influences the way employeeswor- and the way that managers plan, organize, lead, and control. he organization's culture isreinforced even by the office environment which is open, versatile, and creative.$age %ef: 79/78!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: 2ifficulty: 6oderate*lassification: Application

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    ) escribe the characteristics of an innovative organizational culture.Answer: According to "wedish researcher

    b. reedom L *an employees independently define their wor-, e0ercise discretion, and ta-einitiative in their day/to/day activities>c. rust and openness L Are employees supportive and respectful to each other>d. Idea time L o individuals have time to elaborate on new ideas before ta-ing action>e. $layfulnessFhumor L Is the wor-place spontaneous and fun>f. *onflict resolution L o individuals ma-e decisions and resolve issues based on the good ofthe organization versus personal interest>g. ebates L Are employees allowed to e0press opinions and put forth ideas for considerationand review>h. %is-/ta-ing L o managers tolerate uncertainty and ambiguity, and are employees rewardedfor ta-ing ris-s>

    $age %ef: 78/7!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: &ifficulty: 6oderate*lassification: *onceptual

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    2) In a short essay, e0plain the reasons behind the increasing importance of wor-placespirituality in recent years. Bow can managers best promote wor-place spirituality within theirorganizations>Answer: =or-place spirituality is a culture in which organizational values promote a sense ofpurpose through meaningful wor- ta-ing place in the conte0t of community. (rganizations with

    a spiritual culture recognize that people have a mind and a spirit, see- to find meaning andpurpose in their wor-, and desire to connect with other human beings and be part of acommunity. =or-place spirituality is important now for a number of reasons:

    a. #mployees are loo-ing for ways to counterbalance the stresses and pressures of a turbulentpace of life.b. *ontemporary lifestyles underscore the lac- of community that many people feel. $eople areloo-ing for involvement and connection.c. Aging baby boomers are reaching mid/life and loo-ing for something meaningful in theirlives, something beyond the ob.d. Individuals desire to integrate their personal life values with their professional lives.

    e. or some, formalized religion hasn't wor-ed. hese individuals continue to loo- for anchorsto replace a lac- of faith and to fill a growing sense of emptiness.

    o increase wor-place spirituality within their organizations, managers can wor- to promote fiveprimary characteristics:

    a. "trong sense of purpose: "piritual organizations build their cultures around a meaningfulpurpose. o build spiritual organizations, managers should emphasize that while profits areimportant, they're not the primary values of the organization.b. ocus on individual development: "piritual organizations recognize the worth and value ofindividuals. o increase wor-place spirituality, managers should see- to create cultures in whichemployees can continually grow and learn.c. rust and openness: "piritual organizations are characterized by mutual trust, honesty, andopenness. o promote spirituality, managers shouldn't be afraid to admit mista-es. hey shouldbe upfront with employees, customers, and suppliers.d. #mployee empowerment: he high/trust climate in spiritual organizations, when combinedwith the desire to promote learning and growth, leads to managers empowering employees toma-e most wor-/related decisions. o promote spirituality, managers should trust employees tota-e thoughtful and conscientious decisions.e. oleration of employee e0pression: "piritually based organizations don't stifle employeeemotions. o promote wor-place spirituality, managers should create environments in whichemployees can e0press their moods and feelings without guilt or fear of reprimand.$age %ef: 7/5;!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: &ifficulty: 6oderate*lassification: *onceptual

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    &) iscuss the criticisms against wor-place spirituality.Answer: =or-place spirituality is a culture in which organizational values promote a sense ofpurpose through meaningful wor- ta-ing place in the conte0t of community. (rganizations witha spiritual culture recognize that people have a mind and a spirit, see- to find meaning andpurpose in their wor-, and desire to connect with other human beings and be part of a

    community.

    *ritics of the spirituality movement have focused on two issues: legitimacy o organizationshave the right to impose spiritual values on their employees>) and economics Are spiritualityand profits compatible>).

    An emphasis on spirituality clearly has the potential to ma-e some employees uneasy. *riticsmight argue that secular institutions, especially businesses, have no business imposing spiritualvalues on employees. his criticism is probably valid when spirituality is defined as bringingreligion into the wor-place. Bowever, it's less valid when the goal is helping employees findmeaning in their wor-. If concerns about today's lifestyles and pressures truly characterize a

    growing number of wor-ers, then maybe it is time for organizations to help employees findmeaning and purpose in their wor- and to use the wor-place to create a sense of community.

    he issue of whether spirituality and profits are compatible is certainly important. !imitedevidence suggests that the two may be compatible. (ne study found that companies thatintroduced spiritually based techni4ues improved productivity and significantly reducedturnover. Another found that organizations that provided their employees with opportunities forspiritual development outperformed those that didn't. (thers reported that spirituality inorganizations was positively related to creativity, ethics, employee satisfaction, ob involvement,team performance, and organizational commitment.$age %ef: 5;!earning (utcome: #0plain the influences of organizational cultureAA*"+: %eflective hin-ing "-illsC *ommunication Abilities*h. (bective: &ifficulty: 6oderate*lassification: *onceptual