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Test Bank for Johns/Saks, Organizational Behaviour , Ninth Edition Chapter 15
1) By definition, open systems a. interact with their environments. b. have no barriers against membership. c. provide easy information access to outsiders. d. provide an open forum for interest groups. e. All of the above Answer: a Diff: 2 ype: !" #age $eference: %&& '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 2) A regulatory agency is most li(ely a part of which environmental component faced by a business firm0 a. "ustomer component b. 'ocialpolitical component c. 'upplier component d. "ompetitor component e. echnological component Answer: b Diff: 2 ype: !" #age $eference: %&% '(ill: Applied b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. &) hich of the following statements concerning the e/ternal environment is true0 a. Different interest groups use identical criteria to evaluate organi-ational effectiveness.
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b. Different interest groups seldom ma(e ma(e conflicting demands on organi-ations. c. Different parts of an organi-ation will often be concerned with different components of its environment. d. he smaller an organi-ation, the more control it is li(ely to have over its environment. e. "ustomers, suppliers, and employees are all compon ents of an organi-ations e/ternal environment. Answer: c Diff: 2 ype: !" #age $eference: %&3 '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 4) he organi-ation that has adopted "AD a. is vertically integrated. b. ma(es e/tensive use of computers in designing its products. c. relies e/tensively upon a mediating technology. d. uses advanced accounting principles to aid management decisions. e. effectively maintains the traditional role differences between designers, engineers and drawing technicians. Answer: b Diff: 2 ype: !" #age $eference: %%4 '(ill: Applied b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. %) As defined and described in the te/t, interest groups do not a. e/ist within an organi-ations environment. b. e/ist within an organi-ation. c. ma(e competing demands on an organi-ation. d. have different criteria for evaluating organi-ational effectiveness.
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b. Different interest groups seldom ma(e ma(e conflicting demands on organi-ations. c. Different parts of an organi-ation will often be concerned with different components of its environment. d. he smaller an organi-ation, the more control it is li(ely to have over its environment. e. "ustomers, suppliers, and employees are all compon ents of an organi-ations e/ternal environment. Answer: c Diff: 2 ype: !" #age $eference: %&3 '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 4) he organi-ation that has adopted "AD a. is vertically integrated. b. ma(es e/tensive use of computers in designing its products. c. relies e/tensively upon a mediating technology. d. uses advanced accounting principles to aid management decisions. e. effectively maintains the traditional role differences between designers, engineers and drawing technicians. Answer: b Diff: 2 ype: !" #age $eference: %%4 '(ill: Applied b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. %) As defined and described in the te/t, interest groups do not a. e/ist within an organi-ations environment. b. e/ist within an organi-ation. c. ma(e competing demands on an organi-ation. d. have different criteria for evaluating organi-ational effectiveness.
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e. have some vested interest in how an organi-ation is managed. Answer: b Diff: 2 ype: !" #age $eference: %&% '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 3) he components of a highly dynamic environment a. are in a constant state of cyclical change. b. remain fairly stable over time. c. contain a large number of dissimilar factors that affect an organi-ation. d. are in a constant state of unpredictable and irregular change. e. are in a static state of unpredictable comple/ity. comple/ity. Answer: d Diff: 2 ype: !" #age $eference: %&5 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 5) ther things e7ual, which of the following organi-ational environments is most uncertain0 a. "omple/ and dynamic b. 'imple and dynamic c. "omple/ and static d. 'imple and static e. 'tatic and dynamic Answer: a Diff: 2 ype: !" #age $eference: %&5
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'(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 8) hat is the relationship between resource dependence and environmental uncertainty0 a. hey mean precisely the same thing. b. 9ncertainty causes dependence. c. !ore uncertainty is correlated with more dependence. d. ess uncertainty is correlated with more dependence. e. hey are fairly independent concepts. Answer: e Diff: 2 ype: !" #age $eference: %&; '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. ;) ther factors e7ual, which of the following organi-ational characteristics suggests that an organic structure should be adopted0 a. $outine technology b. 'tatic environment c. !ass technology d. 9ncertain environment e. 9ndifferentiated mar(et Answer: d Diff: & ype: !" #age $eference: %42 '(ill: Applied b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 1<) hich of the following is an e/ample of an interloc(ing directorate0
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a. =ane and 'am are both directors of A*a/ "ompany. b. =ane is on the board of A*a/ "ompany, and 'am is on the board of Acme "ompany. A*a/ and Acme are in the same industry. c. =ane is on the board of A*a/ "ompany, and her husband, 'am, is on the board of Acme "ompany. d. =ane is on the board of A*a/ "ompany and she owns shares in Acme "ompany. e. =ane is on the boards of A*a/ "ompany and Acme "ompany. Answer: e Diff: 2 ype: !" #age $eference: %43 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 11) >m on the board of directors of ?ulcan >nc., and you are on the board of directors of @eus td. hat are the minimum conditions to claim that an interloc( of directors e/ists here0 a. ?ulcan and @eus are in the same industry. b. ou are also on the ?ulcan board, and > am also on the @eus board. c. ou and > are very good friends. d. ou are also on the ?ulcan board. e. ou also own shares in ?ulcan >nc. Answer: d Diff: 2 ype: !" #age $eference: %43 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 12) hich of the following is an e/ample of vertical integration0 a. A diamond mine starts to mar(et diamond rings.
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b. A hotel chain buys a diamond mine. c. A hotel chain adds a level to its organi-ational structure. d. A diamond mine improves its labourmanagement relations. e. A hotel chain restructures so that its regional managers now report to the director of operations. Answer: a Diff: 2 ype: !" #age $eference: %42 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1&) heoretically, which combination of technological characteristics re7uires the most organic structure0 a. $outine low interdependence b. Conroutine low interdependence c. $outine high interdependence d. Conroutine high interdependence e. $outine mediating Answer: d Diff: & ype: !" #age $eference: %%1 '(ill: Applied b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 14) hich form of technological interdependence poses the greatest coordination, communication, and decisionma(ing problems0 a. 'e7uential b. $eciprocal c. ow d. #ooled
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e. ?ertical Answer: b Diff: 2 ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1%) hich technology poses the greatest problems of co ordination, communication, and decisionma(ing0 a. onglin(ed b. !ass c. >ntensive d. !ediating e. ?ertical Answer: c Diff: 2 ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 13) hich technology will perform best under a mechanistic structure0 a. #rocess b. >ntensive c. !ass d. 9nit e. Conroutine Answer: c Diff: 2 ype: !" #age $eference: %%1 '(ill: $ecall
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b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 15) 'trategy formulation follows directly from a. the ob*ective environment. b. strategy implementation. c. the perceived environment. d. managerial e/perience and personality. e. organi-ational effectiveness. Answer: c Diff: 1 ype: !" #age $eference: %&; '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 18) >n the te/t, organi-ational structure, degree of vertical integration, a nd the composition of a board of directors were e/amples of a. strategic response. b. strategy formulation. c. the ob*ective organi-ational environment. d. the perceived organi-ational environment. e. organi-ational effectiveness. Answer: a Diff: 2 ype: !" #age $eference: %42 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1;) hat strategic reason might prompt an organi-ation in one industry to ac7uire a firm in a completely different industry0
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a. o increase environmental uncertainty b. o reduce resource dependence c. o obtain a flatter structure d. o reduce differentiation e. o reduce competition Answer: b Diff: 2 ype: !" #age $eference: %44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 2<) hich of the following is an e/ample of vertical integration0 a. A newsprint manufacturer owns a forestry company. b. @e(e is on the boards of directors of an oil e/ploration company and a gasoline retailer. c. A steel company removes two levels from its organi-ational hierarchy. d. An automobile company introduces computer aided design. e. wo ban(s agree to merge. Answer: a Diff: 2 ype: !" #age $eference: %42 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 21) he awrence and orsch study is important because a. it proved that mechanistic structures are superior to o rganic structures. b. it proved that organic structures are superior to mechanistic structures. c. it demonstrated a close connection between environment, structure, and effectiveness. d. it demonstrated a close connection between human relations and physical technology.
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e. it demonstrated how structure generally determines strategy. Answer: c Diff: 2 ype: !" #age $eference: %42 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 22) >n the awrence and orsch study, the most successful container manufacturing firms adopted mechanistic structures because a. their managers felt that this was the most sensible way to deal with an uncertain environment and high differentiation. b. organic structures were too costly to implement. c. they faced a fairly certain environment and were fairly undifferentiated. d. decisionma(ing power was already decentrali-ed to be where the appropriate (nowledge e/isted. e. they utili-ed nonroutine and intensive technologies. Answer: c Diff: 2 ype: !" #age $eference: %41 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 2&) hich of the following would not be classed as a strategic alliance0 a. "ompany A buys company B. b. "ompany A enters into a research consortium with company B. c. "ompany A enters into a close arrangement with its uni7ue supplier, company B. d. "ompany A engages in a *oint venture with company B. e. "ompany A enters into a close arrangement with the union representing its wor(ers. Answer: a Diff: 2
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ype: !" #age $eference: %44 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 24) By definition, a strategic alliance would not occur between a. two competing organi-ations. b. a company and one of its suppliers. c. two departments in the same company. d. a company and a union. e. three companies who combine efforts to support common research goals. Answer: c Diff: 2 ype: !" #age $eference: %44 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 2%) A *ewelry company buys a gold mine. his is an e/ample of a. pooled interdependence. b. a strategic alliance. c. reciprocal interdependence. d. vertical integration. e. interloc(ing interdependence. Answer: d Diff: 2 ype: !" #age $eference: %42 '(ill: Applied
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b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 23) hich of the following is an e/ample of a strategic alliance0 a. Bloggs "orporation and 'igma imited *oin an $ED consortium. b. Bloggs "orporation ac7uires 'igma imited. c. Bloggs "orporation merges with 'igma imited. d. Bloggs "orporation vertically integrates. e. Bloggs "orporation and 'igma imited have interloc(ing directorates. Answer: a Diff: 2 ype: !" #age $eference: %44 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 25) hich of the following technologies is characteri-ed by many e/ceptions which are easy to analy-e0 a. Conroutine technology b. 6ngineering technology c. "raft technology d. $outine technology e. >ntensive Answer: b Diff: 2 ype: !" #age $eference: %48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 28) hich of the following statements concerning technologies is false0 a. echnology becomes less routine as e/ceptions increase.
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b. echnology becomes less routine as problems become more difficult to analy-e. c. "raft technologies typically deal with fairly standard inputs and outputs. d. An assembly line operation is an e/ample of engineering techno logy. e. >ntensive technologies operate under reciprocal interdependence. Answer: d Diff: 2 ype: !" #age $eference: %48 '(ill: Applied b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 2;) hich is the best e/ample of pooled interdependence0 a. An assembly line b. A ta/i company c. A surgical team d. A baseball team e. An insurance claims department Answer: b Diff: 2 ype: !" #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. &<) According to =oan oodwards findings, which technology has the smoothest production process and the most impersonal tas( re7uirements0 a. 9nit b. !ediating c. #rocess d. !ass e. Conroutine Answer: c Diff: 1
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ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. &1) According to =oan oodwards findings, which technologies successfully rely on organic structures0 a. #rocess and mass b. !ass and unit c. 9nit and process d. !ediating and longlin(ed e. !ediating and mass Answer: c Diff: 2 ype: !" #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. &2) A tailor shop that sews its suits to customer specifications has which (ind of technology0 a. #rocess b. onglin(ed c. !ass d. 9nit e. Batch Answer: d Diff: 2 ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology.
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&&) hich organi-ation is li(ely to have an e/tremely mechanistic structure0 a. ne that employs e/tensive advanced technology b. ne that fabricates large e7uipment in stages c. A mass production firm in a very certain environment d. ne of awrence and orchs successful plastic firms e. ne that uses unit or process production in an uncertain environment Answer: c Diff: 2 ype: !" #age $eference: %%1 '(ill: Applied b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. &4) he +two faces of advanced information technology refers to a. the idea that the same technology can have opposite effects depending upon how it is applied. b. hardware and software. c. manufacturing technology and office technology. d. the idea that some people are very comfortable with technology while others dont adapt well to it. e. the idea that the availability of too much information can result in reduced performance. Answer: a Diff: 2 ype: !" #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. &%) hich is the best e/ample of se7uential interdependence0 a. he ties between branches offices of a ban( b. A hoc(ey team
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c. An automobile assembly line d. Any technology that re7uires a highly organic structure e. he ties between branch outlets of a retail store Answer: c Diff: 2 ype: !" #age $eference: %4; '(ill: Applied b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. &3) ther things e7ual, more FFFFFFFF technologies call for more FFFFFFFF structures. a. intensive organic b. interdependent mechanistic c. routine organic d. advanced mechanistic e. nonroutine mechanistic Answer: a Diff: & ype: !" #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. &5) According to =oan oodwards findings, which technologies successfully rely on mechanistic structures0 a. !ass and process b. 9nit c. !ass d. #rocess and unit e. #rocess Answer: c Diff: 2
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ype: !" #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. &8) 6nriched *obs and selfmanaged wor( teams are usually prescribed for FFFFFFFF technology. a. mass b. advanced manufacturing c. routine d. mediating e. pooled Answer: b Diff: 1 ype: !" #age $eference: %%% '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. &;) "opying another firms management practices is an e/ample of which strategic response0 a. ?ertical integration b. 6stablishment of legitimacy c. 'trategic alliance d. >nterloc(ing directorate e. Ac7uisition Answer: b Diff: 2 ype: !" #age $eference: %43 '(ill: Applied
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b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 4<) Advanced information technology has the capacity to FFFFFFFF an organi-ation. a. centrali-e b. decentrali-e c. centrali-e or decentrali-e d. neither centrali-e nor decentrali-e e. reduce the need for integration in Answer: c Diff: 2 ype: !" #age $eference: %%% '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 41) hen properly implemented, advanced technologies often call for a. less enriched *obs. b. less tall structures. c. less communication. d. less financial commitment. e. less teamwor(. Answer: b Diff: 1 ype: !" #age $eference: %%3 '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 42) hich characteristic of advanced manufacturing technology permits the e/ploitation of shortterm mar(et niches0 a. $eliability
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b. "ustomer orientation c. =ob simplification d. Gle/ibility e. Differentiated structure Answer: d Diff: & ype: !" #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 4&) he application of advanced office technology is generally e/pected to lead to FFFFFFFFFF. a. advanced manufacturing technology b. an increase in middle management positions c. taller organi-ational structures d. flatter organi-ational structures e. more centrali-ed decision ma(ing Answer: d Diff: 2 ype: !" #age $eference: %%3 '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 44) At what point in the relationship between the environment and strategy does managerial e/perience and personality play a role0 a. Between the ob*ective environment and the perceived environment b. Between perceived environment and strategy formulation c. Between strategy formulation and strategy implementation d. Between strategy implementation and organi-ational effectiveness e. Between perceived environment and strategy implementation
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Answer: a Diff: 2 ype: !" #age $eference: %4< '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 4%) hat comprises the basis for strategy formulation0 a. b*ective environment b. #erceived environment c. !anagerial e/perience d. !anagerial personality e. !anagerial ob*ectives Answer: a Diff: 2 ype: !" #age $eference: %4< '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 43) $esearch on the environment, structure, and effectiveness has found that a. mature organi-ations and new ventures with a more mechanistic structure are most effective. b. mature organi-ations and new ventures with a more organic structure are most effective. c. mature organi-ations with a more organic structure, and new ventures with a more mechanistic structure are most effective. d. mature organi-ations with a more mechanistic structure, and ne w ventures with a more organic structure are most effective. e. mature organi-ations with a more organic structure, and new ventures with a either a mechanistic or organic structure are most effective, Answer: c Diff: &
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ype: !" #age $eference: %42 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 45) After graduating from university, =oan is planning to start her own business. 'he wants to have her own chain of coffee bars. But thats not all. 'he plans to import, roast, and pac(age her own brand of coffee. hat is this a good e/ample of0 a. pen systems b. $esource dependence c. 'trategy d. ?ertical integration e. 6stablishing legitimacy Answer: d Diff: 2 ype: !" #age $eference: %42 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 48) A networ( organi-ation is a good e/ample of a. a strategic alliance. b. vertical integration. c. a merger or ac7uisition. d. interloc(ing directorate. e. establishing legitimacy. Answer: a Diff: & ype: !" #age $eference: %44 '(ill: $ecall
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b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 4;) hen are strategic alliances most successful0 a. hen they are between newly formed organi-ations b. hen they are among customers and suppliers c. hen they are among competitors d. hen there is a director of strategic alliances with hisher own staff and resources e. hen the organi-ations in 7uestion have been involved in other strategic alliances Answer: d Diff: 2 ype: !" #age $eference: %44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. %<) hat strategic response helped est=et get off the ground in its formative year0 a. >nterloc(ing directorates b. !ergers and ac7uisitions c. 6stablishing legitimacy d. ?ertical integration e. rgani-ational structure Answer: c Diff: 2 ype: !" #age $eference: %43 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. %1) hat is the most common way of achieving legitimacy0
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a. >mitate management practices that other firms have institutionali-ed b. Do good deeds in the community c. Associate with higher status individuals or o rgani-ations d. !a(e very visible responses to social trends and legal legislation e. 6ngage in corporate philanthropy and various charity activities. Answer: a Diff: & ype: !" #age $eference: %45 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. %2) ho was interested in the routineness of the transformation tas( that confronts the department or organi-ation0 a. hompson b. #errow c. oodward d. awrence and orsch e. hompson and #errow Answer: b Diff: 1 ype: !" #age $eference: %48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. %&) ho was interested in the way in which activities are se7uenced or +put together during the transformation process0 a. #errow b. oodward c. hompson d. awrence and orsch
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e. oodward and hompson Answer: c Diff: 1 ype: !" #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. %4) ho conducted the most famous study of the relationship between technology and structure0 a. hompson b. #errow c. oodward d. awrence and orsch e. aylor Answer: c Diff: 2 ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. %%) echnological routineness is a function of a. e/ceptions and problems. b. rate of change and comple/ity. c. e/ceptions and comple/ity. d. rate of change and problems. e. e/ceptions and interdependence. Answer: a Diff: 1 ype: !" #age $eference: %48 '(ill: $ecall
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b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. %3) hich is the correct ordering of #errows four technological classifications from most routine to least routine0 a. $outine, nonroutine, engineering, craft b. $outine, nonroutine, craft, engineering c. $outine, craft, engineering, nonroutine d. $outine, engineering, craft, nonroutine e. $outine, engineering, nonroutine, craft Answer: d Diff: & ype: !" #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. %5) According to oodward, which of the following reflects increasing smoothness of production and increasing impersonali-ation of tas( re7uirements0 a. #rocess, mass, unit b. 9nit, mass, process c. #rocess, unit, mass d. 9nit, process, mass e. !ass, unit, process Answer: b Diff: 2 ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. %8) hich of the following does oodwards mass technology incorporate aspects of0 a. #errows nonroutine technology and hompsons longlin(ed technology b. #errows engineering technology and hompsons mediating technology c. #errows engineering technology and hompsons longlin(ed technology
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d. #errows routine technology and hompsons mediating technology e. #errows routine technology and hompsons longlin(ed technology Answer: e Diff: & ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. %;) hich of the following does oodwards unit technology incorporate aspects of0 a. #errows craft technology and hompsons intensive technology b. #errows craft and engineering technologies and hompsons intensive technology c. #errows engineering technology and hompsons intensive technology d. #errows craft and engineering technologies e. #errows craft and engineering technologies and hompsons longlin(ed technology Answer: b Diff: & ype: !" #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 3<) !utual ad*ustment and an organic structure are re7uired by a. mass production. b. longlin(ed technologies. c. mediating technologies. d. intensive technologies. e. routine technologies. Answer: d Diff: 2 ype: !" #age $eference: %%1 '(ill: $ecall
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b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 31) $esearch on oodwards production processes found that successful firms that relied on organic structures had what (ind of technology0 a. 9nit b. #rocess c. 9nit and process d. !ass e. 9nit and mass Answer: c Diff: 2 ype: !" #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 32) $esearch on oodwards production processes found that successful firms that relied on mechanistic structures had what (ind of technology0 a. 9nit b. #rocess c. !ass d. 9nit and mass e. !ass and process Answer: c Diff: 2 ype: !" #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology.
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3&) hose research is considered to be a landmar( in demonstrating the general proposition that structure must be tailored to the technology that the organi-ation adopts to achieve its strategic goals0 a. awrence and orsch b. oodward c. #errow d. hompson e. @weig and ebster Answer: b Diff: 2 ype: !" #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 34) oodwards research is considered to be a landmar( in demonstrating which proposition0 a. echnology must be tailored to the strategy the organi-ation adopts to achieve its structural goals. b. 'tructure must be tailored to the strategy the organi-ation adopts to achieve its technological goals. c. 'trategy must be tailored to the structure the organi-ation adopts to achieve its technological goals. d. echnology must be tailored to the structure the organi-ation adopts to achieve its strategic goals. e. 'tructure must be tailored to the technology the organi-ation adopts to achieve its strategic goals. Answer: e Diff: & ype: !" #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology.
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3%) hat is the meaning of the +fle/ibility of information technology0 a. Different types of technologies can be used depending on organi-ation structure and *ob design. b. rgani-ations can use it for both organi-ation structure and *ob design. c. >t can be used for any organi-ation structure or *ob design. d. >t is not deterministic of a particular organi-ation structure or *ob design. e. >nformation technology can be used for different organi-ation structures and *ob designs. Answer: d Diff: 2 ype: !" #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 33) hich of the following best represents the environmental and strategic concerns that have stimulated the adoption of advanced office technology0 a. abour saving, fle/ibility, improved decision ma(ing b. abour saving, integration, improved decision ma(ing c. abour saving, fle/ibility, integration d. abour saving, responsiveness, improved dec ision ma(ing e. Gle/ibility, responsiveness, improved decision ma(ing Answer: d Diff: & ype: !" #age $eference: %%3 '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 35) hich of the following is most accurate0 a. 9ncertainty eliminates causeandeffect relationships. b. 9ncertainty decreases causeandeffect relationships.
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c. 9ncertainty increases causeandeffect relationships. d. "auseandeffect relationships increase uncertainty. e. "auseandeffect relationships decrease uncertainty. Answer: c Diff: 2 ype: !" #age $eference: %&5 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 38) hat industries did awrence and orsch chose for their research0 a. #lastics, pac(aged food products, and automobile b. #lastics, pac(aged food products, and paper containers c. Beverages, pac(aged food products, and paper containers d. Beverages, pac(aged food products, and oil and gas e. #lastics, pac(aged food products, and oil and gas Answer: b Diff: 2 ype: !" #age $eference: %41 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 3;) hat sectors of the environment did awrence and orsch e/amine in their research0 a. Ginancial, human resources, and research b. 'ales, human resources, and production c. Ginancial, production, and research d. 'ales, production, and financial e. 'ales, production, and research Answer: e Diff: &
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ype: !" #age $eference: %41 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 5<) hat is a *oint venture an e/ample of0 a. ?ertical integration b. !erger c. Ac7uisition d. 'trategic alliance e. >nterloc(ing directorate Answer: d Diff: 2 ype: !" #age $eference: %44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 51) hen it comes to strategic alliances, a. most of them are successful. b. most of them fail. c. almost half of them fail. d. about ;< percent of them are a success. e. only about 1< percent of them are a success. Answer: c Diff: 2 ype: !" #age $eference: %44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses.
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52) hat is a *oint venture0 a. wo or more organi-ations decide to become one organi-ation. b. wo or more organi-ations form an alliance in the creation of a new organi-ational entity. c. wo or more organi-ations have members who serve on each otherHs board of directors. d. ne organi-ation ta(es control of the sources of another organi-ationHs supply and distribution. e. wo or more organi-ations form an alliance to compete against other organi-ations. Answer: b Diff: 2 ype: !" #age $eference: %44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 5&) According to =oan oodwards findings, mass technologies and process technologies operate best under organic structures, while unit technologies operate best under mechanistic structures. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 54) An interloc(ing directorate e/ists when one person serves on two or more boards of directors. a. rue b. Galse Answer: a Copyright © 2014 Pearson Canada Inc.
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Diff: 1 ype: G #age $eference: %43 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 5%) !ediating technologies operate under reciprocal interdependence. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 53) !ass technologies are generally se7uentially interdependent. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 55) Advanced manufacturing technologies call for simpler *obs and taller structures. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %%4 '(ill: Applied
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b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 58) awrence and orschs research showed that successful container manufacturing firms had a more differentiated structure than successful plastics firms. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %41 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 5;) Both uncertain environments and routine technologies call for more organic structures. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 8<) According to =ames hompson, longlin(ed technologies are less interdependent than intensive technologies and more interdependent than mediating technologies. a. rue b. Galse Answer: a Diff: & ype: G #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology.
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81) he most uncertain environments are comple/ an d dynamic. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %&5 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 82) 9nder normal circumstances, strategy formulation precedes strategy implementation. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %&; '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 8&) ?ertical integration refers to good communication between the levels of an organi-ational hierarchy. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %42 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 84) !ergers and ac7uisitions are e/amples of strategy implementation.
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a. rue b. Galse Answer: a Diff: 1 ype: G #age $eference: %4& '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 8%) Advanced technologies almost always result in less enriched *obs. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %%% '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 83) $esource dependency and environmental uncertainty mean the same thing. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %&; '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 85) A merger between two organi-ations is a good e/ample of a strategic alliance. a. rue b. Galse
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Answer: b Diff: 2 ype: G #age $eference: %44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 88) An assembly line is an e/ample of longlin(ed technology. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 8;) >n the awrence and orsch study, successful plastics firms had adopted organic structures and successful container firms had adopted mechanistic structures. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %42 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. ;<) he ac7uisition of one firm by another could be an e/ample of vertical integration but not an e/ample of a strategic alliance. a. rue b. Galse Answer: a Diff: 2
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ype: G #age $eference: %4& '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. ;1) he +two faces of advanced information technology refer to office technology and manufacturing technology. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. ;2) >t is fre7uently proposed that advanced office technology leads to taller organi-ational structures. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %%3 '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. ;&) >t is the fle/ibility of advanced manufacturing technology that permits the e/ploitation of short term mar(et niches. a. rue b. Galse Answer: a Diff: 2
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ype: G #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. ;4) Advanced information technology can be used to either centrali-e or decentrali-e an organi-ation. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %%% '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. ;%) he impole "orporation hopes to reduce the development time for its new products. o do this, it might consider adopting a taller, less organic structure. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %%4 '(ill: Applied b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. ;3) Iorace elfarb is on the board of directors of four corporations. his is an e/ample of an interloc(ing directorate. a. rue b. Galse Answer: a Diff: 2 ype: G
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#age $eference: %43 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. ;5) According to =ames hompson, intensive technologies prompt reciprocal interdependence that is best achieved with an organic structure. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. ;8) 6nvironmental uncertainty and resource dependence are highly correlatedJthe more uncertain the environment, the more the firms facing this uncertainty are resource dependent. a. rue b. Galse Answer: b Diff: & ype: G #age $eference: %&; '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. ;;) 'trategy formulation is defined in the te/t as the process of adopting a particular organi-ational structure. a. rue b. Galse Answer: b Diff: 1
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ype: G #age $eference: %4< '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 1<<) A paper manufacturer owns a forestry company. his is an e/ample of vertical integration. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %42 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1<1) he concept of resource dependence shows how organi-ations are totally at the mercy of their environments. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %&; '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 1<2) !uch of the impact that the environment has on organi-ations is indirect rather than direct. a. rue b. Galse Answer: a Diff: 1
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ype: G #age $eference: %&; '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 1<&) he ob*ective environment comprises the basis for strategy formulation. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %4< '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 1<4) 'trategy always determines structure. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %42 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 1<%) Almost all strategic alliances fail. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %44 '(ill: $ecall
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b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1<3) !a*or oil companies are highly vertically integrated. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %4& '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1<5) he most common way of achieving legitimacy is by associating with higher status individuals or organi-ations. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %43 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1<8) rgani-ations choose their technologies. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %45 '(ill: $ecall
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b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1<;) Different parts of the organi-ation rely on the same technologies. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %45 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 11<) he most common way of achieving legitimacy is to be seen as doing good deeds in the community. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %45 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 111) hompson was interested in the routineness of the transformation tas( that confronts various technologies. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology.
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112) awrence and orsch conducted the most famous study on the relationship between technology and structure. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %41 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 11&) he technology becomes more routine as e/ceptions increase. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 114) he technology becomes less routine as problems become more d ifficult to analy-e. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 11%) !ediating technologies operate under pooled interdependence. a. rue b. Galse Answer: a Diff: 2 Copyright © 2014 Pearson Canada Inc.
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ype: G #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 113) A ta/i company is an e/ample of pooled interdependence. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 115) !ass production assembly lines are the classic e/ample of mediating technologies. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 118) $esearch has supported the notion that more routine technologies adopt more mechanistic structures. a. rue b. Galse Answer: a Diff: 1 ype: G #age $eference: %%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology.
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11;) >nformation technology determines organi-ational structure. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 12<) >nformation technology determines *ob design. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 121) "oping may be oriented towards changing the environment. a. rue b. Galse Answer: a Diff: 2 ype: G #age $eference: %&& '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 122) As uncertainty decreases, causeandeffect relationships become less clear. a. rue b. Galse Copyright © 2014 Pearson Canada Inc.
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Answer: b Diff: 1 ype: G #age $eference: %&5 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 12&) $esource dependence is dependent on environmental uncertainty. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %&; '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 124) he impact that the environment has on organi-ations is direct. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %4< '(ill: $ecall b*ective: 1%.& Define +strategy and describe de scribe how organi-ational structure can serve as a strategic response to environmental demands. 12%) ?ertical ?ertical integration can reduce and increase ris(. a. rue b. Galse Answer: a Diff: 1 ype: G Copyright © 2014 Pearson Canada Inc.
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#age $eference: %4& '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 123) !ore than half of all strategic alliances fail. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 125) echnology becomes more routine as e/ceptions increase. a. rue b. Galse Answer: b Diff: 1 ype: G #age $eference: %48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. +technology. 128) 'uccessful firms with mass and process technologies relied on organic structures. a. rue b. Galse Answer: b Diff: 2 ype: G #age $eference: %%1 '(ill: $ecall
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b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 12;) he process by which top e/ecutives see( to cope with the constraints and opportunities posed by an organi-ations environment is called strategy. Difficulty: 1 #age $eference:%&; '(ill: $ecall b*ective: 1%.& Define +strategy and describe de scribe how organi-ational structure can serve as a strategic response to environmental demands. 1&<) 'trategic alliances are various (inds of actively cooperative relationships between legally separate organi-ations. Difficulty: 1 #age $eference:%44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1&1) echnology includes the activities, e7uipment, and (nowledge necessary to turn organi-ational inputs into desired outputs. Difficulty: 1 #age $eference:%45 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. +technology. 1&2) hen one person serves on two or more boards of directors aKn) interloc(ing directorate e/ists. Difficulty: 1 #age $eference:%43 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1&&) >n terms of =.D. hompsons classification, a ta/i company is an e/ample of pooled interdependence. Difficulty: 2 #age $eference:%4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. +technology. 1&4) An assembly line is an e/cellent e/ample of hompsons se7uential interdependence. Difficulty: 2
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#age $eference:%4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1&%) =oan oodwards research showed that unit and process technologies called for organic organi-ational structures. Difficulty: 2 #age $eference:%%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 1&3) he most uncertain environment is comple/ and dynamic. Difficulty: 2 #age $eference:%&5 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 1&5) a(ing formal control of sources of supply and distribution to strategically manage the environment is called vertical integration. Difficulty: 1 #age $eference:%4& '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1&8) he +two faces of technology means that a given form of advanced information technology can have opposite effects depending upon its application. Difficulty: 2 #age $eference:%%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 1&;) pen systems ta(e inputs from the e/ternal environment, transform some of these inputs, and send them bac( into the environment as outputs. Difficulty: 1 #age $eference:%&& '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 14<) he development of an association with a higher status organi-ation is a good way for an organi-ation to develop legitimacy.
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Difficulty: 2 #age $eference:%43 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 141) >n the awrence and orsch study, the most effective container firms had mechanistic organi-ational structures. Difficulty: 2 #age $eference:%41 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 142) According to =oan oodwards research, mass production technologies were most effective under mechanistic organi-ational structures. Difficulty: 2 #age $eference:%%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 14&) Because advanced information technology is so fle/ible, it can lead either to a more or a less centrali-ed organi-ation. Difficulty: 2 #age $eference:%%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 144) rgani-ations often use vertical integration to reduce resource dependence. Difficulty: 2 #age $eference:%42 '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 14%) he conditions for an interloc(ing directorate e/ist when one director serves on two or more boards. Difficulty: 1 #age $eference:%43 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses.
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143) 'pea(ing generally, more uncertain organi-ational environments re7uire more organic organi-ational structures. Difficulty: 2 #age $eference:%42 '(ill: Applied b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 145) >n the awrence and orsch study, managerial goals and time spans varied such that the plastics firms were more highly differentiated than the container firms. Difficulty: & #age $eference:%41 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 148) #arties or organi-ations other than direct competitors that have some vested interest in how an organi-ation is managed are called interest groups. Difficulty: 2 #age $eference:%&% '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 14;) 6vents in various components of the environment provide both constraints and opportunities for organi-ations. Difficulty: 1 #age $eference:%&3 '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 1%<) 6nvironmental uncertainty e/ists when an organi-ations is vague, difficult to diagnose, and unpredictable. Difficulty: 2 #age $eference:%&3 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 1%1) 9ncertainty depends on the environments comple/ity and rate of change. Difficulty: 2 #age $eference:%&5 '(ill: $ecall
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b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 1%2) 'trategy is the process by which top e/ecutives see( to cope with the constraints and opportunities posed by an organi-ations environment. Difficulty: 1 #age $eference:%&; '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 1%&) According to #errow, the (ey factor that differentiates various technologies is the routineness of the transformation tas( that confronts the department or organi-ation. Difficulty: 2 #age $eference:%48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1%4) he most common way of achieving legitimacy is to imitate management practices that other firms have institutionali-ed. Difficulty: 2 #age $eference:%45 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 1%%) According to #errow, the (ey factor that differentiates various technologies is the routineness of the transformation tas( that confronts the department or organi-ation. Difficulty: 1 #age $eference:%48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1%3) echnological routineness is a function of e/ceptions and problems. Difficulty: 2 #age $eference:%48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1%5) he technology becomes less routine as e/ceptions increase. Difficulty: 2 #age $eference:%48 '(ill: $ecall
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b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1%8) he technology becomes less routine as problems become more difficult to analy-e. Difficulty: 2 #age $eference:%48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 1%;) As technologies become increasingly interdependent, problems of coordination, communication, and decision ma(ing increase. Difficulty: 2 #age $eference:%%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 13<) he most famous study of the relationship between techno logy and structure is that of =oan oodward. Difficulty: 1 #age $eference:%%< '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 131) he fle/ibility of information technology means that it is not deterministic of a particular organi-ation structure or *ob design. Difficulty: 1 #age $eference:%%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 132) An e/ample of the influence of the e/ternal environment is the 'A$' outbrea( of 2<<&. Difficulty: 1 #age $eference:%&2 '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 13&) As uncertainty increases, causeandeffect relationships become less clear. Difficulty: 1 #age $eference:%&5 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations.
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134) !uch of the impact that the environment has on organi-ations is indirect rather than direct. Difficulty: 1 #age $eference:%4< '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 13%) >n the awrence and orsch study, the most successful plastics company had adopted an organic structure. Difficulty: 2 #age $eference:%42 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 133) >n a *oint venture two or more organi-ations form an alliance in the creation of a new organi-ational entity. Difficulty: 2 #age $eference:%44 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 135) According to #errow, routine technologies should function b est under mechanistic structures. Difficulty: 2 #age $eference:%%1 '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology.
138) hat are the main components of an organi-ations e/ternal environment0 hich of these components may contain or influence interest groups which are relevant to your college or university0 "ite e/amples. Answer: he main components of an organi-ations e/ternal environment include the general economy, customers, suppliers, competitors, socialpolitical factors, a nd technology. 6ssentially, all of these components, e/cept competitors, may contain interest groups relevant to your college or university. Iowever, competitors can certainly influence your institutions interest groups Ke.g., competing universities often promote their programs to try to influence students educational choices).
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Diff: 2 ype: 6' #age $eference: %&4 '(ill: Applied b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 13;) hat are the two main factors which determine environmental uncertainty0 Discuss how various combinations of these factors can result in four levels of uncertainty. Live e/amples of industries which depict each level of uncertainty. Answer: he two main factors are comple/ity Ksimple vs. comple/) and rate of change Kstatic vs. dynamic). As illustrated in the te/t in 6/hibit 1%.& Kpage %&8), these factors can be combined to form four levels of perceived uncertainty: 1) low uncertainty Ksimple, static), for e/ample, a funeral business 2) moderately low u ncertainty Kcomple/, static), for e/ample, an insurance industry &) moderately high uncertainty Kdynamic, simple), for e/ample, a fashion apparel and 4) high uncertainty Kcomple/, dynamic), for e/ample, a computer software. his 7uestion is particularly challenging since students will have to thin( of their own industry e/amples for each level of uncertainty. Diff: & ype: 6' #age $eference: %&5 '(ill: Applied b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 15<) Briefly e/plain the main relationships between strategy and structure discovered by awrence and orsch. Answer: he wor( of awrence and orsch demonstrates a close connection between environment, structure, and effectiveness. 'pecifically, they found that firms operating under conditions of high certainty and low differentiation adopted mechanistic structures Ke.g., container firms), while those operating under conditions of high uncertainty and high differentiation adopted organic structures Ke.g., plastics firms). Diff: 2 ype: 6'
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#age $eference: %41 '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 151) Describe five strategic responses designed to reduce environmental uncertainty or resource dependence. Answer: he five types of strategic responses other than organi-ational structure described in the chapter include vertical integration, mergers and ac7uisitions, strategic alliances Kincluding *oint ventures), interloc(ing directorates, and establishing legitimacy. Diff: 1 ype: 6' #age $eference: %42 '(ill: $ecall b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 152) hat are #errows four technological classifications in order from most routine to least routine0 'ummari-e the main relationships between technology and structure identified by #errow. Answer: >n order of routineness, the four technological classifications are routine, engineering, craft, and nonroutine. According to #errow, routine technologies should function best under mechanistic structures, while nonroutine technologies call for more organic structures. herefore, craft and engineering technologies fall somewhere between these two e/tremes. Diff: 2 ype: 6' #age $eference: %48 '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 15&) Describe hompsons three classifications of technology in order of increasing interdependence. >dentify the type of interdependence under which each technology
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operates. Ginally, summari-e the e/pected relationships between technology and structure based on hompsons wor(. Answer: >n order of increasing interdependence, the three technological classifications are mediating Kwhich operates under pooled interdependence), longlin(ed Kfor se7uential interdependence), and intensive Kfor reciprocal interdependence). According to hompsons findings, higher levels of technological interdependence call for more organic structures, while lower levels of technological interdependence call for more mechanistic structures. Diff: 2 ype: 6' #age $eference: %4; '(ill: $ecall b*ective: 1%.% Describe the basic dimensions of organi-ational +technology. 154) hat are the classifications used by oodward to describe technologies0 Applying the principles of oodwards famous study, mechanistic structures should most effective for firms using which typeKs) of technology0 hen should organic structures be most effective0 Answer: oodwardHs classification of technologies includes unit, mass, and process. !echanistic structures should be most effective for mass production technology, and organic structures should be most effective for unit and process technologies. Diff: 2 ype: 6' #age $eference: %%< '(ill: $ecall b*ective: 1%.3 6/plain how organi-ations must match organi-ational structure to technology. 15%) hat does the te/t mean by the +two faces of advanced technology0 6/plain how this concept might apply to a particular assembly line where several s(illed labourers are about to be replaced by robots. Answer: he +two faces of advanced technology means that a given form of advanced technology can have e/actly opposite effects, depending on how it is employed. Gor e/ample, the same technology that can automate and des(ill *obs Ke.g., use of robotics on
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an assembly line) can also build s(ills into *obs Ke.g., assembly line wor(ers ac7uire advanced computer s(ills to program robotic e7uipment). Diff: 2 ype: 6' #age $eference: %%& '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure. 153) Describe the open systems concept of organi-ations and give an e/ample. hat is the value of the open systems concept0 Answer: pen systems ta(e inputs from the e/ternal environment, transform some of them, and send them bac( into the environment as outputs. An e/ample is an insurance company. >t imports actuarial e/perts, information about accidents and mortality, and capital in the form of insurance premiums. hrough the application of financial (nowledge, it transforms the capital into insurance coverage and investments in areas such as real estate. he value of the open systems concept is that it sensiti-es us to the need for organi-ations to cope with the demands of the environment on both the input side and the output side. Diff: 2 ype: 6' #age $eference: %&& '(ill: $ecall b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 155) hat is meant by the +e/ternal environment0 #rovide some e/amples of how it can influence organi-ations. Answer: he e/ternal environment refers to events and conditions surrounding an organi-ation that influence its activities. 6/amples of the influence of the e/ternal environment on organi-ations provided in the te/t include the effect of the #6" oil embargo of 1;5& and subse7uent oil price increases on Corth American automobile manufacturers, the effect of the terrorist attac(s of ;11 on companies such as ">B" orld !ar(ets, the effect of 'A$' on companies in the travel, tourism, and hospitality industries, and the effect of the recent economic crisis and global recession on the auto industry.
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Diff: 2 ype: 6' #age $eference: %&2 '(ill: Applied b*ective: 1%.1 Discuss the +open systems concept of an organi-ation and the components of an organi-ations +e/ternal environment. 158) hat are the effects of increasing uncertainty on organi-ations and their de cision ma(ers0 Answer: As uncertainty increases, causeandeffect relationships become less clear. 6nvironmental uncertainty tends to ma(e priorities harder to agree on and often stimulates a fair degree of political *oc(eying within the organi-ation, and more information must be processed by the organi-ation to ma(e ade7uate decisions. Diff: 2 ype: 6' #age $eference: %&5 '(ill: $ecall b*ective: 1%.2 6/plain how +environmental uncertainty and +resource dependence affect what happens in organi-ations. 15;) Discuss the nature of the relationship between environment and strategy. Be sure to describe each step in the process. Answer: >t begins with the ob*ective organi-ational environment which is portrayed in terms of uncertainty and available resources. his, however, is filtered through the perceptual system of managers and other organi-ational members. hus, it is the perceived environment that comprises the basis for strategy formulation. 'trategy formulation involves determining the mission, goals, and ob*ectives o f the organi-ation. he organi-ation must then determine its orientation to the perceived en vironment. he chosen strategy must correspond to the constraints and opportunities of the environment. he strategy must then be implemented by selecting appropriate managers for the tas( and employing appropriate techni7ues. As shown in 6/hibit 1%.4 of the te/t Kpage %&;), the se7uence of events is as follows: ob*ective organi-ational environment, perceived organi-ational environment, strategy formulation, strategy implementation, and organi-ational effectiveness. Diff: 2 ype: 6'
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#age $eference: %&; '(ill: $ecall b*ective: 1%.& Define +strategy and describe how organi-ational structure can serve as a strategic response to environmental demands. 18<) Gred has started a new company but is having a difficult time getting support and bac(ing from important sta(eholders in the environment. Ie reali-es that establishing legitimacy has been a problem and has hired you to e/plain to him what it involves and the different ways that it can be achieved. hat will you tell him0 Answer: 6stablishing legitimacy involves ta(ing actions that conform to prevailing n orms and e/pectations. he point is to not only be strategically correct but to have the appearance of being strategically correct. ne way to achieve legitimacy is by associating with higher status individuals or organi-ations. Another way is to be seen as doing good deeds in the community. A third way is to ma(e very visible responses to social trends and legal legislation. he most common way of achieving legitimacy is to imitate management practices that other firms have institutionali-ed. Diff: 2 ype: 6' #age $eference: %43 '(ill: Applied b*ective: 1%.4 6/plain how +vertical integration, mergers, ac7uisitions, strategic alliances, interloc(ing directorates, and the establishment of +legitimacy reflect strategic responses. 181) Discuss three environmental and strategic concerns that ha ve stimulated the adoption of advanced office technology. Answer: he potential for labour saving, responsiveness both within the organi-ation and to customers and suppliers, and improved decision ma(ing. Diff: 2 ype: 6' #age $eference: %%3 '(ill: $ecall b*ective: 1%.5 Discuss the impact of +advanced information technology on *ob design and organi-ational structure.
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