Full file at http://testbankwizard.eu/T http://testbankwizard.eu/Test-Bank-forest-Bank-for-Management-11th-Editi Management-11th-Edition-b-!obbins on-b-!obbins Management, 11e (Robbins/Coulter) Chapter 2 Understanding Management's Context: Constraints and Challenges
1" #n the smboli$ %iew of management& managers are seen as dire$tl responsible for an organization's su$$ess or failure. (nswer: F()*E +age !ef: , Topi$: To pi$: The Manager: mnipotent mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 3" The %iew of managers as omnipotent is $onsistent with the stereotpi$al pi$ture of the take$harge business e4e$uti%e who $an o%er$ome an obsta$le in $arring out the organization's ob0e$ti%es. (nswer: T!5E +age !ef: , Topi$: To pi$: The Manager: mnipotent mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 6" The smboli$ %iew of management impa$t is useful in e4plaining the high turno%er among sports $oa$hes& who $an be $onsidered the 7managers7 of their teams. (nswer: F()*E +age !ef: , Topi$: To pi$: The Manager: mnipotent mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual ," ( dnami$ en%ironment is $hara$terized b the absen$e of new $ompetitors& few te$hnologi$al breakthroughs b $urrent $ompetitors& and little a$ti%it b pressure groups to influen$e influen$e the organization. (nswer: F()*E +age !ef: ,8 Topi$: The En%ironment b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/T http://testbankwizard.eu/Test-Bank-forest-Bank-for-Management-11th-Editi Management-11th-Edition-b-!obbins on-b-!obbins " En%ironmental un$ertaint looks at the number of $omponents in an organization's en%ironment and the e4tent of the knowledge that the organization has about abo ut those $omponents. (nswer: F()*E +age !ef: ,8 b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual <" (n organization's organization's $ompetitors and emploees are $onsidered $o nsidered to be stakeholders who are affe$ted b the organization's de$isions and a$tions. (nswer: T!5E +age !ef: Topi$: To pi$: rganizational 2ulture b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual =" ( dnami$ and simple en%ironment is $hara$terized b the greatest le%el of en%ironmental un$ertaint. (nswer: F()*E +age !ef: b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual >" Managers of high-performing $ompanies tend to $onsider $o nsider the interests of the most profitable stakeholder groups as the make de$isions. (nswer: F()*E +age !ef: b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: 2on$eptual 8" *trong $ultures ha%e more influen$e on emploees than do weak $ultures. (nswer: T!5E +age !ef: 3 Topi$: To pi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 1" The shared aspe$t of $ulture implies that all emploees in an organization appro%e of the $ulture. (nswer: F()*E +age !ef: 3 b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 3 2opright 9 313 +earson Edu$ation& #n$. +ublishing as +renti$e ;all
Full file at http://testbankwizard.eu/T http://testbankwizard.eu/Test-Bank-forest-Bank-for-Management-11th-Editi Management-11th-Edition-b-!obbins on-b-!obbins " En%ironmental un$ertaint looks at the number of $omponents in an organization's en%ironment and the e4tent of the knowledge that the organization has about abo ut those $omponents. (nswer: F()*E +age !ef: ,8 b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual <" (n organization's organization's $ompetitors and emploees are $onsidered $o nsidered to be stakeholders who are affe$ted b the organization's de$isions and a$tions. (nswer: T!5E +age !ef: Topi$: To pi$: rganizational 2ulture b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual =" ( dnami$ and simple en%ironment is $hara$terized b the greatest le%el of en%ironmental un$ertaint. (nswer: F()*E +age !ef: b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual >" Managers of high-performing $ompanies tend to $onsider $o nsider the interests of the most profitable stakeholder groups as the make de$isions. (nswer: F()*E +age !ef: b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: 2on$eptual 8" *trong $ultures ha%e more influen$e on emploees than do weak $ultures. (nswer: T!5E +age !ef: 3 Topi$: To pi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 1" The shared aspe$t of $ulture implies that all emploees in an organization appro%e of the $ulture. (nswer: F()*E +age !ef: 3 b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 3 2opright 9 313 +earson Edu$ation& #n$. +ublishing as +renti$e ;all
Full file at http://testbankwizard.eu/T http://testbankwizard.eu/Test-Bank-forest-Bank-for-Management-11th-Editi Management-11th-Edition-b-!obbins on-b-!obbins 11" #n strong organizational $ultures& emploees ha%e little knowledge of $ompan histor or heroes& what is important is present performan$e. (nswer: F()*E +age !ef: 6 Topi$: To pi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 13" rganizations help emploees adapt to the $ulture through so$ialization. (nswer: T!5E +age !ef: , Topi$: To pi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 16" 2orporate rituals are repetiti%e se?uen$es of a$ti%ities that e4press and reinfor$e the ke %alues of an organization. (nswer: T!5E +age !ef: Topi$: To pi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 1," #n a 7read-aim-fire7 $ulture& managers take a$tion and then analze what has been done. (nswer: F()*E +age !ef: = Topi$: To pi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 1" #n order to de%elop an inno%ati%e organizational $ulture& managers must minimize ambiguit and un$ertaint and dis$ourage risk-taking. (nswer: F()*E +age !ef: > Topi$: To pi$: rganizational 2ulture b0e$ti%e: , iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 1<" @i%ing ser%i$e-$onta$t emploees the dis$retion to make da-to-da de$isions on 0ob-related a$ti%ities is instrumental in $reating in a $ustomer-responsi%e $ulture. (nswer: T!5E +age !ef: 8 Topi$: rganizational 2ulture b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual 1=" rganizations that emphasize workpla$e spiritualit fo$us on indi%idual de%elopment. (nswer: T!5E +age !ef: < Topi$: The En%ironment b0e$ti%e: , iffi$ult: Moderate 2lassifi$ation: 2on$eptual 1>" *piritual organizations tend to be intolerant of emploees who $ommit mistakes. (nswer: F()*E +age !ef: < Topi$: The En%ironment b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual 18" rganizations that subs$ribe to workpla$e spiritualit emphasize the importan$e of emploees $ontrolling their e4pressions and emotions. (nswer: F()*E +age !ef: < Topi$: The En%ironment b0e$ti%e: , iffi$ult: Moderate 2lassifi$ation: 2on$eptual 3" ( %alid $riti$ism of workpla$e spiritualit is that se$ular institutions& espe$iall businesses& ha%e no right to impose spiritual %alues on emploees& if spiritualit means bringing religion into the workpla$e. (nswer: T!5E +age !ef: < Topi$: The En%ironment b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 31" Ahi$h of the following represents the two %iews of managerial impa$t on the su$$ess or failure of the organization (" omnipotent and smboli$ B" omnipotent and refle$ti%e 2" smboli$ and intera$ti%e " refle$ti%e and intera$ti%e (nswer: ( +age !ef: ,, Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 33" The $urrent dominant assumption in management theor suggests that . (" an organization's su$$ess or failure is due to e4ternal for$es outside managers' $ontrol B" managers' roles are in$reasingl be$oming peripheral and staff manage their own areas of e4pertise 2" managers are dire$tl responsible for an organization's su$$ess or failure " managers $annot signifi$antl affe$t an organization's performan$e be$ause the are $onstrained b the abilities of their emploees (nswer: 2 +age !ef: ,, Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Moderate 2lassifi$ation: 2on$eptual 36" Elmo !esear$h C e%elopment has been going through a rough pat$h latel. Turno%er has been high and emploee morale is at an all-time low. Though emploees and $ompetitors hold management responsible for the de$line& the 2E does not let the managers go or $hange the management stle. Ahi$h of the following $ould e4plain this attitude (" The 2E holds the omnipotent %iew of management& whi$h belie%es that e4ternal fa$tors ha%e a signifi$ant effe$t on performan$e out$omes. B" (s the organization has an auto$rati$ management stle& the emploees are responsible for organizational poli$ies. 2" The organization has a parti$ipati%e management stle and de$isions are guided b $onsensus. " The 2E holds the %iew that managers ha%e onl a limited role in organization su$$ess or failure. (nswer: +age !ef: , ((2*B: (nalti$ *kills b0e$ti%e: 1 iffi$ult: Moderate 2lassifi$ation: (ppli$ation
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 3," The omnipotent %iew of management states that . (" managers' roles are peripheral and staff manage their own areas of the business B" managers are dire$tl responsible for an organization's su$$ess or failure 2" managers should allow emploees to take part in de$ision-making " managers ha%e little or no responsibilit for an organization's su$$ess or failure (nswer: B +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 3" The %iew of management is $onsistent with the stereotpi$al pi$ture of the take$harge business e4e$uti%e who $an o%er$ome an obsta$le in $arring out the organization's ob0e$ti%es. (" omnipotent B" smboli$ 2" demo$rati$ " laissez-faire (nswer: ( +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 3<" The so$$er league in England is notorious for the number of team managers fired o%er the $ourse of a single season& whi$h stands at no fewer than eight managers on a%erage& owing to poor team form and $onse?uentl& poor results. #t is e%ident from this information that the league endorses aDn" %iew of management. (" smboli$ B" omnipotent 2" laissez-faire " demo$rati$ (nswer: B +age !ef: , Topi$: rganizational 2ulture ((2*B: (nalti$ *kills b0e$ti%e: 1 iffi$ult: Moderate 2lassifi$ation: (ppli$ation
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 3=" Ahi$h of the following most a$$uratel refle$ts the smboli$ %iew of management (" Managers are dire$tl responsible for an organization's su$$ess or failure. B" Managers ha%e to ensure that e%er obsta$le is o%er$ome on the wa to a$hie%ing the organization's goals. 2" E4ternal for$es are responsible for an organization's su$$ess or failure. " Emploees are dire$tl responsible for an organization's su$$ess or failure. (nswer: 2 +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 3>" ($$ording to the smboli$ %iew& managers ha%e aDn" effe$t on substanti%e organizational out$omes. (" limited B" e4tensi%e 2" influential " signifi$ant (nswer: ( +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 38" The smboli$ %iew of management is based upon the belief that managers smbolize . (" $ontrol and influen$e in de%eloping plans and making de$isions B" e%er aspe$t of an organization's performan$e& from the top le%el to the operational le%el 2" the flu$tuating fortunes of the organization as the alternate b etween profits and losses " the take-$harge e4e$uti%e who o%er$omes an obsta$le to see that the organization a$hie%es its goals (nswer: ( +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 6" #nternal $onstraints that influen$e managers' de$isions and a$tions $ome from . (" the attitudes of $ustomers B" the $ulture of the organization 2" the pre%ailing politi$al $onditions " the flu$tuations in the sto$k market (nswer: B +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual 61" aniel is the 2E of 2ook!ite& a $ompan manufa$turing kit$hen applian$es. The $ompan has been in business for the past ten ears and sales were steadil in$reasing until si4 months ago& when there was a signifi$ant de$rease. Though aniel held a number of meetings with the top management of the $ompan& he did not make an $hanges in the management te$hni?ues and did not blame managers for the drop in sales. Ahi$h of the following& if true& would indi$ate that aniel was $orre$t in his approa$h (" *our$es re%eal that 2ook!ite's $ompetitors saw a similar drop in sales o%er the same time period. B" The pri$e of te$hnolog used in 2ook!ite produ$ts fell during this period& as a result of inno%ations. 2" The smboli$ %iew of management& whi$h aniel holds& is the preferred method in that industr. " emand for kit$hen applian$es has in$reased signifi$antl o%er the past ear. (nswer: ( +age !ef: , ((2*B: !efle$ti%e Thinking *kills b0e$ti%e: 1 iffi$ult: iffi$ult 2lassifi$ation: 2riti$al Thinking
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 63" aniel is the 2E of 2ook!ite& a $ompan manufa$turing kit$hen applian$es. The $ompan has been in business for the past ten ears and sales were steadil in$reasing until si4 months ago& when there was a signifi$ant de$rease. Though aniel held a number of meetings with the top management of the $ompan& he did not make an $hanges in the management te$hni?ues and did not blame managers for the drop in sales. Ahi$h of the following& if true& would indi$ate that aniel was wrong in his approa$h (" 2ook!ite's $ompetitors saw a similar drop in sales o%er the same period. B" ( new $ompetitor entered the market si4 months ago& and sold produ$ts below $ost to gain market share. 2" emand for kit$hen applian$es has in$reased signifi$antl o%er the past ear. " The pri$e of te$hnolog used in kit$hen applian$es fell and 2ook!ite subse?uentl redu$ed its pri$es. (nswer: 2 +age !ef: , ((2*B: !efle$ti%e Thinking *kills b0e$ti%e: 1 iffi$ult: iffi$ult 2lassifi$ation: 2riti$al Thinking 66" Ahi$h of the following fa$tors is a demographi$ $omponent of an organization's e4ternal en%ironment (" lifestles and beha%ior B" politi$al stabilit 2" geographi$ lo$ation " sto$k market flu$tuations (nswer: 2 +age !ef: ,< b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual 6," Ahi$h of the following fa$tors is an e$onomi$ $omponent of an organization's e4ternal en%ironment (" famil $omposition B" edu$ation le%el 2" disposable in$ome " geographi$ lo$ation (nswer: 2 +age !ef: ,< b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 6" The $omponent of an organization's e4ternal en%ironment is $on$erned with trends in population $hara$teristi$s su$h as age& ra$e& gender& edu$ation le%el& geographi$ lo$ation& in$ome& and famil $omposition. (" e$onomi$ B" politi$al 2" demographi$ " so$io$ultural (nswer: 2 +age !ef: ,< b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual 6<" @rason's has been in the publishing business for fift ears. #n the past two ears& the $ompan has noti$ed that book sales ha%e been tapering off& as more and more readers prefer formats the $an read on e-readers or smartphones. @rason's needs to analze the $hanges in the en%ironment so that it $an $hange its business strategies and meet the needs of the new market. #t $ommissions a market resear$h firm to $olle$t information about the re$ent $h anges in reading habits. Ahi$h of the following ?uestions is the most irrele%ant for this purpose (" ;ow man books does an indi%idual $ustomer bu in a month B" Ahat tpes of books do $ustomers bu in traditional form 2" Ahi$h format is more reader-friendl& e-books or traditional books " ;ow mu$h do readers spend on e-books in a month (nswer: 2 +age !ef: ,< ((2*B: (nalti$ *kills b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: (ppli$ation 6=" Ahi$h of the following fa$tors is a so$io$ultural $omponent of an organization's e4ternal en%ironment (" edu$ation le%el B" politi$al stabilit 2" beha%ior patterns " famil $omposition (nswer: 2 +age !ef: ,< b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 6>" The e$onomi$ en%ironment affe$ts the performan$e of an organization& as was noted during the re$ent re$ession. Ahi$h of the following fa$tors is $ited as one of the $auses of the re$ent re$ession triggered in the home mortgage markets in the 5.*. (" high interest rates on mortgages B" massi%e global li?uidit 2" la$k of le%erageabilit for business borrowers " diffi$ult in se$uring housing $redit (nswer: 2 +age !ef: ,= b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: 2on$eptual 68" Ahi$h of the following groups in$ludes indi%iduals who were born between the ears 18,<18<, (" the *ilent @eneration B" the @en -ers 2" the Bab Boomers " +ost-Millenials (nswer: 2 +age !ef: ,= Topi$: The En%ironment b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual ," is/are $alled the i@eneration& be$ause the'%e grown up with te$hnolog that $ustomizes e%erthing to the indi%idual. (" +ost-Millenials B" The *ilent @eneration 2" Bab Boomers " @en -ers (nswer: ( +age !ef: ,> b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins ,1" Ahi$h of the following are the two dimensions of en%ironmental un$ertaint (" degree of $hange and degree of $omple4it B" degree of $hange and degree of %olume 2" degree of $omple4it and degree of impa$t " degree of impa$t and degree of timing (nswer: ( +age !ef: ,8 Topi$: The En%ironment b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual ,3" #f the $omponents of an organization's en%ironment $hange fre?uentl& the organization is operating in a en%ironment. (" stable B" se$ure 2" dnami$ " $onstant (nswer: 2 +age !ef: ,8 Topi$: The En%ironment b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual ,6" Ahi$h of the following is T true about the en%ironmental $omple4it of an organization (" En%ironmental $omple4it in$reases as the number of $ompetitors in$reases. B" #t is measured in terms of the knowledge an organization needs about its en%ironment. 2" 2omple4it de$reases as the number of regulator agen$ies in$reases. " #t depends on the knowledge an organization has about the $omponents of its en%ironment. (nswer: 2 +age !ef: ,8 Topi$: The En%ironment b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual ,," Ahi$h of the following is a $hara$teristi$ of a dnami$ en%ironment (" high le%el of predi$tabilit of $hanges in en%ironmental $onditions B" few te$hnologi$al breakthroughs b $urrent $ompetitors 2" the presen$e of new $ompetitors in the market " little a$ti%it b pressure groups to influen$e the organization (nswer: 2 +age !ef: ,8 b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: 2on$eptual 13 2opright 9 313 +earson Edu$ation& #n$. +ublishing as +renti$e ;all
Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins ," Ahi$h of the following statements is true of dnami$ and $omple4 en%ironments (" The are $hara$terized b a high degree of predi$tabilit of $hange. B" There are usuall few $omponents in su$h en%ironments. 2" ( high need for sophisti$ated knowledge of $omponents e4ists in su$h en%ironments. " The $omponents in su$h en%ironments are somewhat similar& but are $ontinuall $hanging. (nswer: 2 +age !ef: ,8 b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: 2on$eptual ,<" #f the $omponents in an organization's en%ironment e4hibit minimal $hange& su$h an en%ironment is said to be . (" %olatile B" dnami$ 2" stable " a$ti%e (nswer: 2 +age !ef: ,8 b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual ,=" CB esigns has been in the lands$ape design business in +leasant%ille for the past twent ears. (s the 7first mo%er7 in the market& the $ompan has built a strong market share o%er the ears and is the best-known firm in the area. The $ompan strength in$reased steadil& and now stands at fift emploees. Ahi$h of the following& if true& would make the $ompan's business en%ironment more un$ertain (" ;omeowners in the area take pride in their gardens and are a%id do-it-ourself gardeners. B" emand for lands$aping ser%i$es dips e%er autumn and winter. 2" ( long-time $ompetitor ?uit the lands$ape design business last ear. " Goning laws in the area $hange as ea$h new $it $oun$il $omes into power. (nswer: +age !ef: ,8 ((2*B: (nalti$ *kills b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: (ppli$ation
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins ,>" #n whi$h of the following en%ironments do managers in an organization ha%e the greatest influen$e on organizational out$omes (" stable and $omple4 en%ironments B" dnami$ and simple en%ironments 2" stable and simple en%ironments " dnami$ and $omple4 en%ironments (nswer: 2 +age !ef: b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual ,8" Ahi$h of the following en%ironments is $hara$terized b the highest le%el of en%ironmental un$ertaint (" a stable and $omple4 en%ironment B" a dnami$ and simple en%ironment 2" a stable and simple en%ironment " a dnami$ and $omple4 en%ironment (nswer: +age !ef: b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual " The term is used to $olle$ti%el refer to an $onstituen$ies in an organization's en%ironment that are affe$ted b its de$isions and a$tions. (" $ompetitors B" shareholders 2" unions " stakeholders (nswer: +age !ef: b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual 1" has been des$ribed as the shared %alues& prin$iples& traditions& and was o f doing things that influen$e the wa organization members a$t. (" 2orporate hierar$h B" Business $onfiguration 2" rganization $ulture " #ndustrial ps$holog (nswer: 2 +age !ef: 3 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 1, 2opright 9 313 +earson Edu$ation& #n$. +ublishing as +renti$e ;all
Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 3" Ahi$h of the following statements highlights the shared aspe$t of $ulture (" rganizational $ulture is $on$erned with how members per$ei%e the $ulture and des$ribe it& not with whether the like it. B" rganizational $ulture is not something that $an be phsi$all tou$hed or seen& but emploees per$ei%e it on the basis of what the e4perien$e within the organization. 2" The original sour$e of the $ulture of an organization refle$ts the %ision of the organizaton's founders. " E%en though indi%iduals ma ha%e different ba$kgrounds or work at different organizational le%els& the tend to des$ribe the organization's $ulture in similar terms. (nswer: +age !ef: 3 b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual 6" Ahi$h of the following dimensions of organizational $ulture refers to the degree to whi$h organizational de$isions and a$tions emphasize maintaining the status ?uo (" stabilit B" attention to detail 2" inno%ation and risk taking " people orientation (nswer: ( +age !ef: 3 b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual ," @oogle has often been $ited as a model for emploee satisfa$tion. @oogle takes e4tensi%e $are to ensure emploees ha%e the best a%ailable $onditions to perform& ranging from free sna$k bars& free massages& inno%ation rooms& spas-on-site& and man more su$h measures. Ahi$h dimension of organizational $ulture is @oogle said to emphasize through su$h measures (" stabilit B" aggressi%eness 2" people orientation " attention to detail (nswer: 2 +age !ef: 3 ((2*B: (nalti$ *kills b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: (ppli$ation
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins " ( $ompan whose managers fo$us on results& rather than how results are a$hie%ed& most likel possesses a high degree of . (" people orientation B" team orientation 2" out$ome orientation " aggressi%eness (nswer: 2 +age !ef: 3 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual <" Ahi$h of the following most a$$uratel refle$ts the differen$e between strong $ultures and weak $ultures (" *trong $ultures tend to en$ourage emploees to tr new approa$hes to $hanging $onditions& while weak $ultures do not. B" #n strong $ultures& organizational %alues are held b top management& while in weak $ultures& %alues are diffused throughout the organization. 2" *trong $ultures ha%e less of an influen$e on emploee beha%ior than do weak $ultures. " 2ompan %alues are more deepl held and widel shared in strong $ultures than in weak $ultures. (nswer: +age !ef: 6 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual =" Ahi$h of the following is a $hara$teristi$ of an organization with a strong $ulture (" Management stri%es to delink shared %alues from beha%iors as mu$h as possible. B" 2ulture $on%es $onsistent messages about what is important to the organization. 2" The $ore set of organizational %alues is zealousl guarded b the management. " Emphasis is laid on the future of the organization& rather than a$?uainting emploees with $ompan histor or past heroes. (nswer: B +age !ef: 6 b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins >" Ahi$h of the following is a disad%antage of ha%ing a strong organizational $ulture (" high emploee turno%er B" de$reased organizational performan$e 2" low loalt towards the organization " inabilit to respond to $hanging $onditions (nswer: +age !ef: , Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual 8" is a pro$ess that helps new emploees learn the organization's wa of doing things. (" E4ternalization B" *o$ialization 2" e$ulturation " Trans$ulturation (nswer: B +age !ef: , Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual <" The original sour$e of an organization's $ulture usuall refle$ts . (" the present $onditions in whi$h the organization fun$tions B" the $omposition of its produ$ti%e workfor$e 2" the degree of su$$ess that the organization has a$hie%ed " the %ision or mission of the organization's founder (nswer: +age !ef: , Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins <1" rganizational tpi$all $ontain narrati%es about signifi$ant e%ents o r people in the organization. (" stories B" rituals 2" language " material artifa$ts (nswer: ( +age !ef: Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual <3" The term refers to repetiti%e se?uen$es of a$ti%ities that e4press and reinfor$e the important %alues and goals of the organization. (" organizational $ulture B" $orporate rituals 2" business ethi$s " emploee mentoring (nswer: B +age !ef: Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual <6" Ahi$h of the following is an e4ample of a $orporate ritual (" Emploees swapping stories about the $ompan's histor and past heroes who ha%e made signifi$ant $ontributions to the $ompan. B" 2ompan e4e$uti%es using $ompan-spe$ifi$ 0argon or slogans intended to inspire other emploees to perform better. 2" 2ompanies hosting annual parties to $ommemorate emploee $ontributions and reward outstanding performan$e. " The assortment of material artifa$ts that $hara$terize an organization& in$luding the laout of its fa$ilities& how its emploees dress& and the tpes of automobiles pro%ided to top e4e$uti%es. (nswer: 2 +age !ef: Topi$: rganizational 2ulture ((2*B: (nalti$ *kills b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins <," #n an organization whose $ulture $on%es a basi$ distrust of emploees& managers are more likel to use aDn" leadership stle. (" parti$ipator B" demo$rati$ 2" authoritarian " laissez-faire (nswer: 2 +age !ef: = Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual <" (n organization's $ulture supports the belief that profits $an be in$reased b $ost $utting and that the $ompan's best interests are ser%ed b a$hie%ing slow but stead in$reases in ?uarterl earnings. Ahat is the nature of the programs that the organization's managers are likel to follow (" short-term B" risk 2" inno%ati%e " e4pansionar (nswer: ( +age !ef: = Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual <<" ($$ording to *wedish resear$her @oran Ek%all& whi$h of the following is a $hara$teristi$ found in an inno%ati%e $ulture (" a serious outlook toward work B" intoleran$e toward un$ertaint or ambiguit 2" resolution of emploee issues based on personal interest " freedom for emploees to e4press opinions (nswer: +age !ef: > Topi$: rganizational 2ulture b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins <=" (n inno%ati%e organizational $ulture is $hara$terized b all of the following& EH2E+T . (" freedom B" $onformit 2" debates " risk taking (nswer: B +age !ef: > Topi$: 2urrent rganizational 2ulture #ssues b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual <>" Ahi$h of the following guidelines should managers follow while building a $ustomerresponsi%e $ulture (" pre$isel defining emploees' normal 0ob re?uirements and ensuring the perform those a$tions alone B" gi%ing ser%i$e-$onta$t emploees $ontinual training on produ $t knowledge& listening& and other beha%ioral skills 2" designing 0obs with rigid rules and pro$edures that emploees should sti$k to in order to satisf $ustomers " preser%ing the dis$retion to make da-to-da de$isions on 0ob-related a$ti%ities at the top le%el of management (nswer: B +age !ef: 8 b0e$ti%e: , iffi$ult: Moderate 2lassifi$ation: 2on$eptual <8" Aorkpla$e spiritualit has be$ome important in the $ontemporar workpla$e be$ause it . (" in$reases organizational effi$ien$ B" boosts $ompan profits 2" gi%es emploees a sense of purpose " brings religion into business (nswer: 2 +age !ef: 8 Topi$: 2urrent rganizational 2ulture #ssues b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins =" ( $ompan that aims to de%elop a strong sense of purpose through meaningful work has aDn" organizational $ulture. (" spiritual B" authoritarian 2" profit-oriented " out$ome-oriented (nswer: ( +age !ef: 8 Topi$: 2urrent rganizational 2ulture #ssues b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual =1" Ahi$h dimension of the organizational $ulture is workpla$e spiritualit most $losel related to (" out$ome-orientation B" inno%ation and risk taking 2" attention to detail " people-orientation (nswer: +age !ef: 8 b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual =3" Ahi$h of the following is a $hara$teristi$ found in spiritual organizations (" fo$us on team de%elopment& rather than indi%idual de%elopment B" profit-oriented outlook towards all organizational a$ti%ities 2" toleran$e towards mistakes and openness with $ustomers and emploees " emphasis on $ontrolling emotions and feelings (nswer: 2 +age !ef: < b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual =6" Ahi$h of the following is most likel to ha%e a highl spiritual organizational $ulture (" a highl aggressi%e& $ompetiti%e business B" a $ompan with high toleran$e of emploee e4pression 2" a business that fo$uses stri$tl on out$omes " a business that emphasizes $entralized $ontrol (nswer: B +age !ef: < Topi$: 2urrent rganizational 2ulture #ssues b0e$ti%e: , iffi$ult: Eas 2lassifi$ation: 2on$eptual 31 2opright 9 313 +earson Edu$ation& #n$. +ublishing as +renti$e ;all
Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins =," Ahi$h of the following is a $riti$ism of spiritual organizational $ultures (" inhibition of emploees' e4pressions and emotions B" in$ompatibilit between profits and spiritualit 2" la$k of openness with stakeholders su$h as $ustomers and suppliers " absen$e of emploee empowerment (nswer: B +age !ef: < b0e$ti%e: , iffi$ult: Moderate 2lassifi$ation: 2on$eptual (pe4 2onstru$tion D*$enario" (pe4 2onstru$tion has hired Aendell +hillips to pro%ide management $onsulting for the organization. Aendell's first assignment in%ol%es helping the $ompan to impro%e produ$ti%it b re$ommending was to strengthen managers' super%isor skills. =" Aendell noti$es that the $ompan's top e4e$uti%es share a belief that managers are dire$tl responsible for the organization's su$$ess or failure. This belief refle$ts aDn" %iew of management. (" traditional B" omnipotent 2" emblemati$ " smboli$ (nswer: B +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual =<" Aendell inter%iews man middle-le%el managers and dis$o%ers that the share a different %iew of management. These indi%iduals belie%e that e4ternal fa$tors $onstrain managers' influen$e o%er out$omes. The mid-le%el managers ha%e aDn" %iew of management. (" traditional B" omnipotent 2" standard " smboli$ (nswer: +age !ef: , Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Eas 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 2orporate Takeo%er D*$enario" Todd works for *ea)an Te$h& an en%ironmental $onsulting firm that has 0ust been pur$hased b Gere4& #n$.& a biomedi$al resear$h organization. Based on his earl en$ounters with the new upper management from Gere4& Todd feels that *ea)an is a 7lower-ke& friendlier7 organization. ;e is $on$erned that the new $ompan will eliminate *ea)an's old $ulture& and he does not like the prospe$ts. ==" #f ou were talking with Todd and asked him what the term culture meant& he would repl that it is . (" the formal rules of an organization B" the nature of produ$ts/ser%i$es offered b the $ompan 2" the shared %alues and pra$ti$es of the firm " a set of operational pro$edures for the $ompan (nswer: 2 +age !ef: 3 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual =>" Todd is $on$erned with the degree to whi$h managers fo$us on results rather than te$hni?ues and the pro$esses used to a$hie%e those results. #n other words& Todd is $on$erned that the $ompan will emphasize o%er other dimensions of the organizational $ulture. (" stabilit B" aggressi%eness 2" attention to detail " out$ome orientation (nswer: +age !ef: 3 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual =8" Todd noti$es that management is %er $on$erned with the effe$ts of out$omes on emploees in the organization. This means that the management emphasizes the dimension of the organization's $ulture. (" stabilit B" people orientation 2" aggressi%eness " inno%ation and risk taking (nswer: B +age !ef: 3 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual 36 2opright 9 313 +earson Edu$ation& #n$. +ublishing as +renti$e ;all
Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 2hanging rganizational 2ulture D*$enario" Mar has been asked b the $ompan president to $hange the organizational $ulture to refle$t the $ompan's new organizational goals. (s e4e$uti%e %i$e president& she $ertainl understands the goals& but is reall not sure that she understands what to do about the $ulture. >" Ahi$h of the following would make Mar realize that the $ompan has a strong $ulture (" %alues are limited to the top management B" $ulture sends $ontradi$tor messages about what is important 2" most emploees are aware of $ompan histor " shared %alues and beha%iors are not $onne$ted (nswer: 2 +age !ef: 6 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Eas 2lassifi$ation: 2on$eptual >1" Mar also found out that in order to build a strong new $ulture& she should do all but whi$h of the following (" hire emploees who fit in with the $ompan's $ulture B" de%elop so$ialization pra$ti$es to build $ulture 2" en$ourage a high turno%er rate among emploees " ha%e management make organizational %alues $lear (nswer: 2 +age !ef: 6 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins perating Aithin the En%ironment D*$enario" The en%ironment pla$es $onstraints on the beha%ior of managers. *uppose ou are the manager of a real estate offi$e tring to ma4imize profits. ou attempt to understand the for$es within our organization's en%ironment. >3" #f the mortgage interest rates in$rease& this would be an e4ample of $hanging in our e4ternal en%ironment. (" e$onomi$ $onditions B" politi$al $onditions 2" so$io$ultural $onditions " demographi$ $onditions (nswer: ( +age !ef: ,= Topi$: The En%ironment b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual >6" The area in whi$h our offi$e operates has been relati%el stable in terms of land pri$es and demand. ;owe%er& ou ha%e noti$ed that demand for housing in the area usuall spikes in summer. Ahi$h of the following best des$ribes our business en%ironment (" stable and simple B" dnami$ and simple 2" stable and $omple4 " dnami$ and $omple4 (nswer: ( +age !ef: ,8 b0e$ti%e: 3 iffi$ult: Eas 2lassifi$ation: 2on$eptual >," #magine that the town to whi$h our offi$e $aters sees a sudden spurt in popularit. There has been a lot of $onstru$tion a$ti%it in the area and a number of properties are being de%eloped. The number of $ustomers has in$reased& and so ha%e our $ompetitors. #n this situation& what should ou do to redu$e en%ironmental un$ertaint (" !estru$utre our organizational hierar$h to impro%e effi$ien$ B" ($?uire or merge with one or more of our $ompetitors 2" Maintain the status ?uo b keeping our business pro$esses $onstant " 2ommuni$ate the situation $learl to all our stakeholders (nswer: B +age !ef: ((2*B: (nalti$ *kills b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: (ppli$ation
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins >" #n a short essa& differentiate between the smboli$ %iew and the omnipotent %iew of management. #n$lude spe$ifi$ e4amples of ea$h %iew to support our answer. (nswer: The dominant %iew in management theor and so$iet in general is that managers are dire$tl responsible for an organization's su$$ess or failure. This perspe$ti%e is known as the omnipotent %iew of management. #n $ontrast& others ha%e argued that mu$h of an organization's su$$ess or failure is due to e4ternal for$es outside managers' $ontrol. This perspe$ti%e is $alled the smboli$ %iew of management. a. #n the omnipotent %iew& differen$es in an organization's performan$e are assumed to be due to de$isions and a$tions of its managers. @ood managers anti$ipate $hange& e4ploit opportunities& $orre$t poor performan$e& and lead their organizations. Ahen profits are up& managers take the $redit and are rewarded with bonuses& sto$k options& and the like. Ahen profits are down& top managers are often fired in the belief that 7new blood7 will bring impro%ed results. Ahen things go well& managers also get the $reditIe%en if the had little to do with a$hie%ing the positi%e out$omes. The %iew of managers as omnipotent $an help e4plain the high turno%er among $ollege and professional sports $oa$hes& who $an be $onsidered the 7managers7 of their teams. 2oa$hes who lose more games than the win are fired and repla$ed b new $oa$hes who& it is hoped& will $orre$t the inade?uate performan$e. b. The smboli$ %iew sas that a manager's abilit to affe$t performan$e out$omes is influen$ed and $onstrained b e4ternal fa$tors. ($$ording to this %iew& it's unreasonable to e4pe$t managers to signifi$antl affe$t an organization's performan$e. #nstead& performan$e is influen$ed b fa$tors o%er whi$h managers ha%e little $ontrol su$h as the e$onom& $ustomers& go%ernmental poli$ies& $ompetitors' a$tions& industr $onditions& and de$isions made b pre%ious managers. This %iew is labeled 7smboli$7 be$ause it's based on the belief that managers smbolize $ontrol and influen$e b de%eloping plans& making de$isions& and engaging in other managerial a$ti%ities to make sense out of random& $onfusing& and ambiguous situations. ;owe%er& the a$tual part that managers pla in organizational su$$ess or failure is limited a$$ording to this %iew. #n the 188s& 2is$o *stems was the pi$ture of su$$ess. @rowing rapidl& it was widel praised b analsts for its 7brilliant strateg& masterful management of a$?uisitions and superb $ustomer fo$us.7 (s 2is$o's performan$e de$lined during the earl part of the twent-first $entur& analsts said that its strateg was flawed& its a$?uisition approa$h was haphazard& and its $ustomer ser%i$e was poor. The smboli$ %iew would suggest that de$lining performan$e was due to the e4ternal $ir$umstan$es beond the $ontrol of the managers. +age !ef: ,,-, Topi$: The Manager: mnipotent or *mboli$ b0e$ti%e: 1 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins ><" efine en%ironmental un$ertaint. Briefl dis$uss the dimensions of en%ironmental un$ertaint. (nswer: En%ironmental un$ertaint refers to the degree of $hange and $omple4it in an organization's en%ironment. The first dimension of un$ertaint is the degree of $hange. #f the $omponents in an organization's en%ironment $hanges fre?uentl& it is a dnami$ en%ironment. #f $hange is minimal& it's a stable one. ( stable en%ironment might be one with no new $ompetitors& few te$hnologi$al breakthroughs b $urrent $ompetitors& little a$ti%it b pressure groups to influen$e the organization& and so forth. egree of $hange in this $ase means $hange that's unpredi$table. #f $hange $an be a$$uratel anti$ipated& it's not an un$ertaint for managers. The other dimension of un$ertaint des$ribes the degree of en%ironmental $omple4it& whi$h looks at the number of $omponents in an organization's en%ironment and the e4tent of the knowledge that the organization has about those $omponents. (n organization with fewer $ompetitors& $ustomers& suppliers& go%ernment agen$ies& and so forth fa$es a less $omple4 and un$ertain en%ironment. rganizations deal with en%ironmental $omple4it in %arious was. 2omple4it is also measured in terms of the knowledge an organization needs about its en%ironment. +age !ef: ,8- b0e$ti%e: 3 iffi$ult: Moderate 2lassifi$ation: 2on$eptual >=" efine organizational $ulture and dis$uss its three primar impli$ations. (nswer: rganizational $ulture is the shared %alues& prin$iples& traditions& and was of doing things that influen$e the wa organizational members a$t. #n most organizations& these important shared %alues and pra$ti$es ha%e e%ol%ed o%er time and determine& in large degree& what emploees per$ei%e about their organizational e4perien$es and how the beha%e in the organization. Ahen doing their work& the organizational $ulture the 7wa we do things around here7 influen$es what emploees $an do and how the %iew& define& analze& and resol%e problems and issues.
ur definition of $ulture implies three things. First& $ulture is a perception. #ndi%iduals per$ei%e the organizational $ulture on the basis of what the see& hear& or e4perien$e within the organization. *e$ond& e%en though indi%iduals ma ha%e different ba$kgrounds or work at different organizational le%els& the tend to des$ribe the organization's $ulture in similar terms. That's the shared aspe$t of $ulture. Finall& organizational $ulture is descriptive. #t's $on$erned with how members per$ei%e the organization& not with whether the like it. #t des$ribes rather than e%aluates. +age !ef: 3 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins >>" #dentif and define the se%en dimensions that make up an organization's $ulture. (nswer: rganizational $ulture has been des$ribed as the shared %alues& prin$iples& traditions& and was of doing things that influen$e the wa organizational members a$t. #n most organizations& these shared %alues and pra$ti$es ha%e e%ol%ed o%er time. a. #nno%ation and risk taking the degree to whi$h emploees are en$ouraged to be inno%ati%e and to take risks. b. (ttention to detail the degree to whi$h emploees are e4pe$ted to e4hibit pre$ision& analsis& and attention to detail. $. ut$ome orientation the degree to whi$h managers fo$us on results or out$omes rather than on how these out$omes are a$hie%ed. d. +eople orientation the degree to whi$h management de$isions take into a$$ount the effe$ts on people in the organization. e. Team orientation the degree to whi$h work is organized around teams rather than indi%iduals. f. (ggressi%eness the degree to whi$h emploees are aggressi%e and $ompetiti%e rather than $ooperati%e. g. *tabilit the degree to whi$h organizational de$isions and a$tions emphasize maintaining the status ?uo. +age !ef: 3 Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins >8" )ist the fa$tors that influen$e the strength of an organization's $ulture and dis$uss the impa$t of a strong organizational $ulture on emploees. (nswer: rganizational $ulture has been des$ribed as the shared %alues& prin$iples& traditions& and was of doing things that influen$e the wa organizational members a$t. #n most organizations& these shared %alues and pra$ti$es ha%e e%ol%ed o%er time. Fa$tors: a. size of the organization b. how long it has been around $. how mu$h turno%er there has been among emploees d. intensit with whi$h the $ulture was originated e. high agreement regarding what is important The more emploees a$$ept the organization's ke %alues and the greater their $ommitment to those %alues& the stronger the $ulture is. *trong $ultures ha%e a greater influen$e on emploees than do weak $ultures. ne stud found that emploees in organizations with strong $ultures were more $ommitted to their organization than were emploees in organizations with weak $ultures. The organizations with strong $ultures also used their re$ruitment efforts and so$ialization pra$ti$es to build emploee $ommitment. (nd an in$reasing bod of e%iden$e suggests that strong $ultures are asso$iated with high organizational performan$e. #t's eas to understand wh a strong $ulture enhan$es performan$e. (fter all& when %alues are $lear and widel a $$epted& emploees know what the're supposed to do and what's e4pe$ted of them so the $an a$t ?ui$kl to take $are of problems& thus pre%enting an potential performan$e de$line. ;owe%er& the drawba$k is that the same strong $ulture also might pre%ent emploees from tring new approa$hes espe$iall during periods of rapid $hange. +age !ef: 3-, Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 8" ;ow is $ulture transmitted to emploees of an organization #n a short essa& e4plain the four primar forms of transmission and pro%ide an e4ample of ea$h. (nswer: 2ulture is transmitted to emploees in a number of was. The most signifi$ant are stories& rituals& material smbols& and language. a. Stories : rganizational 7stories7 tpi$all $ontain a narrati%e of signifi$ant e%ents or people in$luding su$h things as the organization's founders& rea$tions to past mistakes& and so forth. For instan$e& managers at ike feel that stories told about the $ompan's past help shape the future. Ahene%er possible& $orporate 7stortellers7 Dsenior e4e$uti%es" e4plain the $ompan's heritage and tell stories that $elebrate people getting things done. b. Rituals: 2orporate rituals are repetiti%e se?uen$es of a$ti%ities that e4press and reinfor$e the %alues of the organization& what goals are most important& and whi$h people are important. The 7+assing of the +illars7 is an important ritual at Boston *$ientifi$'s fa$ilit near Minneapolis& for e4ample. Ahen someone has a $hallenging and tough pro0e$t or assignment& the're 7awarded7 a small two-foot high plaster-of-+aris pillar to show that the'%e got support from all their $olleagues. $. Material Symbols: Material smbols $on%e to emploees who is important& the degree of e?ualit desired b top management& and the kinds of beha%ior that are e4pe$ted and appropriate. E4amples of material smbols in$lude the laout of an organization's fa$ilities& how emploees dress& the tpes of automobiles pro%ided to top e4e$uti%es& and the a%ailabilit of $orporate air$raft. (t Aorldow& a pro%ider of #nternet te$hnolog to lo$al media $ompanies& an important material smbol is an old dented drill that the founders pur$hased for J3 at a thrift store. The drill smbolizes the $ompan's $ulture of 7drilling down to sol%e problems.7 d. Language: Man organizations and units within organizations use language as a wa to identif and unite members of a $ulture. B learning this language& members attest to their a$$eptan$e of the $ulture and their willingness to help preser%e it. For instan$e& Mi$rosoft emploees ha%e their own uni?ue %o$abular: the term work judo is used to mean 7the art of defle$ting a work assignment to someone else without making it appear that ou're a%oiding it.7 +age !ef: -< Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 81" is$uss how $ulture $onstrains managers. #n$lude spe$ifi$ e4amples to supp ort our answer. (nswer: Be$ause an organization's $ulture $onstrains what managers $an and $annot do& it is parti$ularl rele%ant to managers. These $onstraints are rarel e4pli$it. The're not written down. #t's unlikel that the'll e%en be spoken. But the're there& and all managers ?ui$kl learn what to do and not to do in their organization. The link between %alues su$h as these and managerial beha%ior is fairl straightforward. For e4ample& in a so-$alled 7read-aim-fire7 $ulture& managers will stud proposed pro0e$ts first and analze them endlessl before $ommitting to them. ;owe%er& in a 7read-fire-aim7 $ulture& managers take a$tion and then analze what has been done. #f an organization's $ulture supports the belief that profits $an be in$reased b $ost $utting and that the $ompan's best interests are ser%ed b a$hie%ing slow but stead in$reases in ?uarterl earnings. Managers are unlikel to pursue programs that are inno%ati%e& risk& long term& or e4pansionar. For organizations that %alue and en$ourage workfor$e di%ersit& the organizational $ulture and thus managers' de$isions and a$tions& will be supporti%e of di%ersit efforts. #n an organization whose $ulture $on%es a basi$ distrust of emploees& managers are more likel to use an authoritarian leadership stle than a demo$rati$ one. Ah The $ulture establishes for managers what is appropriate and e4pe$ted beha%ior. (t *t. )uke's ad%ertising agen$ in )ondon& for e4ample& a $ulture shaped b the %alue pla$ed on freedom of e4pression& a la$k of $oer$ion and fear& and a determination to make work fun influen$es the wa emploees work and the wa that managers plan& organize& lead& and $ontrol. The organization's $ulture is reinfor$ed e%en b the offi$e en%ironment whi$h is open& %ersatile& and $reati%e. +age !ef: = Topi$: rganizational 2ulture b0e$ti%e: 6 iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 83" es$ribe the $hara$teristi$s of an inno%ati%e organizational $ulture. (nswer: ($$ording to *wedish resear$her @oran Ek%all& an inno%ati%e $ulture would be $hara$terized b the following: a. 2hallenge and in%ol%ement K (re emploees in%ol%ed in& moti%ated b& and $ommitted to long-term goals and su$$ess of the organization b. Freedom K 2an emploees independentl define their work& e4er$ise dis$retion& and take initiati%e in their da-to-da a$ti%ities $. Trust and openness K (re emploees supporti%e and respe$tful to ea$h other d. #dea time K o indi%iduals ha%e time to elaborate on new ideas before taking a$tion e. +lafulness/humor K #s the workpla$e spontaneous and fun f. 2onfli$t resolution K o indi%iduals make de$isions and resol%e issues based on the good of the organization %ersus personal interest g. ebates K (re emploees allowed to e4press opinions and put forth ideas for $onsideration and re%iew h. !isk-taking K o managers tolerate un$ertaint and ambiguit& and are emploees rewarded for taking risks +age !ef: > b0e$ti%e: , iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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Full file at http://testbankwizard.eu/Test-Bank-for-Management-11th-Edition-b-!obbins 86" #n a short essa& e4plain the reasons behind the in$reasing importan$e of workpla$e spiritualit in re$ent ears. ;ow $an managers best promote workpla$e spiritualit within their organizations (nswer: Aorkpla$e spiritualit is a $ulture in whi$h organizational %alues promote a sense of purpose through meaningful work taking pla$e in the $onte4t of $ommunit. rganizations with a spiritual $ulture re$ognize that people ha%e a mind and a spirit& seek to find meaning and purpose in their work& and desire to $onne$t with other human beings and be part of a $ommunit. Aorkpla$e spiritualit is important now for a number of reasons: a. Emploees are looking for was to $ounterbalan$e the stresses and pressures of a turbulent pa$e of life. b. 2ontemporar lifestles unders$ore the la$k of $ommunit that man people feel. +eople are looking for in%ol%ement and $onne$tion. $. (ging bab boomers are rea$hing mid-life and looking for something meaningful in their li%es& something beond the 0ob. d. #ndi%iduals desire to integrate their personal life %alues with their professional li%es. e. For some& formalized religion hasn't worked. These indi%iduals $ontinue to look for an$hors to repla$e a la$k of faith and to fill a growing sense of emptiness. To in$rease workpla$e spiritualit within their organizations& managers $an work to promote fi%e primar $hara$teristi$s: a Strong sense o! purpose : *piritual organizations build their $ultures around a meaningful purpose. To build spiritual organizations& managers should emphasize that while profits are important& the're not the primar %alues of the organization. b "o#us on indi$idual de$elopment: *piritual organizations re$ognize the worth and %alue of indi%iduals. To in$rease workpla$e spiritualit& managers should seek to $reate $ultures in whi$h emploees $an $ontinuall grow and learn. # %rust and openness: *piritual organizations are $hara$terized b mutual trust& honest& and openness. To promote spiritualit& managers shouldn't be afraid to admit mistakes. The should be upfront with emploees& $ustomers& and suppliers. d &mployee empoerment: The high-trust $limate in spiritual organizations& when $ombined with the desire to promote learning and growth& leads to managers empowering emploees to make most work-related de$isions. To promote spiritualit& managers should trust emploees to make thoughtful and $ons$ientious de$isions. e %oleration o! employee expression: *pirituall based organizations don't stifle emploee emotions. To promote workpla$e spiritualit& managers should $reate en%ironments in whi$h emploees $an e4press their moods and feelings without guilt or fear of reprimand. +age !ef: 8-< Topi$: rganizational 2ulture b0e$ti%e: , iffi$ult: Moderate 2lassifi$ation: 2on$eptual
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