-
Chapter 3 Organizational Culture and Environment: The Constraints
TRUE/FALSE QUESTIONS
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
1.
In the symbolic view of management, managers are seen as directly responsible for an
organization’s success or failure.
2.
The current dominant assumption in management theory suggests that managers are
omnipotent.
3.
The view of managers as omnipotent is consistent with the stereotypical picture of the
take-charge
business
executive
who
can
overcome
any
obstacle
in
carrying
out
the
organization’s objectives.
4.
The symbolic view of management impact is useful in explaining the high turnover
among
college
and
professional
sports
coaches,
who
can
be
considered
the
“managers” of their teams.
5.
In the omnipotent view of management, much of an organization’s success or failure
is due to forces outside management’s control.
6.
In the symbolic view of management, it is unreasonable to expect managers to have a
significant
effect on the organization’s performance.
7.
In the omnipotent view of management, a
manager’s role is to create meaning out of
randomness, confusion, and ambiguity.
THE ORGANIZATION’S CULTURE
8.
An organizational culture refers to a system of shared meaning.
9.
Organizational cultures influence how employees behave in an organization.
10.
Organizational culture is a perception, not reality.
11.
Presently, there is no method for analyzing or assessing organizational culture.
12.
Strong cultures have more influence on employees than do weak cultures.
13.
An increasing body of evidence suggests that strong cultures are associated with high
organizational performance.
14.
Compensation structures are considered to be a primary dimension of organizational
culture.
15.
Most organizations have very weak cultures.
16.
An organization’s founder has little influence on its culture.
17.
Rituals are repetitive sequences of activities that express and reinforce the key values
of an organization.
18.
Organizational
stories
typically
contain
a
narrative
regarding
significant
events
or
people.
19.
Employee stock options
are
one
example of a material
symbol
that might
represent
organizational culture.
20.
The link between values and managerial behavior is fairly straightforward.
CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS
21.
A strong ethical culture is likely to have a powerful positive influence on employee
behavior.
22.
Low risk tolerance generally leads to high ethical standards within an organization.
23.
Companies that allow their employees freedom tend to encourage innovative cultures.
24.
To
encourage
a
customer-responsive
culture,
organizations
should
formalize
and
enforce strict customer service policies.
25.
Customer
service
employees
tend
to
provide
better
customer
service
when
they
are
very clear about their employee roles.
26.
To
increase
customer
responsiveness,
organizations
should
hire
employees
who
are
outgoing and friendly.
THE ENVIRONMENT
27.
The part of the environment directly related to
achievement of an organization’s goals
is the specific environment.
28.
The
general
environment
refers
to
environmental
factors
operating
inside
an
organization.
29.
Environmental
uncertainty
can
be
divided
into
two
dimensions:
degree
of
trust
and
degree of integration.
30.
Because
certainty
is
a
threat
to
an
organization’s
effectiveness,
managers
try
to
minimize it.
31.
The term
suppliers
includes providers of financial and labor inputs.
32.
Industry conditions are an example of an organization’s general environment.
33.
Economic conditions are part of the organization’s specific environment.
MULTIPLE-CHOICE QUESTIONS
For each of the following choose the answer that
most completely
answers the question.
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
34.
Which of the following represent the two views of managerial impact on the success
or failure of the organization?
a.
omnipotent and symbolic
b.
omnipotent and reflective
c.
symbolic and interactive
d.
reflective and interactive
35.
The omnipotent view of management states that ________________.
a.
the top manager is the only person in charge
b.
managers are directly responsible for an organization’s success or failure
c.
that
there
is
only
one
boss
in
the
organization,
and
she
or
he
is
responsible
for
delegating orders
d.
managers have
little or no responsibility for an organization’s success or failure
36.
The
__________
view
of
management
is
consistent
with
the
stereotypical
picture of the take- charge business executive who can overcome any obstacle
in carrying out the organization’s
objectives.
a.
omnipotent
b.
symbolic
c.
functional
d.
systems
37.
Which
of
the
following
most
accurately
reflects
the
symbolic
view
of
management?
a.
M
anagers are directly responsible for an organization’s success or failure
.
b.
Managers have little or no responsibility
for an organization’s success or failure
.
c.
E
xternal forces are directly responsible for an organization’s success or failure
.
d.
E
mployees are directly responsible for an organization’s success or failure
.
38.
Internal constraints that restrict a manager’s
decision options _______________.
a.
exist within every organization
b.
do not exist, as all managers have decision-making discretion
c.
exist only to the extent that upper management imposes them
d.
exist only to the extent that followers won’t do as they are told
39.
The current dominant assumption in management theory suggests _______________.
a.
a balanced view of managers as symbolic and omnipotent
b.
an emphasis on the view that managers are symbolic
c.
an emphasis on the view that managers are omnipotent
d.
that both the symbolic and omnipotent views are obsolete
40.
According
to
the
symbolic
view,
managers
have
a(n)
_____________
effect
on
substantive organizational outcomes.
a.
neutral
b.
controlling
c.
limited
d.
unlimited
41.
Managers
may
be
able
to
expand
their
areas
of
discretion
by
_______________.
a.
telling their employees what to do
b.
changing and influencing their organization’s culture and environment
c.
electing new government officials at the federal and state level
d.
changing employers and working for a different boss
42.
The
symbolic
view
of
management
is
based
upon
the
belief
that
managers
symbolize _________.
a.
control and influence
b.
ambiguity and confusion
c.
stakeholders’ interests
d.
decisions of top management
43.
In reality, managers are most accurately viewed as _________.
a.
dominant over an organization’s environment
b.
neither helpless nor all powerful
c.
powerless to influence an organization’s performance
d.
ultimately responsible for organizational outcomes
THE ORGANIZATION’S CULTURE
44.
The culture of an organization is analogous to the _____________ of an individual.
a.
skills
b.
personality
c.
motivation
d.
ability
45.
All organizational cultures consist of each of the following except _________.
a.
shared values
b.
principles
c.
innovation
d.
traditions
46.
Organizational
culture
is
concerned
with
how
members
perceive
the
organization, not whether they __________.
a.
like the organization
b.
like their peers
c.
like their bosses
d.
like their customers
47.
Strong cultures _____________.
a.
are found in organizations with high employee turnover
b.
have a minimal influence on employee decision making
c.
can be found in all organizations that exist
d.
have a greater influence on employees than do weak cultures
48.
Employees in organizations with strong cultures _______________.
a.
are more committed to their organizations
b.
are more likely to leave their organizations
c.
are more willing to perform illegal activities
d.
are more likely to follow directives from peers
49.
Which
of
the
following
phrases
is
associated
with
the
definition
of
organizational
culture?
a.
individual response
b.
shared meaning
c.
diversity of thought
d.
explicit directions
50.
Which of the following is not considered to be a dimension of organizational culture?
a.
attention to detail
b.
people orientation
c.
purchasing policies
d.
aggressiveness
51.
Which of the following dimensions of organizational culture is defined as the degree
to
which
an
organization’s
actions
and
decisions
emphasize
maintaining
the
status
quo?
a.
stability
b.
outcome orientation
c.
team orientation
d.
innovation and risk taking
52.
A company whose managers focus on results, rather than how results are achieved,
most likely possesses a high degree of which of the following?
a.
outcome orientation
b.
people orientation
c.
team orientation
d.
aggressiveness
53.
Sony
Corporation’s
focus
on
product
innovation
is
an
example
of
which
of
the
following dimensions of organizational culture?
a.
attention to detail
b.
people orientation
c.
outcome orientation
d.
aggressiveness
54.
Which of the following most accurately reflects the difference between strong
cultures and weak cultures?
a.
Strong cultures
tend to
encourage employee innovation,
while
weak
cultures
do
not.
b.
Weak
cultures
are
found
in
most
organizations,
whereas
strong
cultures
are
relatively rare.
c.
Strong
cultures
have
less
of
an
influence
on
employee
behavior
than
do
weak
cultures.
d.
Company values are more deeply held and widely shared in strong cultures than in
weak cultures.
55.
Corporate ___________ are repetitive sequences of activities that express and
reinforce the values of an organization.
a.
languages
b.
rituals
c.
symbols
d.
ceremonies
56.
Which of the following represents
the most significant
ways through which
corporate cultures are transmitted to employees?
a.
rituals, myths, competitions, and language
b.
symbols, rituals, language, and business systems
c.
stories, rituals, symbols, and language
d.
language, stories, rituals, and rewards
57.
When employees at Microsoft use terms such as
work judo, eating your own
dog food,
and
flat food
, they are using organizational __________.
a.
languages
b.
rituals
c.
symbols
d.
ceremonies
58.
Most organizations have ____________ cultures.
a.
very weak
b.
weak to moderate
c.
moderate
d.
moderate to strong
59.
The original source of an organization’s culture usually ________________.
a.
is shared among the first workers hired into the organization
b.
is formulated by the board of directors when the organization is formed
c.
identifies what the organization is successful doing
d.
reflects the vision or mission of the organization’s founder
60.
Organizational
_____________
typically
contain
narratives
about
significant
events
or people in the organization.
a.
stories
b.
rituals
c.
charts
d.
material symbols
61.
All of the following are mentioned in the textbook as examples of material symbols
except ____________.
a.
employee dress attire
b.
size of employee offices
c.
availability of stock options
d.
reserved parking spaces for certain employees
62.
The link between organizational values and managerial behavior is _____________.
a.
usually uncertain
b.
fairly straightforward
c.
often highly complex
d.
relatively dynamic
63.
In learning an organization
’s
specific language, members are displaying their
_________________.
a.
willingness to communicate with the
organization’s
stockholders
b.
confidence that they will soon be promoted to greater responsibility
c.
willingness to help preserve the culture of the organization
d.
consent to share material symbols with the other members of the organization
64.
An organization’s culture
affects managers by ______________.
a.
providing them with additional decision-making power
b.
restricting them from disciplining certain employees
c.
encouraging them to bend or even break company rules
d.
establishing what is appropriate and expected behavior
CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS
65.
Which of the following is most likely to have a highly ethical organizational culture?
a.
a highly aggressive, competitive business
b.
a company with high risk tolerance
c.
a business that focuses strictly on outcomes
d.
a business with outgoing and friendly employees
66.
To encourage ethical cultures, managers should _________________.
a.
enforce strict discipline policies
b.
encourage employees to compete
c.
act in their own self-interest
d.
serve as visible role models
67.
A
company
that
primarily
values
a
strong
sense
of
purpose
through
meaningful work has a(n) _________________ organizational culture.
a.
spiritual
b.
customer- responsive
c.
ethical
d.
innovative
68.
Conscientious
employees
with
good
listening
skills
are
highly
valuable
for
building a(n) _________________ organizational culture.
a.
ethical
b.
innovative
c.
customer-responsive
d.
spiritual
69.
An innovative organizational
culture is
characterized by all of the following
characteristics except _________________.
a.
freedom
b.
conformity
c.
debates
d.
risk taking
70.
Workplace spirituality has become important in the contemporary
workplace
because it helps to _________________.
a.
reduce unemployment rates
b.
boost company profits
c.
restore a sense of community
d.
bring religion into business
71.
Which of the following is most characteristic of an organization with a strong
spiritual culture?
a.
Employees are encouraged to express themselves.
b.
Such companies experience high employee turnover.
c.
Employees are rewarded for innovation and risk taking.
d.
Employees are required to join organized religions.
72.
Which of the following best characterizes the relationship between spirituality
and business profitability?
a.
Evidence shows that spirituality and business profitability are incompatible.
b.
Limited evidence suggests that spirituality may be compatible with profitability.
c.
Research shows that workplace spirituality constrains employee performance.
d.
High productivity has been extensively documented in spiritual workplaces.
THE ENVIRONMENT
73.
External environment refers to _________________.
a.
forces outside the organization that limit
the organization’s
performance
b.
factors
and
forces
outside
the
organization
that
affect
the
organization’s
performance
c.
forces
and
institutions
inside
the
organization
that
affect
the
organization’s
performance
d.
forces inside the organization that increase
the organization’s
performance
74.
According
to
the
textbook,
the
_______________
environment
includes
those
constituencies that have a direct
and immediate impact
on managers’ decisions
and
actions and are directly relevant to the achievement of the organization’s goals.
a.
general
b.
specific
c.
secondary
d.
forward
75.
An organization’s specific environment ________________.
a.
is unique and changes with conditions
b.
is the same regardless of the organization’s age
c.
is determined by the top level of management
d.
must be quantified to establish its existence
76.
The
main
forces
that
make
up
an
organization’s
specific
environment
are
__________.
a.
suppliers, legislators, customers, and employees
b.
customers, suppliers, competitors, and pressure groups
c.
employees, competitors, pressure groups, and regulators
d.
suppliers, employees, competitors, and legislators
77.
Organizations exist to meet the needs of which of the following constituencies?
a.
customers
b.
legislators
c.
suppliers
d.
competitors
78.
When you think of an organization’s suppliers, you
________________.
a.
know that they are the main customers of the organization
b.
typically think of governments that pass the laws the organization must follow
c.
know that they are located close to the organization itself
d.
typically think in terms of organizations that provide materials and equipment
79.
Managers seek to ensure a steady __________________.
a.
cash flow from stockholders into the organization
b.
flow of needed inputs at the lowest price available
c.
flow of customers at the company’s outlet store
d.
flow of suppliers to keep the competition among suppliers at a peak
80.
Each
of
the
following
is
considered
an
organizational
supplier
except
providers of __________________.
a.
financial inputs
b.
labor inputs
c.
materials
d.
political pressure
81.
The
Internet
is
having
an
impact
on
determining
whom
an
organization’s
competitors are because it has _____________.
a.
defined the common markets for organizations
b.
made certain products invaluable to customer
c.
virtually eliminated the need for shopping malls
d.
virtually eliminated geographic boundaries
82.
For a company such as Walt Disney World in Florida, a bank would be an example of
what kind of factor in their specific environment?
a.
competitor
b.
supplier
c.
special-interest group
d.
government agency
83.
Which of the following is not an example of a specific environmental factor?
a.
population demographics
b.
political conditions
c.
federal laws
d.
all of the above
84.
For organizations such as hospitals, which hire nurses, the labor union and the local
labor market are examples of which of the following specific environmental factors?
a.
competitor and supplier
b.
customer and pressure group
c.
both are examples of suppliers
d.
both are examples of pressure groups
85.
Typically, the specific organizational environment includes which of the following?
a.
economic factors
b.
political conditions
c.
technological factors
d.
competitors
86.
United Parcel Service represents which of the following to the U.S. Postal Service?
a.
competitor
b.
supplier
c.
customer
d.
government agency
87.
The
general
environment
factor
of
economic
conditions
consists
of
all
of
the
following except _______________.
a.
legislation recently passed by Congress
b.
interest rates
c.
changes in disposable income
d.
stock market fluctuations
88.
Sociocultural conditions consist of _______________.
a.
demographic profiles of an
organization’s suppliers
b.
legal issues as determined by court decisions
c.
the level of unemployment and real economic incomes of workers
d.
changing expectations and values within society
89.
To a national broadcast network such as NBC, your home DVD player is considered a
_____________.
a.
customer
b.
supplier
c.
special-interest group
d.
competitor
90.
Groups such as Mothers Against Drunk Driving (MADD) are examples of what factor
in the specific external environment?
a.
competitors
b.
pressure groups
c.
customers
d.
government agencies
91.
Typically, the general organizational environment includes which of the following?
a.
political conditions
b.
business plans
c.
stakeholders
d.
suppliers
92.
Compared
to
the
specific
environment,
which
of
the
following
is
an
accurate
statement about the general environment of an organization?
a.
It has less impact on the organization’s operations.
b.
It has more impact on the organization’s operations.
c.
It has about
the same impact on an organization’s operations.
d.
It is predominantly the concern of upper management.
93.
Which of the following is not a component
of an organization’s general environment?
a.
economic conditions
b.
political conditions
c.
social conditions
d.
industry conditions
94.
Interest rates, inflation rates, and stock market fluctuations are all examples of what
factor in an organization’s general environment?
a.
economic
b.
political
c.
social
d.
technological
95.
The Americans with Disabilities Act of 1990 is an example of a __________.
a.
sociolegal condition
b.
political/legal condition
c.
political/sociological condition
d.
sociocultural condition
96.
A decrease in contributions from the public to the United Way charity is most likely
the result of which of the following general environmental factors?
a.
b.
c.
d.
political
social
technological
economic
97.
Which of the following groups includes individuals who were born between the years
1946
–
1964?
a.
the Depression group
b.
the World War II group
c.
the baby boomers
d.
Generation X
98.
The
members
of
which
of
the
following
groups
are
behaving
in
fundamentally
different ways that are likely to greatly impact organizations and managers?
a.
the Depression group
b.
the World War II group
c.
the baby boomers
d.
Generation Y
99.
Automation represents an example of a(n) __________ general environmental
factor.
a.
technological
b.
demographic
c.
political/legal
d.
economic
100.
Which
of
the
following
has
been
the
most
rapidly
changing
component
in
an
organization’s general environment?
a.
global
b.
economic
c.
social
d.
technological
101.
Which of the following best represents a
global
general environmental factor?
a.
increased surveillance
b.
education levels
c.
electronic meetings
d.
international markets
102.
Which of the following are the two dimensions of environmental uncertainty?
a.
degree of change and degree of complexity
b.
degree of change and degree of volume
c.
degree of complexity and degree of impact
d.
degree of impact and degree of timing
103.
If the components of
an organization’s environment change frequently
, the
organization is operating in a __________ environment.
a.
disruptive
b.
diverse
c.
dynamic
d.
difficult
104.
Managers try to minimize __________ because it threatens organizational
effectiveness.
a.
product development
b.
uncertainty
c.
price charges
d.
the number of suppliers
105.
__________
are
any
constituencies
in
an
organization’s
external
environment that are affected by the organization’s decisions and actions.
a.
Stockholders
b.
Pressure groups
c.
Suppliers
d.
Stakeholders
106.
Degree
of
_______________
refers
to
the
number
of
components
in
an
organization’s environment and the extent of the knowledge that the organization has
about those components.
a.
stability
b.
openness
c.
complexity
d.
transition
107.
The first step of managing external stakeholder relationships is to identify whom
the stakeholders are. The second step is to _________________.
a.
determine
what
specific
approach
should
be
used
to
manage
the
stakeholder
relationship
b.
determine
what
the
courts
might
do
when
stakeholder
files
a
claim
against
the
organization
c.
determine what particular interests or concerns these stakeholders might have
d.
determine how many stakeholders there are in each stakeholder group
SCENARIOS AND QUESTIONS
For each of the following, choose the answer that
most completely
answers the question.
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
Apex Construction has hired Wendell Phillips to provide management consulting for the
organization.
Wendell’s
first
assignment
involves
helping
the
company
to
improve
productivity by recommending ways to strengthen managers’ supervisory skills.
108.
Wendell n
otices that the company’s top
executives share a
belief
that
managers
are directly responsible for the organization’s success or failure
. This
belief reflects
a(n) ______________ view of management.
a.
traditional
b.
omnipotent
c.
standard
d.
symbolic
109.
Wendell interviews many middle-level managers and discovers that they share a
different
view
of
management.
These
individuals
believe
that
external
factors
constrain
managers’
influence
over
outcomes.
The
mid
-level
managers
have
a
_____________ view of management.
a.
traditional
b.
omnipotent
c.
standard
d.
symbolic
THE ORGANIZATION’S CULTURE
Corporate Takeover (Scenario)
Todd
works
for
SeaLan
Tech,
an
environmental
consulting
firm
that
has
just
been
purchased
by
Zerex,
Inc.,
a
biomedical
research
organization.
Based
on
his
early
encounters
with
the
new
upper
management
from
Zerex,
Todd
feels
that
SeaLan
is
a
“lower
-key,
fr
iendlier”
organization.
He
is
concerned
that
the
ne
w
company
will
eliminate SeaLan
’s old culture, and he does not like the prospects.
110.
If
you
were
talking
with
Todd
and
asked
him
what
the
term
culture
meant,
he
would reply that, basically, it is _________________.
a.
the formal rules of an organization
b.
the nationality of the workers in the company
c.
a system of shared meaning
d.
a system that reflects diversity and respect for differences
111.
Todd
is
concerned
with
the
degree
to
which
managers
focus
on
results
or
outcomes rather than techniques and the processes used to
achieve those outcomes.
He is concerned with _____________.
a.
stability
b.
aggressiveness
c.
team orientation
d.
outcome orientation
-
-
-
-
-
-
-
-
本文更新与1970-01-01 08:00，由作者提供，不代表本网站立场，转载请注明出处：https://www.bjmy2z.cn/gaokao/555546.html
-
上一篇：没有了
下一篇：没有了