1________ are persons who act as catalysts and assume the responsibility for managing refinement activities. 

Laggards

Whistle-blowers

Change agents

Free riders

2Confusion in who reports to whom is a weakness of which one of the following organizational structures? 

Bureaucracy

Matrix

Boundaryless

Virtual

3A(n) __________ strategy emphasizes the introduction of major new products and services.

organic

cost-minimization

innovation

mechanistic

4Strategy of differentiation consists of which of the following?

Price, support, design

Sourcing strategies, processing strategies, delivering strategies

Upstream business strategy, midstream business strategy, downstream business strategy

Cost leadership, differentiation, cost focus

5________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being. 

Organizational development

Operant conditioning

Organizational polarization

Organizational restructuring

5________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being. 

Organizational development

Operant conditioning

Organizational polarization

Organizational restructuring

6Which of the following factors is least likely to have an impact on organizational structure?

Strategy

Technology

Size

Location

7Decision making within which one of the following organizational structures follows a strict chain of command?

Virtual

Bureaucracy

Matrix

Boundaryless

8Which of the following is least likely to realize a competitive advantage for an organization?

Superior skills

Superior resources

Superior strategy

Superior position

9It is easiest for management to deal with resistance when it is

passive

overt

implicit

deferred

10Which of the following is the last step in Kotter’s eight-step plan for implementing change?

Establish a sense of urgency by creating a compelling reason for why change is needed.

Communicate the vision throughout the organization.

Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.

11Sometimes, businesses find it necessary to reconceive their core business. Which of the following would be the least effective strategy for doing so? 

Business recombination

Core relocation

Business redefinition

Business customization

12Which of the following statements is true regarding innovation?

Interunit communication is low in innovative organizations.

Organic structures negatively influence innovation.

Innovation is nurtured when there is an abundance of resources.

Innovative organizations reward both successes and failures.

13Entering into various types of business ventures outside of the realm of an organization’s usual type of business is an example of a ________ strategy. 

chain integration

diversification

customizing

Undifferentiating

14Which of the following is an example of an individual source of resistance to change?  

Product orientation

Employee orientation

Structural inertia

Fear of the unknown

15Culture is most likely to be a liability when 

the organization’s environment is dynamic

the organization scores low on the degree of formalization

the organization is highly centralized

the organization’s management is highly efficient

16A(n) ________ organization is an organization that takes on a life of its own, apart from its founders and members, and is valued for itself and not for the goods or services it produces.  

centralized

matrix

virtual

institutionalized

17Which of the following is least likely to lend to a simple organizational structure?

Little departmentalization

Formalized rules and regulations

Centralized authority

Wide span of control

18Which of the following is the first step in Kotter’s eight-step plan for implementing change?

Form a coalition with enough power to lead change.

Create a new vision to direct the change and strategies for achieving the vision.

Plan for, create, and reward short-term “wins” that move the organization toward the new vision.

Establish a sense of urgency by creating a compelling reason for why change is needed.

19Idea champions display characteristics associated with _________ leadership. 

narcissistic

laissez-faire

autocratic

transformational

20Which of the following is typically a characteristic of the mechanistic model of organization?

Rigid departmentalization

Wide span of controls

Decentralized management

Low formalization

21Which of the following statements is true regarding the functions of culture in an organization?

It hinders the generation of commitment to something larger than individual self-interest among employees.

It reduces the stability of the organizational system.

It conveys a sense of identity for organization members.

It does not affect employees’ attitudes and behavior.

22The deemphasizing of hierarchical authority and control in organizational development is referred to as

vertical blending

horizontal integration

trust and support

power equalization

23Which of the following resistances to change is implicit?

Increased error

Strike

Complaint

Resignation

24The focus of a single segmentation within a scope strategy is known as a _______ strategy.

customizing

unsegmentation

segmentation

Niche

25Which of the following actions can extinguish risk taking and innovation? 

Long tenure in management

Encouraging experimentation

Using organic organizational structures

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