LDR531 LDR/531 Week 5 Quiz

1. Which of the following is typically a
characteristic of the mechanistic model of organization?
Low formalization
Decentralized management
Wide span of controls
Rigid departmentalization
2. Which of the following actions can extinguish risk taking and innovation?
Using organic organizational structures
Rewarding for the absence of failures rather than for the presence of success
Long tenure in management
Encouraging experimentation
3. Culture is most likely to be a
liability when
the organization’s management is highly efficient
the organization scores low on the degree of formalization
the organization’s environment is dynamic
the organization is highly centralized
4. Strategy of differentiation consists
of which of the following?
Price, support, design
Cost leadership, differentiation, cost focus
Upstream business strategy, midstream business strategy, downstream business
Sourcing strategies, processing strategies, delivering strategies
5. Decision making within which one of
the following organizational structures follows a strict chain of command?
6. Which of the following factors is
least likely to have an impact on organizational structure?
7. The deemphasizing of hierarchical
authority and control in organizational development is referred to as
trust and support
vertical blending
horizontal integration
power equalization

8. Which 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 does not affect employees’ attitudes and behavior.
It conveys a sense of identity for organization members.
9. Which of the following is the first
step in Kotter’s eight-step plan for implementing change?
Create a new vision to direct the change and strategies for achieving the
Establish a sense of urgency by creating a compelling reason for why change is
Form a coalition with enough power to lead change.
Plan for, create, and reward short-term “wins” that move the organization
toward the new vision.
10. Which of the following is least
likely to lend to a simple organizational structure?
Centralized authority
Formalized rules and regulations
Little departmentalization
Wide span of control
11. Confusion in who reports to whom is
a weakness of which one of the following organizational structures?
12. Which of the following is least
likely to realize a competitive advantage for an organization?
Superior strategy
Superior resources
Superior skills
Superior position
13. Which of the following is the last
step in Kotter’s eight-step plan for implementing change?
Consolidate improvements, reassess changes, and make necessary adjustments in
the new programs.
Establish a sense of urgency by creating a compelling reason for why change is
Communicate the vision throughout the organization.
Reinforce the changes by demonstrating the relationship between new behaviors
and organizational success.
14. Idea champions display
characteristics associated with _________ leadership.
15. Entering 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
16. A(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
17. It is easiest for management to deal
with resistance when it is
18. Which of the following statements is
true regarding innovation?
Innovation is nurtured when there is an abundance of resources.
Innovative organizations reward both successes and failures.
Organic structures negatively influence innovation.
Interunit communication is low in innovative organizations.
19. Which of the following resistances
to change is implicit?
Increased error
20. A(n) __________ strategy emphasizes
the introduction of major new products and services.
21. The focus of a single segmentation
within a scope strategy is known as a _______ strategy.
22. Sometimes, businesses find it
necessary to reconceive their core business. Which of the following would be
the least effective strategy for doing so?
Core relocation
Business customization
Business recombination
Business redefinition
23. ________ are persons who act as
catalysts and assume the responsibility for managing refinement activities.
Change agents
Free riders
24. ________ is a collection of change
methods that seek to improve organizational effectiveness and employee
Organizational restructuring
Operant conditioning
Organizational polarization
Organizational development
25. Which of the following is an example
of an individual source of resistance to change?
Structural inertia
Fear of the unknown
Product orientation
Employee orientation

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