CHAPTER 14: Organizational Theory and Development Flashcards
1
Q
Organizational theory is a set of propositions that explains or predicts:
A)which organizations are apt to make the most money.
B)how hierarchical structure predicts dysfunction in an organization.
C)how groups and individuals behave in different organizational structures.
D)how humans tend to naturally arrange themselves into groups.
A
C)how groups and individuals behave in different organizational structures.
2
Q
One of the tenets of classical organizational theory is that:
A)scientific analysis will identify the one best way to organize for production.
B)organizations exist for humanitarian reasons.
C)employee empowerment maximizes productivity.
D)economic principles are irrational.
A
A)scientific analysis will identify the one best way to organize for production.
3
Q
One of the tenets of classical organizational theory is that:
A)scientific analysis will identify several effective ways to accomplish productivity goals.
B)organizations exist to accomplish productivity goals.
C)employee satisfaction maximizes the bottom line.
D)economic principles are irrelevant to organizations.
A
B)organizations exist to accomplish productivity goals.
4
Q
One of the tenets of classical organizational theory is that:
A)empiricism has no bearing on how organizations work.
B)organizations exist to ensure that humans feel fulfilled and part of something larger.
C)employees can determine the best approach to work on their own.
D)people and organizations can be guided by rational economic principles.
A
D)people and organizations can be guided by rational economic principles.
5
Q
Who developed the school of thought known as Scientific Management?
A)Max Weber
B)D. M. McGregor
C)Frederick Taylor
D)Michael Hitt
A
C)Frederick Taylor
6
Q
Taylor’s theory of Scientific Management compared organizations to a:
A)web.
B)terrarium.
C)football team.
D)machine.
A
D)machine.
7
Q
Scientific Management might examine variables such as:
A)light and temperature.
B)friendship and support.
C)leadership and motivation.
D)reaction times and cognition.
A
A)light and temperature.
8
Q
Taylorism suggests that:
A)anyone can complete a job if it is broken down into simple tasks.
B)there is one best way to get a job done.
C)any job can be satisfying with good leadership.
D)small teams are more efficient than large teams.
A
B)there is one best way to get a job done.
9
Q
Which school of thought was based on the notion that there is one best way to get the job done?
A)Theory X
B)Theory Y
C)open-system theory
D)Scientific Management
A
D)Scientific Management
10
Q
What is the first step of the Scientific Management process?
A)gathering data from workers
B)combining data collection and training to create efficiency
C)selecting and training workers
D)redistributing work
A
A)gathering data from workers
11
Q
What is the final step of the Scientific Management process?
A)gathering data from workers
B)combining data collection and training to create efficiency
C)selecting and training workers
D)redistributing work
A
D)redistributing work
12
Q
_____ studied organizations and developed the idea of bureaucracy in organizations.
A)Max Weber
B)Frederick Taylor
C)D. M. McGregor
D)Daniel Katz and Robert Kahn
A
A)Max Weber
13
Q
Bureaucratic organizations engage in _____ to avoid asking people to perform tasks requiring skills they do not have.
A)centralized decision-making
B)divisions of labor
C)spans of control
D)negative entropy
A
B)divisions of labor
14
Q
Bureaucracies aim to find just the right number of subordinates who report to a given supervisor. This is known as:
A)standardization of teams.
B)division of labor.
C)centralized decision-making.
D)span of control.
A
D)span of control.
15
Q
The four features of a bureaucratic organization are: division of labor, top-down pyramid hierarchy, delegation of authority, and:
A)gainsharing.
B)appreciative inquiry.
C)span of control.
D)knowledge management.
A
C)span of control.
16
Q
The four features of a bureaucratic organization are: span of control, top-down pyramid hierarchy, division of labor, and:
A)culture change.
B)delegation of authority.
C)reengineering.
D)sensemaking.
A
B)delegation of authority.
17
Q
The four features of a bureaucratic organization are: division of labor, span of control, delegation of authority, and:
A)sensemaking.
B)appreciative inquiry.
C)knowledge management.
D)top-down pyramid hierarchy.
A
D)top-down pyramid hierarchy.
18
Q
Brian is a manager who tries to take charge of everything rather than delegating work to his subordinates and holding them responsible for their work. Brian is most likely a(n):
A)change agent.
B)interventionist.
C)micro-manager.
D)sensemaker.
A
C)micro-manager.
19
Q
Katz and Kahn (1978) introduced two additional issues into Weberian bureaucracy: standardization of tasks and:
A)division of labor.
B)appreciative inquiry.
C)span of control.
D)centralized decision-making.
A
D)centralized decision-making.
20
Q
Katz and Kahn (1978) introduced two additional issues into Weberian bureaucracy: centralized decision-making and:
A)delegation of authority.
B)negative entropy.
C)span of control.
D)standardization of tasks.
A
D)standardization of tasks.
21
Q
The theory that introduced employees’ motives, goals, and aspirations, as well as the supervisor-subordinate relationship, into the study of organizations was:
A)humanistic theory.
B)Scientific Management theory.
C)total quality management theory.
D)open-system theory.
A
A)humanistic theory.
22
Q
_____ developed Theory X and Theory Y.
A)Frederick Taylor
B)Max Weber
C)D. M. McGregor
D)W. Edwards Deming
A
C)D. M. McGregor
23
Q
The theory that assumes that the average employee is gullible, not very bright, self-centered, and lacks ambition is:
A)open-system theory.
B)bureaucratic theory.
C)Theory X.
D)Theory Y.
A
C)Theory X.
24
Q
Lexie believes her employees are lazy, and in order to get them to work, she has to supervise them closely and control their behaviors. The theory that best describes Lexie’s management style is:
A)Theory X.
B)Theory Y.
C)Theory Z.
D)Scientific Management.
A
A)Theory X.
25
Bertram believes that his employees can be effective if he finds ways to give them responsibility and help them work toward goals. Bertram's approach to management is best described by:
A)Scientific Management.
B)Theory X.
C)Theory Y.
D)bureaucratic theory.
A)Scientific Management.
26
Ellyn believes that her employees have a strong capacity for assuming responsibility for their work; Gino believes that his workers are lazy and must be supervised at all times. Ellyn subscribes to _____, while Gino subscribes to _____.
A)Theory X; Theory Y
B)Theory Y; Theory X
C)negative entropy; equifinality
D)equifinality; negative entropy
B)Theory Y; Theory X
27
Which assumption would be held by an organization that subscribes to a Theory Y orientation?
A)The average employee is indifferent to organizational needs.
B)Employees have become passive and resistant as a result of their experience within organizations.
C)The average employee dislikes responsibility.
D)Management of employees requires modifying their behavior to fit the needs of the organization.
B)Employees have become passive and resistant as a result of their experience within organizations.
28
Which researchers are credited with the development of open-system theory?
A)Frederick Taylor and Michael DeVader
B)D. M. McGregor and Kevin Ford
C)Daniel Katz and Robert Kahn
D)Robert Lord and Christy DeVader
C)Daniel Katz and Robert Kahn
29
In contrast to _____, which asserts that there is one best way to do something, _____ and the concept of equifinality suggest that there are many ways to reach the same end result.
A)open-systems theory; Scientific Management
B)Theory X; Scientific Management
C)Scientific Management; Theory X
D)Scientific Management; open-systems theory
D)Scientific Management; open-systems theory
30
Which open-system principle refers to an organization's avoidance of movement toward death by continuing to import energy from outside its system?
A)differentiation
B)equifinality
C)negative entropy
D)steady state
C)negative entropy
31
Katz and Kahn's (1978) open-system theory is based on which discipline's principles?
A)biology
B)philosophy
C)physics
D)economics
A)biology
32
According to open-system theory, _____ is the ability of a system to reach the same end state in different ways.
A)differentiation
B)equifinality
C)negative entropy
D)positive entropy
B)equifinality
33
Which of these is an important characteristic shared by organizational development (OD) programs?
A)top management support
B)short-term processes
C)limited involvement
D)centralized decision-making
A) top management support
34
Which of these is an important characteristic shared by organizational development (OD) programs?
A)They are supported and initiated by top management.
B)They involve a short-term process.
C)They involve only the CEO.
D)They focus on the importance of having a strong hierarchy.
A)They are supported and initiated by top management.
35
According to Michael Hitt, a major change that successful companies will have to navigate through in the new millennium involves:
A)a manufacturing focus.
B)partial quality management.
C)globalization.
D)culture elimination.
C)globalization.
36
According to Michael Hitt, a major change that successful companies will have to navigate through in the new millennium involves:
A)decrease in diversity.
B)positive entropy
C)egalitarianism
D)technological advances
D)technological advances
37
According to Michael Hitt's (2000) work on organizational development (OD), which of these is important if a company wants to keep up with the increasingly fast-paced environment?
A)an increased reliance on automatic routines
B)creative and well-trained employees
C)greater secretiveness within work groups
D)managers who work effectively with step-by-step instructions
B)creative and well-trained employees
38
As a result of the technological revolution, in order to thrive, organizations must:
A)employ a larger number of employees.
B)hire a more specialized and less diverse workforce.
C)be more strategically flexible.
D)adhere to business plans that have worked in the past.
C)be more strategically flexible.
39
Which of these is an element of organizational change?
A)change agents
B)sensemaking
C)positive training climates
D)bona fide occupational qualifications
B)sensemaking
40
Theresa, who owns a baby clothing store, has noticed that her customers are requesting products that are environmentally friendly. She initiates a new program in which she rewards employees for identifying promising new products they should carry in the store. In this case, the "change agent" is:
A)Theresa.
B)Theresa's employees.
C)the reward program Theresa has designed.
D)future customers of the store.
A)Theresa.
41
Liza, who owns a art supply store, has noticed that her customers are requesting products that are environmentally friendly. She initiates a new program in which she rewards employees for identifying promising new products they should carry in the store. In this case, the "client" is:
A)Liza.
B)Liza's employees.
C)the reward program Liza has designed.
D)future customers of the store.
B)Liza's employees.
42
Zee, owner of a car repair shop, noticed that female customers were often dissatisfied with the shop's service because they felt the car mechanics didn't clearly explain what the problem was with their cars. As a result, Zee now provides the mechanics with a checklist they must go through when they talk with clients. He uses the completed checklists to help evaluate mechanic performance. In this case, the "intervention" is:
A)Zee.
B)the car mechanics.
C)the checklist procedure Zee designed.
D)Zee's customers.
C)the checklist procedure Zee designed.
43
_____ characterized change as a matter of modifying those forces that are acting to keep things stable.
A)Kurt Lewin
B)Jerry Porras
C)D. M. McGregor
D)W. Edwards Deming
A)Kurt Lewin
44
According to Lewin's change model, the first step in the change process is:
A)changing.
B)unfreezing.
C)moving.
D)refreezing
D)refreezing
45
According to Lewin's change model, the final step in the change process is:
A)moving.
B)unfreezing.
C)changing.
D)refreezing.
D)refreezing.
46
Nevaeh manages a home décor store. Last year, she noticed that her employees were treating customers disdainfully. She subsequently fired the employees who demonstrated poor customer service and promoted those who provided good service. Now, good customer service is something that employees do naturally and automatically. According to Lewin's change model, Nevaeh's store is at what step?
A)refreezing
B)moving
C)changing
D)unfreezing
A)refreezing
47
According to Lewin's change model, the step in the change process when real organizational change begins to happen is referred to as:
A)unfreezing.
B)changing.
C)moving.
D)refreezing.
C)moving.
48
Which of these would likely be a goal of team building?
A)improving supervisor-subordinate relations
B)eliminating team member responsibilities
C)hearing the company mission from the CEO
D)involving employees in making quality improvements within the organization
A)improving supervisor-subordinate relations
49
To improve the team performance of the employees in an organization, the employer is planning to implement team building. According to research, to increase the impact of team building on team performance, the employer should:
A)combine the team building with another organizational development (OD) intervention.
B)measure performance based on individual contributions.
C)give the Baldrige Award to a team member.
D)discourage team members from engaging in sensemaking.
A)combine the team building with another organizational development (OD) intervention.
50
The organizational development intervention that involves increasing employee involvement in production processes is known as:
A)team building.
B)total quality management.
C)gainsharing.
D)technostructural interventions.
B)total quality management.
51
The first step of total quality management focuses on identifying problems that reflect a low-quality product or service. This step is:
A)output variation control.
B)experiential training.
C)self-comparison analysis.
D)statistical process control.
D)statistical process control.
52
According to research on total quality management (TQM), a study of semiconductor plants in Malaysia found that implementing TQM practices increased employees':
A)quantity and quality of output.
B)empowerment and job involvement.
C)knowledge of the organization.
D)mistakes on the manufacturing line.
B)empowerment and job involvement.
53
In the third stage of the total management quality (TQM) process, employees identify areas in which their department deviates from quality standards. These deviations are known as:
A)statistical process controls.
B)change agents.
C)output variations.
D)flow anomalies.
C)output variations.
54
A major criticism of total quality management (TQM) is that it:
A)overlooks the consequences of change.
B)fails to properly operationalize success.
C)is too complex to implement in most organizations.
D)fails to determine whether it is effective in comparison to competitors.
C)is too complex to implement in most organizations.
55
The organizational development (OD) intervention that involves paying employees a bonus based on improvements in productivity is known as:
A)technostructural intervention.
B)gainsharing.
C)total quality management.
D)reengineering.
B) gainsharing.
56
Which of these is a common component of most gainsharing plans?
A)hierarchical structure
B)bonus pool
C)systematic data collection
D)on-the-job training
B)bonus pool
57
Which of these principles is key to the success of a gainsharing program?
A)perceptions of transformational leadership
B)perceptions of justice and fairness
C)aspects of Maslow's hierarchy
D)aspects of BARS and performance appraisal
B)perceptions of justice and fairness
58
The most basic organizational structural design is referred to as _____ organizational design.
A)functional
B)productive
C)a matrix
D)simple
A)functional
59
A functional organization is structured by what:
A)employees do.
B)employees produce.
C)employees do and what employees produce.
D)stakeholders the employees serve.
A)employees do.
60
In terms of advantages, _____ structures help reduce redundancies, while _____ structures help encourage communication and cooperation.
A)matrix; dramatic
B)dramatic; matrix
C)functional; matrix
D)product; functional
C)functional; matrix
61
The organizational design that encourages communication and cooperation between managers, and that maintains consistency among lines and departments, is referred to as a(n):
A)product design.
B)matrix design.
C)open design.
D)functional design.
D)functional design.
62
The _____ element of reengineering involves an examination of what the company does and why.
A)radical
B)dramatic
C)fundamental
D)processes
C)fundamental
63
The _____ element of reengineering involves a focus on making striking performance improvements rather than only slight performance improvements.
A)radical
B)dramatic
C)fundamental
D)game-changing
B)dramatic
64
The _____ element of reengineering involves a focus on making far-reaching organizational changes rather than superficial changes.
A)radical
B)dramatic
C)differentiation
D)fundamental
A)radical
65
Which of these is an element of reengineering?
A)the elemental element
B)the dramatic element
C)the conservative element
D)the sensemaking element
B)the dramatic element
66
The organizational development technique that involves focusing on positive messages, the best of what employees have to offer, and the affirmation of past and present strengths and successes is:
A)survey feedback.
B)gainsharing.
C)team building.
D)appreciative inquiry.
D)appreciative inquiry.
67
Creating a new vision for an organization is the focus of the organizational development intervention referred to as:
A)appreciative inquiry.
B)transformation.
C)positive psychology.
D)positive entropy.
B)transformation.
68
An unintended consequence of culture change resulting from organizational transformation is:
A)cultural erosion.
B)behavioral ambiguity.
C)paradigm alignment.
D)vision reactance.
A)cultural erosion.
69
Which of these is a determinant of successful culture change?
A)a lack of a new strategy
B)support of top management
C)a lack of supportive systems
D)the assigning of a chief knowledge officer
B)support of top management
70
Which of these is an approach to organizational transformation?
A)reengineering
B)knowledge management
C)pop psychology
D)information technology
B)knowledge management
71
Which of these is characteristic of learning organizations?
A)gainsharing
B)transactional leadership
C)HR system that rewards continuous learning
D)appreciative inquiry
C)HR system that rewards continuous learning
72
One of the tenets of classical organizational theory is that:
A)specialization and the division of labor maximize production.
B)organizations exist to ensure that humans feel fulfilled and part of something larger.
C)employees can determine the best approach to work on their own.
D)requiring all workers to cross-train will maximize production.
A)specialization and the division of labor maximize production.
73
In one example of Scientific Management, Taylor helped improve coal workers' yield by:
A)creating a weightlifting program to make workers stronger.
B)creating a leadership training program to help managers better lead their employees.
C)designing a shovel that held the optimum amount of coal for shoveling efficiency.
D)designing a teamwork program that helped employees communicate better.
C)designing a shovel that held the optimum amount of coal for shoveling efficiency.
74
The four features of a bureaucratic organization are: top-down pyramid hierarchy, span of control, delegation of authority, and:
A)gainsharing.
B)appreciative inquiry.
C)knowledge management.
D) division of labour
D) division of labour
75
What is one critique that modern theorists have regarding Scientific Management and bureaucracies?
A)They lack a clear structure and often lead to disorganization.
B)They are ineffective for organizations operating in rapidly changing environments.
C)Structuring the work this way can lead to high variety and can be too challenging for employees.
D)It lacks a clear hierarchy, so employees may struggle with role clarity.
B)They are ineffective for organizations operating in rapidly changing environments.
76
McGregor suggested that Theory X was a self-fulfilling prophecy. This means that:
A)employees who are treated as though they are selfish and lazy will begin to conform to this expectation.
B)an effective manager should be able to anticipate how employees will react to a change in organizational policy.
C)employees will be motivated by harsh treatment from a boss.
D)managers should not concern themselves with the economic well-being of the organization, because they cannot influence outcomes such as revenue.
A)employees who are treated as though they are selfish and lazy will begin to conform to this expectation.
77
Open systems that are characterized by a balance in energy exchange are known as:
A)equifinality.
B)differentiated.
C)steady state.
D)entropic.
C)steady state.
78
The open-system theory cycle includes these three components:
A)Theory X, Theory Y, and Theory Z.
B)inputs, throughputs, and outputs.
C)change agents, clients, and resistance.
D)unfreezing, moving, and refreezing
B)inputs, throughputs, and outputs.
79
When open systems move toward more specialized functions, this is known as:
A)steady state.
B)entropy.
C)differentiation.
D)equifinality.
C)differentiation.
80
A study by Furst and Cable (2008) suggests that when employees experience _____, they tend not to be resistant to change.
A)high LMX.
B)transactional leadership.
C)Theory X leadership.
D)coercive leadership.
A)high LMX.
81
Research on how employees react to organizational change has emphasized the importance of _____ skills and emotional reactions in coming to terms with change.
A)critical thinking
B)tactical
C)mathematical
D)coping
D)coping
82
The individual who initiates a change process is the:
A)client.
B)change agent.
C)intervention.
D)knowledge manager.
B)change agent.
83
The recipient of an organizational change effort is the:
A)client.
B)change agent.
C)intervention agent.
D)knowledge manager.
A)client.
84
The program or initiative that is suggested or implemented is the:
A)client.
B)change agent.
C)intervention.
D)appreciative inquiry.
C)intervention.
85
Sometimes, clients will create obstacles aimed at preventing a change. This is known as:
A)negative entropy.
B)resistance.
C)equifinality.
D)differentiation.
B)resistance
86
Daya is a manager in a bar. She believes the bar culture has led employees to treat customers disdainfully. She tells her servers that from now on, they are expected to greet customers immediately and get them a drink even if they are seated in someone else's section. Employees are starting to do this. They sometimes forget, but many of them are finding that this change has an effect on customer satisfaction and the tip amount. According to Lewin's change model, Daya's servers are at what step?
A)refreezing
B)changing
C)unfreezing
D)moving
B)changing
87
Which of these is the last step in survey feedback?
A)administering an anonymous survey to top management
B)administering an anonymous survey to the target department
C)hosting a meeting at which employees and managers identify potential changes
D)requesting that top management support and actively participate in the survey process
C)hosting a meeting at which employees and managers identify potential changes
88
In the fourth and final stage of the total management quality (TQM) process, the organization compares its effectiveness to:
A)their performance levels prior to the intervention.
B)competitors who have a very high level of performance.
C)competitors who have a very low level of performance.
D)their projected performance in the next 12 months.
D)their projected performance in the next 12 months.
89
A major criticism of total quality management (TQM) is that it:
A)overlooks the social and political conditions in the organization.
B)fails to properly operationalize success.
C)is too complex to implement in most organizations.
D)fails to determine whether it is effective in comparison to competitors
A) overlooks the social and political conditions in the organization.
90
Matrix organizational designs combine _____ organizational designs and _____ organizational designs.
A)product-based; functional
B)product-based; open
C)functional; open
D)functional; bureaucratic
A)product-based; functional
91
Ollie works at a company that manufactures cars. He works under the Vice President of manufacturing, while one of his best friends works under the Vice President of finance. Ollie most likely works in a company that uses:
A)product-based organizational design.
B)bureaucratic organizational design.
C)open organizational design.
D)functional organizational design.
D)functional organizational design.
92
Rayne works at a company that designs makeup products. She works in the Mascara Marketing division. This means that she works under a VP of marketing, and she also works under a manager who coordinates everything about the mascara the company produces (including the manufacture, marketing, and development of the product). Rayne most likely works in a company that uses:
A)product-based organizational design.
B)matrix organizational design.
C)open organizational design.
D)functional organizational design.
B)matrix organizational design.
93
The study of the strengths and virtues of individuals and institutions is known as:
A)pop psychology.
B)positive psychology.
C)advantage assessment.
D)appreciative assessment.
B)positive psychology.
94
The first step in appreciative inquiry, where the organization uses questioning to determine the strengths of the organization and its people, is:
A)design.
B)destiny.
C)discovery.
D)dream.
C)discovery.
95
The second step in appreciative inquiry, where information is used to arrive at a vision statement, is:
A)design.
B)destiny.
C)discovery.
D)dream.
D)dream.
96
The third step in appreciative inquiry, where the organization creates innovative ways to identify where the organization should be going, is:
A)design.
B)destiny.
C)discovery.
D)dream.
A)design.
97
The theory that assumes that the average employee is passive because of past experiences in workplaces and has the capacity to be motivated if he or she is developed by a leader is:
A)open-system theory.
B)bureaucratic theory.
C)Theory X.
D)Theory Y.
D)Theory Y.
98
Which is NOT one of the four basic tenets of classical organizational theory?
a. Organizations exist for economic reasons and to accomplish productivity goals.
b. Scientific analysis will identify the one best way to organize for production.
c. Effective management of small goals.
d. Specialization and the division of labor maximize production.
c. Effective management of small goals.
99
Each job in a _____ organization is a specialized position with its own set of responsibilities and duties.
a. bureaucratic
b. democratic
c. pyramidal
d. centralized
a. bureaucratic
100
A(n) _____ is an individual who initiates the change process in an organization.
a. client
b. diversity specialist
c. intervention specialist
d. change agent
d. change agent
101
A(n) _____ is a program or initiative that is suggested or implemented by the change agent in an organizational change effort.
a. development plan
b. intervention
c. interdepartmental change
d. reorganization
b. intervention
102
Outdoor experiential training (OET) is a newer approach to _____ that makes use of the outdoors.
a. agile development
b. process improvement
c. organizational feedback
d. team building
d. team building
103
_____ try to take charge of everything that goes on in the organization rather than holding employees responsible for individual tasks.
a. Upper-level managers
b. Middle managers
c. Micro-managers
d. Control managers
c. Micro-managers
104
Organizational _____ refers to the ability of an organization to compete in both mature markets and new markets.
a. ambiguity
b. ambidexterity
c. fluidity
d. technology
b. ambidexterity
105
The major characteristic of the action research model is its _____ nature.
a. linear
b. longitudinal
c. perceptive
d. cyclical
d. cyclical
106
The process whereby employees exert effort to interpret and understand work-related events is called:
a. change.
b. reorganization.
c. sensemaking.
d. research.
c. sensemaking.
107
Outdoor experiential training (OET) is a newer approach to _____ that makes use of the outdoors.
a. agile development
b. process improvement
c. organizational feedback
d. team building
d. team building
108
As a part of total quality management, _____ variations are examined, corrected, and brought within the range of acceptable quality.
a. output
b. marketing
c. initiative
d. financial
a. output
109
Which is NOT one of the four elements of reengineering?
a. Fundamental element
b. Radical element
c. Dramatic element
d. Informational element
d. Informational element
110
The alteration of a pattern of beliefs, values, norms, and expectations shared by organizational members is called _____ change.
a. instrumental
b. culture
c. executive
d .behavioral
b. culture
