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UNLV MGT301 - Victor Isbell > Chapter 8 Quiz > Flashcards

Flashcards in Chapter 8 Quiz Deck (20)
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Jean-Paul, the store manager, was speaking with Patty, his new assistant manager, about the store's system of job relationships and whom she will report to and who will report to her. He said, "This structure is one of the things that motivates our workers to work together to achieve our company's goals." Jean-Paul was telling Patty about the store's _____.

Organizational Culture


Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ____.

Basic Assumptions

Basic assumptions, which are not observable, represent the core values of an organization's culture. They are those that are taken for granted and, as a result, are difficult to change.


Della, the new CEO of Sky Advertising, has been with the firm for over 25 years. She was picked by the board to turn the 85-year-old agency around and to do so, Della wants to bring back some old ideas that previously worked at Sky. She plans on having managers and veteran employees instruct each other about the organization's chosen values, beliefs, and expectations through holding some of the old rites and rituals, retelling stories about company legends, bringing back training and coaching, and once again having quarterly reward ceremonies. The things Della wants to do are an example of ____.

embedding culture


Joe, a salesperson for a landscaping company, is working with a longtime customer who is interested in either cutting back on the services or getting a better price due to the tight economy. Joe tells his manager, "I want to take care of the customer with the best value. So what do you think is the best package to offer in this situation?" Joe and his manager are trying to utilize the _____.

contingency design

The process of fitting the organization to its environment is called contingency design. Managers taking a contingency approach must consider environmental and life-cycle factors in designing the best kind of structure for their particular organization at that particular time.


Astrid, a customer service representative, was asked by one of her customers if her company would be interested in joining the chamber of commerce to meet potential customers. Astrid believes this is a very good idea and approached her manager, Alan, about becoming a chamber member. Alan told Astrid that "Since the cost of membership is over $500 and you will have to leave the office to attend meetings, I will have to get approval from management above me." This is an example of how important decisions are made in organizations with _____.

centralized authority

With centralized authority, important decisions are made by higher-level managers.


Employees and customers are treated like a family at Bayou Seafood Café. Paul and Betsey, the owners, work to encourage unity to increase their employees' job satisfaction and commitment. At their café, Paul and Betsey have built a(n) ____.

clan culture

A clan culture has an internal focus and values flexibility rather than stability and control. Like a family-type organization, it encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement.


HP founders David Packard and William Hewlett created a close-knit organizational culture that gave a lot of responsibility to employees and fostered innovation within the company, which were clearly stated values of the firm's founders. This is an example of _____.

espoused values

Espoused values are the explicitly stated values and norms preferred by an organization, as may be put forth by the firm's founder or top managers


Which of the following is an accurate conclusion from the "Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions" study involving the culture of 1,000 companies?

Managers can use elements of these cultures to boost innovation and quality.


Sally, Greg, John, and Amar are working on a project for a customer that is aimed at cutting the client's electrical costs. The four members are located throughout the Midwest, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This is an example of a _____.

virtual organization


Thomas, a sales associate in the furniture department, reports to Betsey, the furniture department manager. This morning, Betsey asked Thomas to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Thomas that he wanted him to unload some computers. Thomas is confused about what to do because under the principle of unity of command, _____.

employees should report to one manager


Having realistic expectations and thinking about the kind of manager you want to be, not forgetting to manage upward and sideways as well as downward, getting guidance from other managers, and resisting isolation is good advice for those who are _____.

transitioning upward in an organization


Making formal statements, holding rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to ____.

effect corporate change


A formal chain of command, standardization of rules and procedures, and use of cross-functional teams and computer networks so that there is frequent communication and coordination of the parts are the means for achieving ____.

a common goal through integration


During weekly conference calls, Mary, a restaurant manager for a national chain of restaurants, and the other managers in her district explain to their district manager the reasons for different decisions and why certain costs and sales were higher or lower for the previous week. The explanation of their decisions and work results is known as __.



A company with authority centralized in a single person, a flat hierarchy, few rules, and low work specialization is a characteristic of an organization with a _____.

simple structure


Peter, the owner of Happy Burger, is involved in the company's daily decisions and has established procedures for every task. The company rules are clearly specified in the handbook, and Peter also believes in close supervision of all employees. Happy Burger is a(n) _______ organization.



Adam, the owner of Adam's Roofing, was talking to a visitor in his office, telling her that "We are a fun-loving group that believes in teamwork and a family atmosphere at work, which significantly affects our work outcomes. Plus, we do things together outside of work. This is the 'social glue' that binds the members of our company together." Adam was referring to his company's _____.

organizational culture


In a highly integrated organization, the specialists work together to achieve ____.

a common goal


The more subunits into which an organization breaks down, the _____.

more highly differentiated it becomes


Jim was recently promoted to the position of dining room supervisor, and he is now responsible for making decisions on numerous matters in the dining room and giving orders to the serving staff. At the same time, Jim has the obligation to perform the many new tasks assigned to him as a supervisor, such as overseeing the closing work and cleaning the dining room. Jim's new obligations are known as his _____.


Responsibility is the obligation you have to perform the tasks assigned to you