BOLMAN_AND_DEAL Test Bank by Barbara McKeon

5/19/2018 BOLMAN_AND_DEAL Test Bank by Barbara McKeon

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REFRAMING ORGANIZATIONS TEST BANK

Chapter 1

True/False

1. The structural frame sees organizations as factories.

2. The primary sources of managerial cluelessness are personality disorders and IQ.

3. Frames are also called maps, mental models, cognitie lenses, schema, and mind sets.

!. The e"plosie technological and social changes of recent years hae simplified our lies

and our understandings of the #orld.

$. The most effectie managers choose a single perspectie or frame, and %ecome highly&s'illedspecialists.

(. )ccording to *olman and +eal, multiframe thin'ing typically leads to confusion and

paralysis.

. -odern organizations rely too much on an artistic approach to management and too little onan engineering approach.

. *olman and +eal argue that most managers and leaders hae trou%le understanding comple"situations, not %ecause they lac' the intelligence, %ut %ecause they are una%le to adopt

multiple perspecties.

Answers

1. T /0. 1$& hile the structural frame sees organizations as factories and machines the human

resource frame sees organizations as a family, the political frame sees organizations as4ungles, and the sym%olic frame sees organizations as carnials, temples and theater.2. F /0p. & 5 hile it is true that some managerial cluelessness comes from psychological

fla#s, personality disorders, and IQ managerial cluelessness is primarily caused %y

clinging to entrenched mental models. This action does not allo# the manager to ma'esense of situations or it encourages the misinterpretation of those situations that do not

conform to these entrenched #ays of thin'ing.

3. T /0. 16 5 )ll of the images %rought to mind %y these different la%els help to illustrate the

notion of the use of frames.!. F /0. ( 5 These e"plosie technological and social changes hae produced a #orld that is far

more interconnected, frantic and complicated. e find ourseles in oer our heads

/7egan, 188. Forms of management and organization #hich #ere effectie a fe# yearsago are no# o%solete.

$. F / 0. 1$

(. F /0. 1. F /0p. 26&1

. T

Multiple Choie


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1. If, as a manager, you encounter an important pro%lem that seems almost impossi%le to sole

*olman and +eal #ould li'ely suggest that you9

a. :ire a consultant #ho %rings the right 'no#ledge and e"pertise to the pro%lem%. ;tand out of the #ay and let someone else #or' on the issue

c. Try using different lenses to analyze the pro%lem and deelop strategies

d.


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categorized into four frames

%. That the field of management research is Auic'ly moing to#ards a unified approach to

understanding organizationsc. The ma4or schools of thought a%out organizations in the social sciences possess similar

assumptions %ut differ in their understandings of organizations

d. )cademic research has not contri%uted much to improe management practice

. -ultiframe thin'ing

a. )llo#s managers to discern #hich of the four frames in their model is most effectie inunderstanding a particular situation they are facing

%.


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1. Dltimately, #hat do *olman E +eal see at the primary the reason *o% ardelli failed as

2. hat is a frame and #hat does it allo# a manger to accomplish>

3. hat is reframing and #hy is it an important s'ill for managers>

!. +escri%e the cognitie process called anchoring>

Answers

1. *o% ardelli failed as


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Answers

1. B"hi%it 1.1, 0. 1

The follo#ing frame and metaphor correspond #ith one another9

FRAME META%&OR

;ym%olic


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$. T /0p. 3(&3 5 Gften, %ecause of our e"isting mental models, #e see #hat #e 'no# or

%eliee rather than #hat is actually happening. The pilots had %een trained to learn scripts of

destroying enemy aircrafts that they loc'ed on and this inhi%ited them from seeing #hat #asactually there.

(. F /0p. 2&2 5 ;tricter policies might #or' in cases #here an organization needs more

control, %ut often #ill ma'e things #orse %y generating %ureaucratic rigidity, inhi%itingfreedom and fle"i%ility, stifling innoation and generating reams of red tape.

. T /0. 3$

. F /0p. 31&32

Multiple Choie

1. In their %oo' entitled Organizations, =ames -arch and :er%ert ;imon %elieea. in the rational man theory.

%. that organizational mem%ers ma"imize their utility #hen ma'ing decisions.

c. that organizational mem%ers satisfice #hen ma'ing decisions.

d. that organizational mem%ers consider all of the possi%le options aaila%le and pic'the %est one #hen ma'ing decisions.

2. +ecision ma'ers tend to respond LLLLLLLLLL to an option that has a 6 per cent chance of

success as compared to an option that has a 36 percent chance of failure.

a. Cess faora%ly%. -ore faora%ly

c. BAually faora%ly

3. *olman and +eal discuss four %asic characteristics of organizations that challenge managers.Grganizations are9

a.


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(. *arry Gshry %eliees that system %lindness

a. Gccurs in a limited amount of organizations%. Is caused %y feeling oer#helmed %y comple"ity, responsi%ility and oer#or' in

employees at the %ottom

c. Is rooted in trou%led relationships %et#een groups that hae little grasp of #hatHs a%oeor %elo# their leel

d. Traps us in a cycle of %laming and self defense

e. c and d

. *olman and +eal %eliee that organizations dealing #ith a complicated and uncertain

enironment should try to ma'e it simpler %y

a. +eeloping %etter systems and technology to collect and process information%. +eeloping %etter mental maps to anticipate complicated and unforeseea%le pro%lems

c. *rea'ing comple" issues into smaller chun's and assign them to specialized indiiduals

of units

d. :iring or deeloping professionals #ith sophisticated e"pertise in handling thornypro%lems.

. The #orld that #e perceie is for the most part9

a. constructed o%4ectiely

%. e"isting independent of usc. constructed internally on the %asis of indiidualsH %eliefs and perceptual filters

d. +ependent upon the Auality of our sight

Answers

1. c /0p. 2(&2 & =ames -arch and :er%ert ;imon do not %eliee a, %, or d. They %eliee

indiiduals and organizations hae limited information and restricted a%ility to process #hatis aaila%le. Thus, organizational mem%ers satisfice9 #hen ma'ing decision rather thanconsider all of the possi%le options aaila%le and pic' the %est one.

2. % /0. !6 Ben though they are statistically identical, the decision ma'er responds more

faora%ly to a 6M chance of success. This e"ample demonstrates the po#er of framing asituation. The framing of a situation determines its meaning, not the situation itself.

3. a /0p. 31&32

!. c /0. 2$&28 5 a, %, and d are all fallacies in that they are oersimplifications of the pro%lem.

There is usually a larger systematic pro%lem in the organization that needs to %e addressed.$. d /0. 33 5 They %eliee organizations need to learn %etter and faster from e"periences if

they are to %e successful.

(. e /0. 3$ 5 ;ystems %lindness is rooted in trou%led relationships %et#een groups that haelittle grasp of #hatHs a%oe or %elo# their leel and it traps us in a cycle of %laming and self

defense. It is top managers that feel oer#helmed %y comple"ity, responsi%ility and

oer#or'.. % /0. 3( 5 hile a, c, and d are options for help in dealing #ith a complicated and uncertain

enironment, *olman and +eal %eliee they are not sufficient. The 'ey to dealing #ith these

eents is to deelop %etter mental maps to anticipate complicated and unforeseea%le

pro%lems


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. c /0. 38 5Gur personal theories construct our realities %y guiding us as to #hat to attend to in

our enironment. There is simply too much happening for us to attend to eerything. Gnce

#e perceie this limited amount of information from our enironment, our personal theoriesdetermine ho# #e interpret this information to construct our reality.

Coneptual/Open!en"e" #uestions1. In the e"ample in the te"t, the t#o D.;. F&1$< pilots patrolling the no&fly zone in post Nulf

ar orthern IraA, #ho shot do#n the t#o )merican *lac'ha#' helicopters, #ere descri%ed

as doing the normal human thing in the face of am%iguous perceptual data. hat #as thatnormal human thing>

2. )ccording to *olman and +eal, #hat are the t#o adantages of #ell&grounded, deeply

ingrained, personal theories>

3. hat are three of the ma4or sources of am%iguity in organizations identified %y *olman and

+eal>

!. B"plain #hat *olman and +eal mean #hen they state #hat #e e"pect determines #hat #e

get> Dse the e"amples in the te"t to e"plain.

Answers

1. They filled in gaps %ased on #hat they 'ne#, #hat they e"pected, and #hat they #anted to

see. The lead pilot thought he had spotted t#o :inds 5 ;oiet&made helicopters used %y

the IraAis. *ut in reality they #ere t#o )merican D:&(6 *lac' :a#' helicopters. Gnce the

pilot sa# the helicopters, he believed he #as seeing enemy helicopters. :e thenselectiely matched up incoming scraps of isual data #ith a reasona%le cognitie scheme

of an enemy silhouette /;noo', 2666, p. 6. /0p. 3(&32. They tell us #hat is important in a situation and #hat can %e safely ignored and they groupscattered %its of information into managea%le patterns. /0. 38

3. The sources are9 aaila%le information is incomplete or ague different people interpret

information in different #ays depending on mindsets and organizational doctrinessometimes it is intentionally generated as a smo'e screen to conceal pro%lems or steer clear

of conflict, much of the time eents and processes are so intricate, scattered, and

uncoordinated that no one can fully understand the real truth #e are not sure #hat the

pro%lem is #e are not sure #hat is really happening #e are not sure #hat #e #ant #e donot hae the resources #e need #e are not sure #ho is supposed to do that #e are not sure

ho# to get #hat #e #ant #e are not sure ho# to determine if #e hae succeeded. /0. 33

!. ot only do our frames /i.e., mental maps influence ho# #e interpret our #orld, theyinfluence ho# our e"periences unfold. In support of this, *olman and +eal use the e"ample

of the place%o effect and school teachers #ho #ere told that random students #ere

spurters. The studentHs academic performance actually did spurt. Thus, the patientsH andteachersH %eliefs %ecame reality, not %ecause they #ere true %ut simply %ecause they %elieed.

/0. !6


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Chapter (

True/False

1. Gne of the assumptions of the structural frame is that organizations #or' %est #hen

rationality preails oer personal agendas and e"traneous pressure.

2. The essence of lateral coordination is that higher leels control the #or' of su%ordinates

through authority, rules and policies, and planning and control systems.

3. =ames +. Thompson in his %oo' Organizations in Action: Social Science Bases of

Administrative Theory Uncertaintiesstates that uncertainty poses ma4or challenges to

rational thin'ing in organizations, and he further argues that technologies andenironments are sources of uncertainty.

!. ?ules, policies, standards, and standard operating procedures limit indiidual discretion and

help ensure that %ehaior is predicta%le and consistent.

$. Grganizations are most effectie #hen indiiduals and su%&units stic' to their 'nitting andfocus on their o#n priorities.

(. The ;tructural perspectie emphasizes dealing #ith organizational issues %y changing peoplethrough training, rotation, promotion and dismissal.

. Grganizational gro#th spa#ns informality and simplicity.

. *olman and +eal tell us that formal meetings in organizations are a form of ertical

coordination.

Answers

1. T /0. ! 5 0ersonal agendas and e"traneous pressure are not consistent #ith achieing the

esta%lished goals and o%4ecties of the organization 5 its raison dHOtre.2. F /0p. $!, $( 5 This is the definition of vertical coordination. Cateral coordination

techniAues include formal and informal meetings, tas' forces coordinating roles, matri"

structures, and net#or's.

3. T /0. !8 5 The t#o primary sources of this uncertainty are technology and the enironment.!. T /0. $! 5 ?ules and policies goern conditions of #or' and specify standard #ays of

completing tas's, handling personnel issues, and relating to customers and other 'ey

players in the outer enironment. This helps ensure that similar situations are handled incompara%le #ays, reducing particularism /0erro#, 18( 5 responding to specific

issues on the %asis of personal #hims or political pressures unrelated to organizational

goals.$. F /0. $3 5 This leads to su%optimization of organizational effectieness since each unit

focuses on achieing its o#n goals rather than focusing on the organizations oerall

mission. Bfforts %ecome fragmented and performance suffers. Indiidual units must

coordinate their effort #ith other units to ma"imize organizational effectieness.


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(. F /0. ! 5 This is #hat the human resource approach emphasizes, #hile the structural

perspectie emphasizes putting people in the right roles and relationships.

. F /0. (2 Grganizational gro#th spa#ns formality and comple"ity.. F /0. $

Multiple Choie

1. hen defining an organizationHs structure, the 'ey consideration should inole9

a. )llocation of responsi%ilities across different units and mem%ers, as #ell as theintegration of these efforts in pursuit of common goals.

%. The num%er of organizational leels and their %readth.

c. The leel of centralization ersus decentralization of responsi%ilities.

d. :o# to effectiely motiate organizational mem%ers to ma"imize their performance.

2. )n organizationHs structure should not%e dependent upon

a. Its #or'force

%. Noalsc. Bmotional lia%ility

d. Technology

3. 0atriarchal organizations are characterized %y a9

a. Fi"ed diision of la%or%. :ierarchy of offices

c. ;et of rules goerning performance

d. +ominant father figure, a ruler #ith almost unlimited authority and po#er

!. The e"ample of Dnited 0arcel ;erice /D0; #as used to illustrate that>

a. 0eople prefer organizational structures #ith more choice and latitude%. Coosely structured organizations create enironments that enhance innoationc. Formal structure enhances morale if it helps organizational mem%ers complete their #or'

d. 0eople prefer %eing controlled %y organizations

$. hen designing the structure of an organization, creating roles and units yields the %enefits

of specialization %ut creates pro%lems of LLLLL>

a. 0ay scales for the arious roles

%. :o# to motiate the employees in each unitc.


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. The t#o primary methods of coordinating indiidual and group efforts and lin'ing local

initiaties #ith oerall organizational goals are9

a. -onthly and %i&annual coordination%. ee'ly and monthly coordination

c. Bmail and ideo conferencing coordination

d. @ertical and lateral coordination

. Forecasting and measuring organizational performance is accomplished through LLLLLL.

a. 0lanning and control systems.%. ?ules and regulations.

c. Formal authority.

d. ;tandard operating procedures.

8. Cateral coordination is often achieed through

a. ?ules and regulations

%. )uthority and delegation

c. -eetings and tas' forcesd. ) clear chain of command

16. LLLLLLLLLL are %ecoming more prealent in fast moing fields li'e %iotechnology, #here

'no#ledge is so comple" and #idely dispersed that organizations find it impractical to

e"ercise initiaties alone.a. Inter&organizational net#or's

%. -atri" structures

c. Tas' forces

d. ?ules and regulations

11. hen deciding ho# to coordinate #or' roles and units in an organization it is %est toa. Dse either ertical or horizontal coordination %ut not %oth%. *ase the choice on the #or'ersH preference

c. *ase the decision on the leaderHs preference

d. *ase the choice on the organizationHs enironment

Answers

1. a /0p. !, $2 5 it has to do #ith ho# to diide the organizationHs #or' /differentiation and

then ho# to coordinate it /integration. * and c are concerns %ut not the 'ey Auestionsaround deeloping an organizational structure. hile d is a concern of the human

resource frame.

2. c /0. ! 5 a, %, and d are all things that should %e ta'en into account #hen esta%lishing anorganizationHs structure., #hile emotionality should not %e a ma4or factor in

organizational design.

3. d /0. ! 5 a, %, and c are features of #hat e%er descri%ed as a monocratic %ureaucracy,#hich is an organization structure %ased on rationality rather than personal po#er and

relationships in patriarchal organizations.

!. c /0p. $6&$1 5 0eople li'e formal structure only #hen it helps them get their #or' done. It

has a negatie impact if it gets in the #ay of people doing their 4o%s, %uries them in red


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tape, or ma'es it too easy for management to maintain a tight control.

$. c /0. $3 5 a, %, and d #hile concerns, are not directly related to organizational design. or'

needs to %e integrated across roles and units for the organization to %e effectie inachieing its mission.

(. % /0. $3 5 ith this e"ample, *olman and +eal are ma'ing the point that central control,

#hile sometimes %eneficial, may also %e detrimental. hile, the creation of the+epartment of :omeland ;ecurity came #ith the %enefit of coordinating disparate

goernment organizations that dealt #ith terrorism, it also reduced FB-)Hs autonomy

and shifted its priorities a#ay from disaster management #hich did not allo# it toeffectiely respond to :urricane 7atrina.

. d /0p. $!, $( 5 The t#o primary #ays are ertically through the formal chain of command

and laterally through meetings committees, coordinating roles, or net#or' structures.

. a /0. $( 5 )ll ans#ers hae to do #ith coordination and control %ut only a has to do #ithforecasting and measuring.

8. c /0. $ 5 a., %., and d. are methods of achieing ertical coordination.

16. a /0. $8 5 %., c., and d. are #ithin organization coordination and control efforts. hile a.

allo#s coordination across organizations.11. d /0. (6 5

!. :o# does structure influence #hat happens in the #or'place>

Answers

1.


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Chapter )

True/False

1. ;ally :elgesen, in discussing her conceptualization of structural possi%ilities, argues that theidea of hierarchy is primarily a male&drien depiction, Auite different from structures

created %y female e"ecuties.

2. In -intz%ergHs model, the strategic ape" of an organization primarily e"erts pressures to

standardize.

3. In a machine %ureaucracy, the %ul' of the #or' is done in Auasi&autonomous units.

!. *olman and +eal attri%ute FB-)Hs failure to effectiely respond to :urricane 7atrina to a

failed restructuring plan.

$. +uring restructuring, the fie components of -intz%ergHs model of structural possi%ilities

indicate that top management has the most influence on the final outcome.

(. )s the comple"ity of the role structure of an organization gro#s, it needs more sophisticated

coordination strategies.

. *olman and +eal use case e"amples from Nreyhound @an Cines and 7oda' to sho# that

reengineering normally produces dramatic organizational gains.

. :elgesenHs #e% of inclusion model promotes a circular rather than hierarchical form, in

#hich #ea'nesses either at the center or the periphery of the #e% undermine the strength ofthe oerall net#or'.

Answers

1. T /0. ( 5 The #omen :elgesen studied had %uilt profoundly integrated and organicorganizations in #hich the focus #as on nurturing good relationships in #hich the

niceties of hierarchical ran' and distinction played little part and in #hich lines of

communication #ere multiplicitous, open, and diffuse /:elgesen, 188$, p. 16. omen

put themseles at the center of the organization, rather than the top.2. F /0. 5 The technostructure e"erts pressure to standardize.

3. F /0. 3 5 This description refers to the diisionalized form in -intz%ergHs model.

!. T /0. 3 5 )lthough -ichael *ro#n to the hit for the failure, it #as attri%uta%le to the failedrestructuring plan that too' place #hen FB-) %ecome part of the +epartment of

:omeland ;ecurity. It gae FB-) another reporting leel and left its funding for

disaster relief ulnera%le due to the ne# emphasis on terrorism.$. F /0p. &8 5 +uring restructuring, each of the fie components has more or less influence

on the final outcome dependent on the organizations current structural configuration /i.e.,

#hether they are a machine %ureaucracy, professional %ureaucracy, simple structure,

diisionalized form or adhocracy.


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(. T /0. 3 5 ?ules, policies, and commands hae to %e augmented %y lateral strategies 5

coordination strategies.

. F /0p. (, &8. T /0p. (&

Multiple Choie

1. If employees are unclear a%out #hat they are supposed to do, they oftena. Tailor their roles around the most professional standards.

%. Tailor their roles around personal preferences.

c. Tailor their roles around industry standards.

d. Tailor their roles around organizational goals.

2. In Theory of the Firm9 -anagerial *ehaior, )gency


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%. ;uperisors

c. Front&line employees

d. -iddle managers

. hen a process is reengineeredK

a. Bmployees %egin to ma'e choices and decisions on their o#n%. -anagers finally %egin to act li'e %osses

c. or'ers %ecome more #illing to follo# orders

d. =o%s get narro#er and more routine.

. The reengineering effort at LLLLLLLLLL led to the crash of the companyHs stoc' and the

forcing out of management.

a. 7oda' %. *eth Israel :ospital

c.


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8. % /0. 5 )ccounting and Auality control departments in industry, audit departments in

goernment agencies, and flight standards departments in airlines perform such technical

functions.16. a /0. 5 teachers in schools, assem%ly&line #or'ers in factories, physicians and nurses in

hospitals, and flight cre#s in airlines perform such operating core functions.

Coneptual/Open!en"e" #uestions

1. hat do *olman and +eal mean #hen they state, #hen responsi%ilities are oerdefined,people conform to prescri%ed roles and protocols in %ureaupathicH #ays>

2. hat #as the authorsH purpose in utilizing the e"ample of managed health care in #hich

medical decisions are reie#ed %y insurance companies, giing cler's far remoed fromthe patientHs %edside the authority to approe or deny treatment>

3. )s descri%ed %y -ichael =ensen and illiam -ec'ling in their article entitled )gency costs

and o#nership structure, #hat is the agency pro%lem that e"ists in corporations>

!. *riefly e"plain -intz%ergHs conceptualization of structural possi%ilities and the modelHsma4or contri%ution the field of organizational theory.

Answers

1. They mean that employees rigidly follo# 4o% descriptions regardless of ho# much the

serice or product suffers. /0. !

2. It is an e"ample an organizational structure that is too tight. Tight structures stifle fle"i%ility

and cause people to spend much of their time trying to %eat the system. In this e"ample,the result is that many physicians lament spending more time tal'ing on the phone #ith

insurance representaties than seeing patients, and as a result of the tight controls,insurance proiders sometimes deny treatments that physicians see as urgent. /0p. $&(3. )n agency relationship is a structural arrangement created #heneer one party engages

another to underta'e some tas'. This relationship e"ists in corporations %et#een the

shareholders /the o#ners and the mangers /their agents. The shareholders and o#ners%oth see' to ma"imize their utility, %ut their interests often dierge. If you are a sole

proprietor, a dollar of the firmHs money is a dollar of yours as #ell. *ut if you are an

employee #ith no o#nership interest, you hae an incentie to pad your e"pense account or

schedule a %usiness meeting at an e"pensie resort %ecause youHre spending someone elseHsmoney 5 this is the agency pro%lem in corporations. /0.

!. -intz%ergHs model hae fie components9 operating core, administratie component,

strategic ape", technostructure, and support staff. It is a %road description of the structuralterrain of organizations. It clusters arious functions of organizations into grouping and

sho#ing their relatie size and clout in response to different missions and e"ternal

challenge. It is composed of fie %asic structural configurations9 simple structure, machine%ureaucracy, professional %ureaucracy, diisionalized form and adhocracy. /0p. &8


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Chapter *

True/False

1. -ore complicated pro4ects generally reAuire structure #ith clearly defined roles,

elementary forms of interdependence and coordination %y plan or command.

2. It is difficult to com%at )l QaedaHs decentralized and loose structure #ith traditional

command and control strategies.

3. Dnli'e %ase%all, foot%all reAuires intricate strategy and tightly meshed e"ecution.

!. )ccording to 7atzen%ach and ;mith, high&performance teams reAuire deelop an oerallmission %ut it is not important that they create specific and measura%le performance goals

%ecause these #ould %e impede the teamHs performance.

$. To ensure organizational effectieness, structures should %e consistent across all teams#ithin a particular organization.

(. ) groupHs structure needs to align #ith the #or' to %e done.

Answers

1. F /0. 162 5 -ore complicated pro4ects generally reAuire more comple" forms9 fle"i%le roles,

reciprocal gie&and&ta'e, and synchronization through lateral dealings and communal

feed%ac'.

2. T /0. 161


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2. hich team configuration is e"tensiely used at the hite :ouse to free the president to

focus on mission and e"ternal relations #hile leaing operational details to the chief of staff>a. Gne %oss

%. +ual authority

c. ;imple hierarchyd. )ll&channel net#or'

3. hich type of team configuration #or's #ell for amorphous or complicated tas's, %ut isslo# and inefficient for simple tas's>

a. +ual authority

%. ;imple hierarchy

c.

a. +ual authority%. ;imple hierarchy

c.


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Answers

1. d /0. 161 5 hile all are important, the 'ey ingredient identified %y *olman and +eal is the

appropriate %lueprint of roles and relationships set in motion to attain common goals.2. c /0. 16! In this configuration, a middle manager reports to the %oss and in turn superises

and communicates #ith others

3. d /0p. 16$&( This configuration creates multiple connections so that each person can tal' toanyone else. Information flo#s freely.

!. a /0. 16! 5 The dual authority configuration reduces the %ossHs span of control, freeing up

time to concentrate on mission, strategy or relationships #ith higher&ups.$. c /0. 168 5 *as'et%all teams reAuire a high leel of spontaneous, mutual ad4ustment.

(. % /0. 111 5 :igh&performance teams should aim for the smallest size that can get the 4o%

done they should %e %et#een t#o and t#enty fie people.

. a /0. 166 5 %, c, and d are false. They did not ta'e on lo#&ris' operations compared to othercommando teams, hae more talented mem%ers than other commando teams, or receie

more education and training than other commando teams. ?esearchers pinpointed the

reason for the groupHs success9 the a%ility to reconfigure its structure to fit the situation.

. a /0. 16 5 In all of the other teams, playersH performance is much more interdependent.Thus, it is more difficult for a player to transfer from one team to another.


1. Identify the si" distinguishing characteristics of high&performance teams identified %y7atzen%ach and ;mith /1883.

2. hat are the characteristics of a self&managed #or' team>

3. hat did the D.;. commando team do differently in deeloping their %attle plan and then in

e"ecuting this %attle plan.

!. 7atzen%ach and ;mith /1883 %eliee there is a clear difference %et#een undifferentiated

groups and sharply focused teams. :o# do they define a team>

Answers

1. 0. 111&2 They shape purpose in response to a demand or opportunity placed in their path,

usually %y higher management

They translate common purpose into specific, measura%le performance goals

They are of managea%le size

They deelop the right mi" of e"pertise

They deelop a common commitment to #or'ing relationships

-em%er of these teams hold themseles collectiely accounta%le

2. 0. 113 They manage themseles

They assign 4o%s to mem%ers

They plan and schedule #or'

The ma'e production 5 or serice&related decisions


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They ta'e action to remedy pro%lems

3. In deeloping a %attle plan, the team #as participatie, democratic and reached decision %yconsensus. This participation encouraged creatiity, o#nership and understanding of the

%attle plan. In e"ecuting the %attle plan, the team had a #ell&defined, tightly controlled chain

of command. Bach indiidual had a specific assignment. )uthority, accounta%ility, and

clarity ena%led the team to #ith speed and efficiency during the %attle. /0. 166&1!. ) team is a small num%er of people #ith complementary s'ills, #ho are committed to a

common purpose, set of performance goals and approach for #hich they hold themseles

mutually accounta%le /7atzen%ach and ;mith, 1883, 112. /0. 111

Chapter +

True/False

1. ?esearch in %ehaioral genetics regularly concludes that peopleHs genes and enironment

interact in comple" #ays to determine ho# they act.

2. *ecause of the preponderance of eidence, -aslo#Hs ie# is #idely accepted andenormously influential in management practice.

3. )rgyris and -cNregor %eliee there is no inherent person&structure conflict %uilt intotraditional principles of organizational design and management.

!. )s reported %y 7leinfeld /188(, according to a poll ta'en in 188(, $M of D.;. #or'ers feltcompanies had %ecome less loyal to their employees, %ut (!M of #or'ers felt that

employees remained loyal to their companies. /I thin' this item is too specific to a

particular poll in a specific year

$. ?esearch sho#s that do#nsizing often hurts firm performance more than it helps.

(. 0rior to the esta%lishment of the human resource frame, it #as #idely assumed that the#or'ers duty #as to simply #or' and follo# orders, #ith no rights %eyond a paychec'.

. )ccording to )rgyris and -cNregor, employee a%senteeism, alienation, and resistance are apredicta%le conseAuence of traditional principles of organizational design and

management.

. )ccording to *olman and +eal, the theories of -aslo#, -cNregor, and )rgyris suggest thatthe conflict %et#een indiiduals and organizations #ould %e eliminated as people %ecame

more highly educated and more affluent.

Answers

1. T /0. 123 5 In e"treme forms, %oth the nature and nurture arguments are misleading. The

ma4ority of scholars see human %ehaior as resulting from and interplay of heredityand enironment.


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2. F /0. 12$ & -aslo#Hs ie# is #idely accepted and enormously influential in management

practice %ut not %ecause of the preponderance of eidence. )ttempts to alidate the

model hae produced mi"ed results.3. F /0. 12 5 )rgyris and -cNregor sa# person&structure conflict %uilt into traditional

principles of organizational design and management. The structural concept of tas'

specialization defines 4o%s as narro#ly as possi%le to improe efficiency. *ut thistas' specialization ma'es people feel dehumanized, frustrated and angry.

!. F /0. 13$ 5 #hile the first part of the statement is true, the second part is false. (!M of D.;.

#or'er felt that employees #ere less loyal to the companies.$. T /0. 13! 5 Ben #hen it has paid off in manufacturing #hen ne# technology and smart

management com%ine to ena%le fe#er people to do more, it ris's trading short&term

gains for long&term decay. *ut oerall, research sho#s that cutting employees hurts

firm performance more often than helps.(. T /0. 121 5 The human resource frame criticized this assumption on t#o grounds9 it #as

unfair, and it #as %ad psychology.

. T /0p. 118&26

. F /0. 12!

Multiple Choie

1. -ary Follett and Blton -ayo argued that

a. or'ersH s'ills attitudes, energy, and commitment are ital resources that can ma'e or%rea' an enterprise.

%. or'ers rarely #or' as hard as they should.

c. It is the duty of the employee to #or' hard and follo# orders.

d. or'ers need organizations much more that organizations need #or'ers.

2. In academic circles,a. There is shared understanding that managers #ould %enefit from focusing on employeesHpsychic needs as opposed to specific performance goals

%. The concept of need has %een proen meaningless.

c. Beryone appreciates the concept of need.d. The concept of need is controersial.

3. -aslo#Hs :ierarchy of eeds model

a. :as %een scientifically alidated%. )ssumes that lo#er leel needs must %e fulfilled %efore higher leels needs can %e

fulfilled

c. Identifies esteem need as the highest human needd. Identifies loe as the most %asic human need

!. Theory P assumes thata. The tas' of management is to arrange conditions so that people can achiee their o#n

goals %y directing their efforts to#ard organizational re#ards

%. ;u%ordinates are actie, am%itious, and li'e to ta'e initiatie

c. ;u%ordinates are passie and lazy


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d. -anagement needs to align organizational reAuirements #ith employeesH self interest.

$. hat is the message of the


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2. d /0. 122 a, %, and c are false. ;ome theorists argue that the idea is too ague and refers to

something difficult to o%sere. Gthers say that people hae needs that are so aria%le and

strongly influenced %y their surroundings that the concept offers little help in e"plaining%ehaior.

3. % /0p. 12!&$ a, c, and d are false.

!. c /0p. 12$&( 5 a, %, and d are assumptions of Theory .$. % /0. 12 5 hile a and c might %e true, they are not the message of the film. Ben if

#or'ers are productie, the film implies that industrial organizations neer respect

#or'ers.(. c /0p. 132&3.

. % hile ;cott 0aper did initially realize short economic %enefits, its employee morale and

mar'et share %oth decreased oer the long term.

. a /0. 12! 5 )t the %ottom of -aslo#Hs :ierarchy of eeds is physiological needs %elo#safety, socialR%elonging, esteem and self&actualization needs, respectiely. Gnly once a

lo#er need is fulfilled are indiiduals motiated %y higher leel needs.

c 5 It introduces the human resource frame. It focuses on the human side of

organizations. It summarizes the assumptions underlying the human resource frame,e"amines ho# peopleHs needs are either satisfied or frustrated at #or', and loo's at

todayHs changing employment contract and its impact on people and organizations.8. c.

16. c.


1. *olman and +eal descri%e -cane and ucor as representing opposite poles in a perennial

de%ate a%out the relationship %et#een people and organization. 0lease descri%e theseopposite poles.

2. hat are the core assumptions of the human resource frame>

3. +efine the concept of need>

!. hat does it mean that the Theory P approach is self&fulfilling>

$. Identify the si" #ays that


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talent people need careers, salaries, and opportunities. hen the fit %et#een indiiduals and system is poor, one or %oth suffer. Indiiduals

are e"ploited or e"ploit the organization 5 or %oth %ecome ictims.

) good fit %enefits %oth. Indiiduals find meaningful and satisfying #or', and

organizations get the talent and energy they need to succeed.

3. ) need is a genetic predisposition to prefer some e"perience oer others. eeds energize andguide %ehaior and ary in potency at different times. /0. 123

!. hether hard or soft, the Theory P approach is self&fulfilling9 if you treat people as if theyHre

lazy and need to %e directed, they conform to your e"pectations. /0. 12($.

They #ithdra# 5 through chronic a%senteeism or simply %y Auitting.

They stay on the 4o% %ut #ithdra# psychologically, %ecoming indifferent, passie and

apathetic.

They resist %y restricting output, deception, feather%edding, or sa%otage.

Try to clim% the hierarch to %etter 4o%s.

They form alliances /such as la%or unions to redress the po#er im%alance.

They teach their children to %eliee that #or' is unre#arding and hopes for adancement

are slim.

Chapter ,

True/False

1. )lthough it is a no%le idea, no research eidence e"ists that supports the notion of inesting

in employees and responding to their needs.

2. )lthough eidence is mounting that high inolement, high performance or high

commitment management practices demonstrate positie economic returns, trends in actualmanagement practice are often moing e"actly opposite to #hat this eidence indicates.

3. Frederic' :erz%erg felt that improing hygiene factors#as central to increasing #or'erHs

motiation.

!. *ecause gain sharing plans hae had a positie impact on performance, they hae %een

Auic'ly adopted %y the ma4ority of companies.

$. Bffectie implementation of employee stoc' o#nership programs /B;G0s is dependent upon

employees learning and driing the %usiness disciplines that help the company do #ell.

(. hen a group of pilots applying #ith ;outh#est )irlines #as as'ed to change into *ermuda

shorts for their interie#s, t#o pilots declined. These #ere not hired.

. In the doll&painting case, the %lue&collar #or'ers controlled the speed of the %elt, #hich

produced a su%stantial loss of speed and efficiency.


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. T&Nroups and ;urey Feed%ac' %oth played an important role in the eolution of

organization deelopment /G+.

Answers

1. F /0. 1!6 5 umerous studies hae supported this notion.

2. T /0. 1!1 5 -anagers might pursue less effectie strategies %ecause they operate underTheory P assumptions. Thus, they fear losing control or indulging #or'ers. )lso,

inesting in #or'ers reAuires time and persistence to yield a payoff. Faced #ith relentless

pressure for immediate results, mangers often conclude that slashing costs, changingstrategy, or reorganizing is more li'ely to produce a Auic' hit.

3. F /0. 1$3 5 :erz%ergHs %elief that improing motivatorsthrough 4o% enrichment #as

essential to improing employee motiation.

!. F /0. 1! 5 )lthough they hae %een sho#n to hae a positie impact on performance andprofita%ility /7anter, 188, they hae spread slo#ly %ecause they reAuire significant

changes9 cross&unit teams, suggestion systems, and more open communication of financial

information to employees.

$. T /0. 1! 5 ?osen and others /266$ argue that B;G0Hs success is dependent on effectieimplementation of three elements of the eAuity model /p. 189

Bmployees must hae a significant o#nership share in the company.

The organization needs to %uild an o#nership culture /p. 3! %y sharing

financial data, inoling employees in decisions, %rea'ing do#n the hierarchy,

emphasizing teams and cross&training, and protecting 4o%s.

It is important that employee %oth learn and drie the %usiness disciplines that

help their company do #ell /p. 3. +epending on the company, the 'ey

discipline might %e technical innoation, cost control, or customer serice, %ut

employees understand #hat it ta'es to ma'e the company competitie and focus

on ma'ing it #or'.

(. T /0. 1!3 5 This e"ample #as used to demonstrate the importance of hiring people that fitthe companyHs mold or culture.

. F /0. 1$6. T /0p. 1$&

Multiple Choie

1. hich of the follo#ing companies hires %ased primarily on intelligence>

a. -icrosoft%. Noogle

c. ;outh#estd. Bnterprise

2. To %ecome the industryHs most profita%le firm,


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c. more, less

d. more, more

3. ;tudies hae sho#n that employee participation

a. Increases morale %ut not productiity

%. Increases productiity %ut not moralec. Increases neither productiity nor morale

d. Increases productiity and morale

!. Bgalitarianism implies

a. ) #or'place #here the emergent leader ma'es all of the decisions

%. ) democratic #or'place #here employees participate in decision ma'ing

c. ) #or'place #here the designated leader ma'es are 'ey decisionsd. ) repu%lican #or'place #here people are a%le to ma'e all of their o#n decisions

$. Total Quality -anagement /TQ- is

a. ) comprehensie strategy that com%ines structural and human resource elements.%. ) comprehensie strategy %ased on the human resources frame.

c. ) comprehensie strategy %ased on the structural frame.d. ) team structure that com%ines structural and human resource elements

(. The or'&Gut, implemented to address the slo# pace of change in his organization, #asinitiated %y

a.


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8. The e"ample of


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management has it uniAue approach, most of their strategies can %e captured in si" general

strategies. hat are these si" %asic human resource strategies>

3. ame the three #ays identified in the te"t to align employee re#ards more directly #ith

%usiness success>

!. hat is the central idea in the autonomous team approach and #hat does it reAuire to %e

effectie>

Answers

1. 0. 1!1 Theory P managers fear losing control or indulging #or'ers.

Inesting in people reAuires time and persistence to yield a payoff.

Faced #ith relentless pressure for immediate results, mangers often conclude that

slashing costs, changing strategy, or reorganizing is more li'ely to produce a Auic' hit The dominance of the financial perspectie that sees the organization as simply a

portfolio of financial assets.2. 0. 1!2

*uild and implement an :? strategy

:ire the right people

7eep them

Inest in them

Bmpo#er them

0romote diersity

3. Nain&sharing, profits&sharing, and employee stoc' o#nership plans /B;G0s. 0/. 1!!. The central idea in the autonomous team approach is giing groups responsi%ility for a

meaningful #hole 5 a product, su%assem%ly, or complete serice 5 #ith ample autonomy and

resources and #ith collectie accounta%ility for results. Teams need ample training tooperate effectiely as an autonomous team. or'ers need group s'ills and a %roader range of

technical s'ills so that each mem%er understands and can perform someone elseHs 4o%. /0.

1$$

Chapter -

True/False

1. )lthough people %ring patterns of %ehaior to the #or'place that hae roots in early life,these patterns change Auic'ly and easily once on the 4o%.

2. In their research, )rgyris and ;chon /18!, 188( found insignificant discrepancies %et#een

espoused theoriesand theories-in use.

3. In )rgyrisH and ;chonHs -odel I, the modelHs assumptions s lead to minimal learning,

strained relationships, and deterioration in decision ma'ing.


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!. The -yers&*riggs Type Indicator is popular #ith academic psychologists.

$. The primary reason that change initiaties fail is that managersH intentions are insincere.

(. -anagers spend most of their time relating to people.

. )ccording to *olman and +eal, a theory of action is a program, or cognitie map that

informs and guides an indiidualHs actions.

. ) Stheory in useS, according to *olman and +eal, is a scientific theory that is supported %y

e"isting research and used %y researchers in the field.

Answers

1. F /0. 1(( 5 The patterns and %ehaiors that people %ring to the #or'place that

hae roots in their early lies tend to repeat themseles and are difficult to change.

2. F /0. 1(8 5 -anagers often gie reasons for their actions that are different from

the reasons they actually engage in certain %ehaiors. )rgyris and ;chon found significantdiscrepancies %et#een espoused theories and theories in use.

3. T /0. 11 5 Cur'ing in -odel I is the core assumption that an organization is adangerous place #here you hae to loo' out for yourself or someone else #ill do you in. The

result is minimal learning, strained relationships, and deterioration in decision ma'ing.

!. F /0. 18 5 hile the -yers&*riggs Type Indicator is #idely used inmanagement deelopment, it is not popular #ith academic psychologist. )cademic

psychologists prefer the *ig $ model of personality %ecause it has stronger research

support.

$. F /0. 1( 5 -ost change initiaties fail %ecause managers are una%le to handlethe social challenges of changing and not %ecause the intentions of managers are incorrect or

insincere.(. T /0. 1(( 5 -anagers spend most of their time in conersations and meetings,in groups and committees, oer coffee or lunch, on the phone, or on the Internet.

. T /0. 1(8

. F /0. 1(8

Multiple Choie

1. In -. ;. NranoetterHs article entitled Bconomic )ction and ;ocial ;tructure9 The 0ro%lem

of ;ocial Bm%eddedness, he contrasts the assumptions of ho# people ma'e decisions in the

fields ofa. ;ociology and psychology

%. ;ociology and economics

c. 0sychology and economicsd. Bconomics and mathematics

2. In -. ;. NranoetterHs article entitled Bconomic )ction and ;ocial ;tructure9 The 0ro%lem

of ;ocial Bm%eddedness, he contends that


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a. Bconomic actors are atomized indiiduals #hose decisions are little affected %y their

relationship #ith others

%. Bconomic actors acAuire custom, ha%its, norms that are follo#ed mechanically,irrespectie of their %earing on rational choice

c. 0eopleHs actions are em%edded in concrete, ongoing systems of social relations. )ctors

ma'e choices that are essentially random.

3. -anagers typically see themseles as

a. -ore rational %ut less autocratic than they are seen %y colleagues.%. Cess rational %ut more democratic and caring than they are seen %y colleagues.

c. Cess rational, open, concerned for others and democratic than they are seen %y

colleagues.

d. -ore rational, open, concerned for other and democratic than they are seen %ycolleagues.

!. )rgyrisH and ;chonHs -odel II does GT emphasize #hich of the follo#ing>

a. Integration of adocacy and inAuiry.%. G#ning and controlling #hateer is releant to your interests.

c. Dnilaterally protecting oneself.d. +esigning and managing the enironment unilaterally.

$. motional intelligence#as popularized %y LLLLLLLLLL %ut inented %y LLLLLLLLLL>a. Noleman ;aloey and -ayer

%. ;aloey and -ayer +aniel Noleman

c. Thorndi'e )rgyris and ;chon

d. Thorndi'e Noleman

(. -yers&*riggs Type Indicator is a tool that is used to assess a personHsa. Theories of action%. Bmotional intelligence

c. Ceadership competencies

d. 0ersonal type or management style

. hen compared to the -yers&*rigs Type Indicator, a ma4or disadantage of the *ig $ model

of personality for management deelopment is that it

a. has #ea'er research support than the -yers&*riggs Type Indicator%. has fie dimensions ersus -yers&*riggs four dimensions

c. coneys stronger alue 4udgments than the -eyers&*riggs Type Indicator

d. is popular #ith academic psychologists.

. Nroups operate on t#o leels9 an oert, conscious leel focused on LLLLLLLLLL and a more

implicit leel of LLLLLLLLLL.a. process, tas'

%. emotions, cognition

c. cognition, emotions

d. tas', process


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8. Informal group norms

a. +efine #hich mem%ers #ill complete #hat organizational tas's.%. Noern ho# the group functions and ho# mem%ers conduct themseles.

c. )re the patterns of #ho relates to #hom.

d. rely on the rigidity of social relations

16. In response to the rumors of a se"ual relationship %et#een he and her %oss, -odel II suggests

that )nne *arrettaHs most effectie strategy is9a. ?esign immediately %ecause the damage is done and no one #ill eer %eliee her

denials.

%. ?etain a la#yer, and %egin legal action against %oth :arry and :illcrest


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16. d /0. 12


1. hat are the three recurrent Auestions a%out relationships that regularly confront managers>

2. In his %oo' entitled Bmotional Intelligence, #hat %asic argument does +aniel Noleman put

forth>

3. hat is emotional intelligence> hat term #ere ;aloey and -ayer updating #hen they

created the concept of emotional intelligence>

!. 0lease define espoused theoriesand theories-in-use. These theories are used to e"plain

#hich managerial phenomenon>

$. hat are the four central issues of group process discussed in

Answers

1.


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Chapter .

True/False

1. It is nae and romantic to hope that organizational politics can %e eliminated.

2. 0olitical actiity is more isi%le and dominant under conditions of homogeneity than

diersity.

3. In a family conte"t, parents function as partisans.

!.


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/2663, p. 18$.

. F. /0. 18(

. T. /0p. 1(&

Multiple Choie

1. In the case of the e"plosion of the $hallenger,

a. 0olitical agendas corrupted engineersH technical 4udgments and caused them torecommend launching the $hallenger.

%. 0olitical agendas dominated, and the 4udgment of technical e"perts #as disregarded #hen

ma'ing the final decision to launch the $hallenger.

c. Technical e"perts failed to foresee the possi%ility of a $hallengere"plosion.d. eather conditions #ere identified as the main cause of the $hallengere"plosion.

2. The political frame emphasizes that organizational goals are

a. ;et %y edict at the top of the organization.%. -utually agreed upon %y the organizationHs coalitions.

c. Boled through an ongoing process of negotiation and %argaining.d. ;et through a process of consensus.

3. ) potential partisan is>a. )ny mem%er of a coalition #ho #ants to e"ert %ottom&up pressure

%. )ny organizational mem%er #ho, %y irtue of position, is entitled to ma'e decisions

%inding on su%ordinates

c. )ny mem%er of senior management #ho e"erts authority %y irtue of their position.d. )ny mem%er of a coalition #ho lac's the courage of his or her conictions.

!.


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. Dnder ;addam :ussein, IraA #as an e"ample of

a. ) %alanced system%. )n oer%ounded system

c. ) system of diffuse po#er

d. )n under%ounded system

. Dnder #hich frame is conflict not ie#ed as something that can or should %e tamped do#n or

stamped out>a. :uman ?esource.

%. ;tructural.

c. ;ym%olic.

d. 0olitical.

8.


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energy, stamina, political smarts, gift of ga%, ision, or some other characteristic 5 are

im%ued #ith po#er independent of other sources.

(. c /0. 26! 5 The e"ample #as used %y Ca'off /266! to argue that the ?epu%lican electoralsuccess in 2666 and 266! o#ed much to the s'ill of framing. Framing esta%lishes the

frame#or' #ithin #hich issues #ill %e ie#ed and decided and thus, determines their

meaning.. % /0. 26( 5 Dnder ;addam :ussein, IraA #as tightly controlled through highly concentrated

po#er. It #as an e"ample of an oer%ounded system.

. d /0. 26( 5 Dnder the political frame, conflict is normal and ineita%le.

!.


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. *olman and +eal argue that the higher the position a manager achiees #ith a company, the

more po#er they hae and, therefore, the less dependent they are on others.

. -utuality, generality and caring are important criteria in forming an ethical 4udgment a%out a

particular action.

8. 0olitical s'ill is a dangerous Auality in managers.

16. 7ey elements in a political map include the 3 0Hs of players /#hoHs on the field, positions

/#hat indiiduals and groups #ant and po#er /capacity for influence held %y different

participants

Answers

1. F /0. 21! 5 ;tructurally, an agenda outlines a goal and a schedule of actiities. 0olitically, an

agenda is a statement of interests and a scenario for getting the goods. The first step in

effectie political leadership is setting the agenda.2. T /0. 21 5 -anagers %eliee that people #ill follo# them if a logical reason is gien for

doing so. *ecause of this, they do not focus enough of their attention to the relational aspectsof accomplishing initiaties.

3. T /0. 226 5 )m%iguity /#hich causes uncertainty, diersity /#hich causes differences, and

scarcity /#hich causes conflict ineita%ly lead to political dynamics in organizations.!. F /0. 221 5 @alue claimers see #inin as naiely optimistic. For them, %argaining is a

hard tough process in #hich you hae to do #hat it ta'es to #in as much as you can.

$. F /0. 22( 5 Instrumental alues are the four important principles of moral 4udgment. They

are guidelines a%out right actions rather than right outcomes /terminal alue(. T /0. 21! 5 Bffectie leaders create an agenda for change #ith t#o ma4or elements9 a

ision %alancing the long&term interests of 'ey parties, and a strategy for achieing the ision#hile recognizing internal and e"ternal forces.. F /0. 21

. T /0p. 22(&

8. F. /0p. 21! et seA. The chapter argues the opposite9 that political s'ill is ital to anorganizationHs capacity to manage political dynamics effectiely.

Multiple Choie

1. The e"ample of ?onald ?eagan #as used to sho# ho# it #as necessary for him to

a. ;et the agenda.

%. -ap the political terrain.c. et#or' and form coalitions.

d. *argain and negotiate.

2. In negotiations, people #ho sta'e out positions and then reluctantly ma'e concessions to

reach agreement are engaging in

a. &rincipled bargaining.

%. Unprincipled bargaining.


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c. &ositional bargaining.

d. (irectional bargaining.

3. Inprincipled bargaining,

a. Gne should focus on oneHs position

%. Gne should focus on oneHs interestc. Gne should loc' in on the first ia%le alternatie that arises

d. Gne should lin' the people #ith the pro%lem

!. Dnder value claiming,

a. 0layers should focus on the interests, rather than their positions.

%. 0layers should separate people from pro%lem.

c. 0layers should insist on o%4ectie criteria for %oth su%stance and process.d. The more player ) can control player *Hs leel of uncertainty the more po#erful ) is.

$. hat negotiation strategy %egins #ith open and colla%oratie %ehaior maintaining this

approach so long as the other party responds in 'ind, and an adersarial approach should thisstrategy %e adopted %y the other party during negotiation>

a) $onditional value claimingb) $onditional openness

c) 'alue hedging

d) &rincipled hedging

(. hich of the follo#ing is notone of the four important principles of moral 4udgment>

a. -utuality.

%. Nenerality.c. Gpenness.

d. em%odies #hich of the follo#ing important principles of moral

4udgment>a. -utuality.

%. Nenerality.

c. Gpenness.

d.


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%. The ris's of criticizing political opponents.

c. The po#er of agenda setting

d. The po#er of %argaining

16. hich of the follo#ing are 'ey s'ills of the manager as politician

a. am%ition, ision, tenacity, and a thic' s'in%. mutuality, sensitiity, openness, caring

c. agenda&setting, mapping the terrain, net#or'ing, %argaining,

d. sta'eholder analysis, ratio analysis, goal&setting, systems design

Answers

1. a /0. 21! 5 In the first year of his presidency, ?onald ?eagan #as remar'a%ly successful#inning the agenda game. From painsta'ingly studying the first hundred days of his four

predecessors, ?eaganHs staff concluded that it #as essential that he moe #ith speed and

focus

2. c /0. 221 Fisher and Dry contend that this type of positional %argaining is inefficient andmisses opportunities to create something thatHs %etter for eeryone .

3. % /0p. 221&2 5 In principled %argaining one should 'no# oneHs interests, not oneHs position.Gne should also see' to create o%4ectie criteria for %oth the su%stance and procedure of

negotiation and inent options for mutual gain instead of loc'ing in to the first alternatie

that comes to mind.!. d /0. 223 5 a, %, and c are all part of principled %argaining. )long #ith the understandings

that %argaining is a mi"ed&motie game, a process of interdependent decisions, inoles

4udicious use of threats rather than sanctions, reAuires ma'ing a threat credi%le, and

reAuires the calculation of the appropriate leel of threat, under alue claiming the moreplayer ) can control player *Hs leel of uncertainty the more po#erful ) is.

$. % /0. 22! 5


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!. hat are the four strategies ofprincipled bargaining>

$.

ill I hae to #or' #ith these people again>

If an agreement can ma'e eeryone %etter off, it ma'es sense o emphasize creating alue. If

you e"pect to #or' #ith the same people in the future, it is ris'y to use scorched&earth tactics

that leae anger and mistrust in their #a'e.


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Chapter 11

True/False

1. hen ie#ing organizations as political arenas, organizational design is seen as a rational

e"pression of the organizationHs goals.

2. ) classic scenario for reolution is a period of rising e"pectations follo#ed %y

#idespread disappointment.

3. In a dura%le ecosystem, li'e intel and al&-art, a ma4or organizationHs role is an

important determinant of ho# it can %est %alance pursuit of its o#n interests #ith the oerall

#ell&%eing of the ecosystem.

!. ;ince organizations depend on their enironment for resources needed for surial, they

are ineita%ly enmeshed #ith e"ternal constituents #hose e"pectations or demands must %e

heeded.

$. In contrast to the Dnited ;tates, =apanese %usiness and politics hae %een 'ept separate.

(. In most organizational change initiaties, the right idea and legitimate authority #ill

generally ensure success.

. )lthough Fred ;mith, the


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lo#erarchy 5 partisans and groups in midleel and lo#er&leel positions, #ho deise

creatie and maddening #ays to resist, diert, undermine, ignore, or oerthro# innoatie

plans.. F /0. 2!1 5 FedB"Hs political action committee is ran'ed among the nationHs top

ten, ma'ing generous donations to hundreds of congressional candidates.

. T /0. 2!3

Multiple Choie

1. ?oss =ohnsonHs decision to moe ?=?Hs headAuarters from inston&;alem to )tlanta

a. as a sound %usiness decision.

%. as a political decision, that met the needs of =ohnsonHs dominant coalitionc. as facilitated %y the fact that the residents of inston&;alem #anted the cigarette ma'er

out of the city.

d. as %ased on cheaper real estate prices in )tlanta.

2. The e"ample of school districts that receied generous, long&term federal funding to deelop

e"perimental programs for comprehensie changes in rural education illustrateda. hy top&do#n change usually succeeds

%. 0olitical ris's in top&do#n change initiaties

c. The conditions necessary for a successful %ottom&up change initiatied. hy %ottom&up change initiaties usually fail.

3. In the I*- ecosystem, -icrosoft and Intel

a. *ecame fierce competitors.%. Not caught in anti&trust legislation.

c. ?emain serants to I*-.d. *ecame mutually indispensi%le.

!. In the %attle for ?=? a%isco %et#een :enry 7rais at 77? and ?oss =ohnson

a. :enry 7rais and 77? ended up paying too much to acAuire the company%. :enry 7rais and 77? #ere a%le to purchase the company at a surprisingly lo# price

c. ?oss =ohnson outmaneuered 7rais to hold on to this company..

d. ?oss =ohnson ended up iolating federal securities la#s and losing his company. .

$. In -arion *la'eyHs fie&year rein at the F)),

a. Through a clear understanding of the ecosystem, she #as a%le to turn the agency around.

%. Through esta%lishing a performance&oriented culture, she #as a%le to turn the agencyaround.

c. *ecause of a lac' of a formal management education she #as una%le to turn the agency

around.d. *ecause of an ecosystem in #hich no one seemed to %e in charge she #as una%le to turn

the agency around.

(. Bducation in the Dnited ;tates #as used as an e"ample of a


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a. 0u%lic policy ecosystem

%. *usiness&goernment ecosystem

c. ;ociety as ecosystemd. *usiness ecosystem

. hich of the follo#ing companies #as used to demonstrate the effectieness of a companyin influencing goernment agencies

a. -icrosoft

%. *en and =erryHsc. FedB"

d. Intel

. ) critical Auestion in the society ecosystem is, hat is the po#er relationship %et#eenKa. The Gffice of the 0resident and eeryone else>

%. Carge corporations and eeryone else>

c. Toyota and eeryone else>

d.

8. Gf the top t#enty&fie D.;. companies at the %eginning of the t#entieth century #hich of thefollo#ing remained one of the top 2$ at the end of the century>

a. Neneral Blectric

%. Neneral -otorsc. B""on

d. ;ears

16. al&-art made a point of trac'ing demand information in real time and then it #ould sharethe information through ?etail Cin' #ith its

a. competitors %. manufacturers c. supplier net#or'

d. constituents

Answers

1. % /0. 233 5 ?=?s headAuarters #ere relocated from inston&;alem to )tlanta %ecause ?oss

=ohnson #as a%le to head a successful coalition in faor of moing the company, in spite

of the fact that it had %een located in inston&;alem for a century and its citizens tomuch pride in the company and #ere fiercely loyal to it.

2. % /0p. 23!&$ 5 This ne# change initiatie set off heated political %attles. In many cases,

administrators found themseles outgunned. Gnly one superintendent suried oer theprogramHs fie&year funding cycle. In most cases, the administrators neer anticipated a

ma4or political %attle. They thought the program made sense and that it #ould %e

accepted. They #ere confident their proposed programs #ere progressie, effectie, andgood for eeryone.

3. d /0. 23( 5 *ecause more sophisticated soft#are needed faster microprocessors, and ice

ersa, -icrosoft and Intel %ecame mutually indispensi%le. They %egan as serants to

I*- %ut eentually too' oer #hat %ecame the intel ecosystem.


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!. a /0. 23 5 In the competitie frenzy, %oth companies %id too high and :enry 7rais and

77? #ere stuc' #ith an oerpriced al%atross.

$. d /0. 23&8 5 )lmost eery moe she made to sole one constituencyHs pro%lem createdtrou%le for others. -uch of the fault lay in the ecosystem in #hich no one #as in charge.

(. a /0p. 238&!6 5 Bducation in the Dnited ;tates #as used as an e"ample of a 0u%lic policy

ecosystem. c /0. 2!1 5 The e# or' Times descri%ed FedB" as one of the most formida%le and

successful corporate lo%%ies in the capital /Ce#is, 188(, p. 1. FedB"Hs political action

committee ran'ed among the nationsH top ten, ma'ing generous donations to hundreds ofcongressional candidates.

. % /0. 2!2 5Carge corporations hae great po#er9 Gf the 166 largest economies in the

#orld, $1 are corporations, and only !8 are countries. al&-art is %igger than Israel,

0oland or Nreece. -itsu%ishi is %igger than Indonesia. Neneral -otors is %igger than+enmar'. If goernments canHt set the rules, #ho #ill> The corporations> *ut theyHre

the players. hoHs the referee> /Cong#orth, 188(, p. !.

8. a /0. 2!$ 5 Gf the top t#enty&fie D.;. companies at the %eginning of the t#entieth only

Neneral Blectric remains. )ll others hae dropped out of the top t#enty&fie orcompletely anished.

16. c /0. 23 5 ;haring demand information through ?etail Cin' #ith the supplier net#or'allo#ed the company to communicate alua%le sales information to the support system

that #ould ma'e the organization successful.


1. hat are the %asic s'ills of indiidual managers as politicians that organizations, as political

actors, need to master>

2. In #hat ecosystem are %usiness, goernment, and the pu%lic em%edded>

3. hat changed %et#een 18$! and 266$ in terms of the num%er of companies it too' to eAual26M of the )merican economy> hy are the implications of this shift>

!. hat is the principal theme of =effrey 0fefferHs and Nerald ;alanci'Hs %oo' The *ternal$ontrol of Organizations>

$. hat is the mar'eting concept of management> ould 7orten or 0feffer and ;alanci'

agree #ith it>

Answers

1. )s political actors, organizations need to master many of the %asic s'ills of indiidualmangers as politicians. These s'ills are9

+eelop an agenda

-ap the enironment

-anage relationships #ith %oth allies and enemies

egotiate compacts, accords, and alliances

/0p. 23$&(

2. ;ociety is the massie s#irling ecosystem in #hich %usiness goernment, and the pu%lic are


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em%edded. /0. 2!2

3. In 18$!, it too' more than si"ty companies to eAual 26 percent of the )merican economy in

266$, it too' only 26. This means that the leaders of these 26 corporations ma'e decisionsthat steer one&fifth of the D.;. economy. These 26 companies hae enormous influence on

the society ecosystem of the Dnited ;tates and are drien %y the sole dictum of ma"imizing

shareholder #ealth and thus, most often conceied as amoral. /0. 2!2!. )s its title suggests, the %oo'Hs principal theme is that organizations are much more creatures

than creators of their enironment. In the authorsH #ord9 The perspectie Uin this %oo'V

deniers the alidity of the conceptualization of organizations as self&directed, autonomousactors pursuing their o#n ends and instead argues that organization are other&directed,

inoled in a constant struggle for autonomy and discretion, confronted #ith constraint and

e"ternal control /18, p. 2$. /0. 2!3

$. The mar'eting concept of management is %ased on the premise that oer the longer term all%usinesses are %orn and surie or die %ecause people /the mar'et either #ant them or donHt

#ant them. In short, the mar'et creates, shapes, and defines the demand for all classes of

products and serices /-arshall, 18!, p. 1. 0feffer and ;alanci' #ould agree.

Chapter 1'

True/False

1. *uilding community around a %rand name updates ancient traditions %ased on tri%e and

homeland.

2. Bidence e"ists that the culture of an organization is related to its profita%ility.

3. ) good story, li'e the one that attri%utes 0ierre GmidyarHs ision for e*ay to an effort to helphis girl friend, can %e ery po#erful, regardless of #hether it is true.

!. In his %oo' $ulture+s $onse#uences: !nternational (ifferences in ,or"-elated 'alues, Neert

:ofstede argues that the same %asic management practices and concepts #or' around the#orld. W

$. Fairy tales may %e entertaining, %ut sere no useful purpose at #or'. .

(. )n organizationHs culture is reealed and communicated through its sym%ols.

. *olman and +eal descri%e myths as distorted, half&truths that inhi%it organizationaleffectieness.

. The sym%olic frame centers on the concepts of meaning, %elief, and faith.

Answers

1. T /0. 2$2 5 :arley&+aidson o#ners are part of a uniAue culture. )lthough dierse, they are

fanatical a%out their :arleys.


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2. T /0. 2(8 5 *oo's li'e 7otter and :es'ettHs $orporate $ulture and &erformance/1882,


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!. Initiation into an organization is a form of

a.

a. -etaphor%. a. *-%.

a. +istinctie alues, %eliefs and practices that an organization has deeloped

%. The leel of taste and refinement that an organization has cultiated in its mem%ers

c. :o# #e do things around here

d. ) pattern of shared %asic assumptions


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Answers

1. % /0. 2$! 5 The nap'in enisioned connecting three Te"as cities9 +allas, :ouston, and ;an)ntonio. )s the myth has it, ?ollin 7ing, one of the original founders, said to his

counterpart :er% 7elleher, :er%, letHs start an airline. 7elleher, #ho later %ecame

;outh#estHs


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Answers

1. ) sym%ol is something that stands for or suggests something else it coneys sociallyconstructed meaning %eyond its intrinsic or o%ious functional use /Zott E :uy, 266, p. 2.

The sym%olic frame interprets and illuminates the %asic issues of meaning and %elief that

ma'e sym%ols so po#erful. /0p. 2$2&32. The fie suppositions of the sym%olic frame are9

hat is most important is not #hat happens %ut #hat it means.

)ctiity and meaning are loosely coupled eents and actions hae multiple

interpretations as people e"perience life differently.

Facing uncertainty and am%iguity, people create sym%ols to resole confusion, find

direction, and anchor hope and faith.

Bents and processes are often more important for #hat is e"pressed than for #hat is

produced. Their em%lematic form #eaes a tapestry of secular myths, heroes andheroines, rituals, ceremonies, and stories to help people find purpose and passion.


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3. ith respect to rituals and ceremonies, isi%le %ehaior is more important than #hat is

communicated %eneath surface.

!. )lsing #as the Bagle NroupHs conscience.

$. Gut%ac' ;tea'house is committed to no rules, 4ust right.

(. Noogle #as started %y t#o graduate students, one from -ichigan and one from -osco#,

#ho did not care for each other at the start.

. In the sym%olic frame, a specialized language fosters cohesion and commitment.

. The spirit and oerall e"perience of the Bagle NroupHs process is not common inorganizational enironments.

Answers

1. F /0. 26 5 Bach mem%er #as highly s'illed, %ut there #ere eAually talented engineers#or'ing on other +ata Neneral pro4ects. It seemed to hae more to do #ith the fact that the

group mem%ers had a shared and cohesie culture that #as the inisi%le force that gaethem their drie.

2. T /0. 2! 5 -ost often language is thought of as simply representing culture, %ut it also

plays the role of constructing a culture.3. F /0. 2( 5 ith respect to rituals and ceremonies, #hat occurs on the surface is not nearly

as important as the deeper meaning communicated %eneath isi%le %ehaior.

!. T /0. 2 5 )s #ell as the main organizer and instigator of parties, )lsing #as the groupHs

conscience and nearly eeryoneHs confidant.$. T /0. 286 5 This commitment has distinguished the company in the intensely competitie

restaurant industry.(. T /0p. 28&6. T /0. 22

. F /0. 28

Multiple Choie

1. LLLLLLLLLLL %inds a group together.

a. ) clear chain of command.%. BAual pay for eAual #or'.

c. +iersity of group mem%ers.

d. ;hared language.

2. LLLLLLLLLL releases tension and helps resole issues arising from the day&to&day routine as

#ell as from sudden emergencies.a. ) clear chain of command.

%. :umor

c. ) shared ision

d. ;hared language


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3. )fter e"tensie research on high&performance groups, @aill /182 concluded thatLLLLLLLLLL #as at the core of eery group he studied>

a. The high need for achieement of group mem%ers.

%. B"ternal competition from another team.c. ;pirit.

d. Internal competition among group mem%ers.

!. )fter the @ietnam ar, the LLLLLLLLLLL added,

a. The ;tate +epartment

%. The


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%. myths

c. group identity

d. e"amples

Answers

1. d /0. 2! 5 a, % and c, diide groups. ;hared language %inds a group together and is apercepti%le sign of mem%ership.

2. % /0. 2$ & ;urgical teams, coc'pit cre#s, and many other groups hae learned that 4o'ing

and playful %anter are essential sources of inention, team spirit. It helps release tensionand resole issues arising from day&to&day routines as #ell as sudden emergencies.

3. c /0. 28 5 -em%ers of successful groups consistently felt the spirit, a feeling essential to

the meaning and alue of their #or'.

!. d /0. 286 5 This alue #as added in the aftermath of the @ietnam ar %y the )ir Force in itsefforts to reaffirm traditions and re%uild its culture.

$. a /0. 286 5 =an hat tenets of the sym%olicframe can %e distilled that are %roadly applica%le to groups and teams>

3. hat is the alue of stories to high&performing groups such as the Bagle Nroup>

Answers

1. Dsing the e"ample of the Bagle Nroup, chapter thirteen is a%out ho# teams achiee pea'

performance 5 the culture of the organization. /0. 262. The important tenets of the sym%olic frame can %e distilled that are %roadly applica%le to

groups and teams are9

:o# someone %ecomes a group mem%er is important. +iersity supports a teamHs competitie adantage

B"ample, not command, holds a team together.

) specialized language fosters cohesion and commitment.

;tories carry history and alues and reinforce group identity.

:umor and play reduce tension and encourage creatiity.

?itual and ceremony lift spirits and reinforce alues.


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Informal cultural players ma'e contri%utions disproportionate to their formal role.

;oul is the secret of success.

/0p. 21&2

3. In high&performing groups, stories 'eep traditions alie and proide e"amples to guideeeryday %ehaior. ;tories carry history, alues and facilitate the formation of group identity.

/0 2!

Chapter 1)

True/False

1. The success of the D.;. ay 0olaris missile system can %e directly attri%uted to the

efficiency %enefits of modern management techniAues of 0B?T and 00*;.

2. The sym%olic frame recasts organizational structures and processes as secular drama thate"presses our fears, 4oys, and e"pectations.

3. +i-aggio and 0o#el state that ideas from %usiness schools spread rapidly #hen theyproduce demonstra%le %enefits in efficiency and productiity.

!. Dnder a dramaturgical ie#, if an institution or its enironment changes, theatricalrefur%ishing is needed only if the change affects the %ottom line.

$. hen ie#ing organizations as theater, strategic planning is an e"ample of a ceremony

#hich organizations conduct periodically to maintain legitimacy rather than improe

performance.

(. Bidence supports the notion that the adopting modern management techniAues accentuates acompanyHs legitimacy and heightens


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proides a shared %asis for understanding the present and imagining a more promising

tomorro#.

3. F /0. 28 5 +i-aggio and 0o#ell argue that managers and -*)Hs from accredited %usinessschools carry shared alues, %eliefs and practices #hereer they go. The latest ideas from

%usiness schools may or may not produce %etter results, %ut they spread rapidly %ecause the

ne#ly minted professional %eliees in them.!. F /0. 366 5 Dnder the dramaturgical ie#, any time an institution or its enironment

changes, theatrical refur%ishing is needed since legitimacy and #orth are anchored

primarily in the match %et#een structural characteristics and preailing myths.Grganization must alter appearances to mirror changes in social e"pectations.

$. T /0. 362 5 -any e"ecuties consciously recognize the shortcomings of strategic planning,

yet continue to champion it. ;trategic planning persists %ecause it plays an eminent role in

an organizationHs enduring drama.(. T /0. 28( 5 In such cases, economic performance may not improe, %ut perceptions of

innoatieness and confidence in management rise.

. F /0. 361 5 -eetings according to -arch and Glsen are improisational gar%age cans.

. T /0. 363

Multiple Choie

1. Institutional theorists

a. ;ee organizations as closed systems.%. ;ee organizations as rational systems.

c. *eliee efficiency and economic performance to %e the 'ey concerns.

d. ;ee organizations as open systems.

2. Isomorphism is a term used %y +i-aggio and 0o#ell /183 to descri%e the processes that

cause organizations to LLLLLLLLLL other organizations, particularly mem%ers ofLLLLLLLLLLLL organizational field.a. *ecome more li'e, the same

%. *ecome more li'e, a different

c. +ifferentiate from, the samed. +ifferentiate from, a different

3. The sym%olic ie#

a. +epicts the #or'place as a formalized net#or' of interdependent roles and unitscoordinated through a ariety of horizontal and ertical lin'ages.

%. )pproaches structure as stage design.

c. +ictates that structural patterns align #ith purpose.d. +ictates that structural patterns are determined %y goals, technologies, and enironment.

!. In his %oo' The ise and %all of Strategic &lanning/188!, :enry -intz%erg Auestions thelin' %et#een

a. ;trategic planning and its stated o%4ecties.

%. ;trategic planning and organizational profita%ility.

c. +epartmental meetings and their stated o%4ecties.


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d. +epartmental meetings and organizational profita%ility.

$. Dnder the dramaturgical ie#, po#er is>a.


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chapter eleen. For e"ample, pu%lic schools are li'e each other %ut unli'e most other 'inds

of organizations. They hae similar %uildings, classrooms, curricula, staffing patterns, gyms,

and parent&teacher organizations.3. % /0. 288 5 ) sym%olic ie# approaches structure as stage design9 an arrangement of

space, lighting, props, and costumes that ma'e the drama iid and credi%le to its audience.

!. a /0. 362 5 Through presenting an array of surey and anecdotal eidence, -intz%ergAuestions the lin' %et#een strategic planning and its stated o%4ecties. :e sho#s that the

presumed linear progression from analysis to o%4ecties to action to results is more fanciful

than factual.$. % /0. 36( 5 0o#er is inherently am%iguous and slippery. It is rarely easy to determine

#hat po#er is, #ho has it, or ho# to get it. 0o#er is a concept used to ma'e sense of

%ehaiors after they hae occurred #ith no necessary lin' to cause and effect.

(. d /0. 36 5 Though reassuring, the assumption that po#erful leaders ma'e a difference isoften misleading. ) leaderHs po#er is less a matter of action than of appearance. 0o#er is

not solely %ased on oneHs authority and is often hard to identify.

. d /0. 36 5 )s the e"ample of entrepreneurs demonstrates, they s'illfully manage

impressions through carefully crafted theatrical performances.. c /0. 28 5 Bach of the institutional isomorphic processes can %e e"pected to proceed in

the a%sence of eidence that they increase internal organizational effectieness. The primary%enefit is that these processes improe an organizationHs image.

8. d /0. 363 5 a % and c #ere listed. 0lans are sym%ols #as the forth e"ample.

16. % /0. 36(


1. hat is the story of the D.;. ay 0olaris missile system is used to illustrate>

2. hat t#o earlier dramaturgical traditions does institution theory dra# from>

3. hat is the distinction %et#een dramaturgical theory and institutional theory>

!. Identify and define the three 'inds of isomorphism discussed %y +i-aggio and 0o#ell.

$. +escri%e the notion of meetings as improisational gar%age cans.

Answers

1. The alue of the dramaturgical ie# of creating meaning and understanding of een a

technical enironment. /0. 28!

2. The t#o dramaturgical traditions that institutional theory dra#s from are9 Gne represented %y the #or' of Bring Noffman /18$8, 18!, #ho pioneered the use

of theater as a metaphor for understanding organizations. Noffman approached

organizations as if they #ere theatrical.

The other is represented %y 7enneth *ur'e /183, 18!$, 182, #ho dre# his

inspiration from philosophy and literary criticism. *ur'e sa# them as theater.

0. 28(

3. hereas dramaturgical theorists focus on social interaction among indiiduals and #ith


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internal situations, institutional scholars e"tend theatrical e"amples li'e 0olaris and FB-) to

the interface %et#een organizations and their pu%lics. /0. 28(

!. The three types of isomorphism identified %y +i-aggio and 0o#ell /183 are9

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BOLMAN_AND_DEAL Test Bank by Barbara McKeon