Chap 00161

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Chapter 01 - Managing Effective Organizations

Chapter 01

Managing Effective Organizations

True / False Questions

1. To be formally defined as an "organization" the entity mst consist of at least t!o people

and be profit oriented.Tre alse

#. The formal stdy of organizational behavior is believed to have begn bet!een 1$0% and1$1&.

Tre alse

%. The effectiveness of any organization is inflenced greatly by hman behavior.Tre alse

'. (nthropology has contribted to the stdy and application of O).Tre alse

*. "+trctre" is the formal pattern of ho! ,obs bt not people are groped.Tre alse

. "Cltre" is the pattern of basic assmptions sed by individals and grops to deal !ith

the organization and its environment.Tre alse

&. The "organizational environment" incldes the maret and technology bt generallye/cldes governmental activities de to the "commerce clase."

Tre alse

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. rop performance is the fondation of organizational performance.

Tre alse

$. rops form !ithin organizations e/clsively to address formal organizational needs.

Tre alse

10. The essence of po!er is control over others.

Tre alse

11. Managers derive po!er from both organizational and individal sorces.Tre alse

1#. 2eadership and 3ality concepts have been fond to be inseparable.Tre alse

1%. 4ob design refers to the process by !hich managers specify the contents5 methods5 and

relationships of ,obs to satisfy both organizational and individal re3irements.Tre alse

1'. 4ob design loos at contents5 methods and relationships of ,obs to the e/clsive end of

meeting organizational re3irements.

Tre alse

1*. Organizational effectiveness is a reslt of both individal and grop effectiveness.Tre alse

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1. The te/t provides stress as a case of both individal and grop effectiveness.

Tre alse

1&. The Classical +chool proposed that management !or consists of distinct bt nrelated

fnctions !hich together constitte the management process.

Tre alse

1. 6lanning involves establishing !here the organization is going bt not ho! it is going to

get there.Tre alse

1$. Mintzberg is no!n for identifying the for fnctions of management.

Tre alse

#0. The controlling fnction loos only at the organizational level of effectiveness.

Tre alse

#1. The goal approach maes evalation of sccess easier in those organizations that do not

prodce tangible prodcts.Tre alse

##. oal achievement isn7t readily measrable for organizations that don7t prodce tangible

prodcts.Tre alse

#%. +ystems theorist propose that systems can be categorized in three !ays8 conceptal5interpersonal and concrete.

Tre alse

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#'. The systems approach provides the strctre to effectively evalate organizational impact

on "staeholders."Tre alse

#*. The firm has t!o ma,or categories of inpts8 manfactring and cstomer.

Tre alse

Multiple Choice Questions

#. (n organization is 999999999999.

(. a coordinated nit). a nit of at least t!o people

C. a nit that fnctions to achieve a common goal or set of goals:. all of the above

#&. 6sychology contribtes to the stdy of O) 999999999.(. at the individal level of analysis

). by providing insight into cross-cltral commnication

C. by providing insight into intergrop analysis

:. only in a tangential fashion

#. This term has been defined as the bleprint that indicates ho! people and ,obs are groped

together in an organization.(. Configration

). +trctre

C. Organization:. ;one of the above

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%'. 9999999999 interact to determine individal performance.

(. Motivation and ability). +trctre and leadership

C. 6ay and individal needs

:. ;one of the above

%*. Managers derive po!er from 99999999 sorces.

(. organizational

). individalC. certified

:. both ( and )

%. The three perspectives on effectiveness are8 999999999.

(. !in5 lose5 dra!

). individal5 grop and organizational

C. individal5 grop and financial:. financial5 strategic and social

%&. Organizational effectives is a?n@ 9999999999999.(. reslt solely of individal effectiveness

). increasingly important topicC. prodct of both individal and grop effectiveness:. not a primary concern of the stdy of O)

%. +ynergy 99999999999999999.

(. refers to instances !here the impact of individal contribtion e/ceeds the simplesmmation of !or of the individals separately

). refers to instances !here the individals !or together in teams

C. is developed !ithin the systems fnction of management

:. falls !ithin Mintzberg7s decisional role of management

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%$. Environment5 technology and strctre have been identified as direct cases of

9999999999999.(. individal effectiveness

). grop effectiveness

C. organizational effectiveness:. both individal and grop effectiveness

'0. Cohesiveness5 leadership5 strctre5 stats and norms have been identified as being related

to 99999999.(. overall effectiveness

). individal effectiveness

C. grop effectiveness:. (ll of the above

'1. Chris is establishing the resorce allocations for the organization. <hich of Mintzberg7s

three roles is Chris performing=(. >nterpersonal

). :ecision

C. E/ective:. +trategic

'#. 6at is sharing performance information !ith the organization. <hich of Mintzberg7s rolesis 6at performing=

(. >nformation

). 2eading

C. Controlling:. E/ective

'%. Mintzberg identified 99999999.

(. three roles of management). for fnctions of management

C. the psychoanalytical aspects of O):. the classical perspective of O)

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''. >n the reality of organizational life there are 999999 case-and-effect relationships.

(. al!ays clear ). al!ays ambigos

C. fe! nambigos

:. typically clear

'*. (ccording to the classical school of management5 the for management fnctions are

99999999.

(. establishing a strategic plan5 developing an organizational strctre5 directing employees5and establishing re!ard systems

). individal5 grop5 organizational and societal development

C. analysis5 setting of standards5 development of re!ard systems5 providing organizationalfeedbac

:. planning5 organizing5 leading and controlling

'. The "for fnctions" of management 9999999999999.(. are generally performed by all levels of management

). each typically re3ire e3al attention regardless of management level

C. are interpersonal5 decisional5 informational and coordination:. are looed pon as "classic" and no longer relevant

'&. 6at has ,st set and defined the means to achieve an end. This an e/ample of 99999999.(. strategic planning

). the planning fnction

C. establishing re!ard systems

:. effective leadership

'. 6at has created a strctre to spport a plan. <hich management fnction has pat ,st

completed=

(. +trctring). E/tended planning

C. Organizing:. Controlling

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'$. The fields of management and organizational behavior are 9999999.

(. ones of precise langage and definitions comparable to those fond in physics). not e/act sciences

C. e/act sciences

:. enriched by their history of over #00 years of formal stdy

*0. <hile not strictly an ordered se3ence5 !hich management fnction mst typically occr

before the organizing fnction=

(. 6lanning). oal setting

C. Controlling

:. orecasting

*1. The leading fnction involves !hich of the follo!ing=

(. Close day-to-day contact !ith individals and grops

). Occasional personal interaction !ith follo!ersC. The application of precise techni3es

:. The gro!ing nderstanding of ho! physiology applies to hman behavior

*#. Aor professors may have stated that it7s the management7s responsibility to devise

integrating methods and processes. <hat fnction of management !ere they referring to=(. 6lanning). 2eading

C. Organizing

:. Controlling

*%. Chris interacts daily !ith the members of the grop she spervises. <hat fnction of

management is Chris flfilling=

(. 6lanning

). OrganizationC. 2eading

:. Controlling

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*'. Carol is determining the appropriate strctre of her organization. <hat fnction of

management is she flfilling=(. 6lanning

). Organization

C. 2eading:. Controlling

**. (pproaches to effectiveness inclde 9999999999999.

(. goal approach). systems theory

C. )oth ( and )


*. 6at has identified a list of performance shortfalls. <hat fnction of management is 6at

flfilling=

(. 6lanning). Organization

C. 2eading

:. Controlling

*&. +am has revie!ed the 3arterly performance reports and compared reslts to plannedotcomes. <hat fnction of management is 6at flfilling=(. 6lanning

). Organization

C. 2eading

:. Controlling

*. The 999999 approach is the oldest and most !idely sed evalation approach.

(. systems theory

). goalC. staeholder

:. ob,ective

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*$. <hich of the follo!ing have been recognized as difficlties !ith the goal approach to

effectiveness=(. oal achievement is difficlt to measre in organizations that do not prodce a tangible

prodct.

). The achievement of one goal may diminish the reslts of a second goal.C. The e/istence of a common set of "official" goals to !hich all members are committed is3estionable.

:. (ll of the above.

0. 6at considers the financial viability of the firm as the ltimate measre of effectiveness.

<hich of the follo!ing best describes 6at7s approach to effectiveness=

(. +ystems). Consltation

C. Constitency:. oal

1. (?n@ 99999999 is a groping of elements that individally establish relationships !ith

each other and that interact !ith each other and that interact !ith their environment both as

individals and as a collective.(. system

). society

C. transnational

:. strctre

#. The "basic elements" of a system inclde !hich of the follo!ing=

(. 6eople5 materials and private o!nership). >npts and otpts

C. >npts5 process and otpts

:. Besorce identification5 tilization and conversion

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%. Becognition that every organization is part of an indstry5 a society5 and a global economy

is stressed by 999999.(. systems theory

). global theory

C. constitency theory:. incremental theory

'. The 999999999 approach5 in concrete terms5 means achieving balance among the varios

parts of the system by satisfying the interests of the organization7s constitency.(. systems

). staeholder

C. constitency:. goal

*. The systems theory approach to effectiveness 999999999.

(. proposes that a firm srvives as long as its otpt is prchased in the maret in 3antitiesand at prices that enable it to replenish its depleted stoc of inpts

). is most appropriate for manfactring operations

C. considers the comple/ interaction of the needs and !ants:. all of the above

. The systems theory approach to effectiveness 999999999.(. emphasizes that the ltimate srvival of an organization depends on its ability to

nderstand employee re3irements

). emphasizes that in meeting the changing demands of the environment5 the total cycle of

inpt-process-otpt mst be the focs of managerial attentionC. both ( and )


&. The t!o ma,or categories of inpts are 999999 and 999999.(. hman and natral resorces

). capital and e3ipmentC. hman and capital

:. capital and natral

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. >n simplest terms5 99999999 refers to information that reflects the otcomes or an act of a

series of acts by an individal5 grop5 or organization.(. evalative

). reflective

C. feedbac :. control signals

$. >n determining effectiveness 6at has considered the organization7s impact on shareholders5

employees5 cstomers and the commnity. <hat approach to effectiveness has 6at applied=(. Classification

). +taeholder

C. niversal:. >nterest

&0. The 99999999 emphasizes that organizations are chartered to accomplish goals.

(. systems). otcomes

C. goal

:. achievement

&1. <ithin the staeholder approach5 ,dgments of effectiveness al!ays involve 99999999999.(. 3antitative analysis

). the application of e/pert opinions

C. vale ,dgments

:. all of the above

&#. This theory has been sed to combine goal and systems approaches to obtain a more

appropriate approach to organizational effectiveness.

(. Means and ends). Mltiple-constitency

C. Mltiple-perspective:. Mltiple-measre

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&%. (s changes occr in !orforce technology5 the economy5 competition5 social trends and

!orld politics it is inevitable the leaders !ill trn to 999999999.(. organizational development interventions

). organizational advancement interventions

C. organizational encroachment interventions:. political behaviors

&'. +tandards of performance are associated !ith the 9999999 management fnction.

(. interpersonal). leading

C. organizing

:. controlling

&*. ">nflence" is associated !ith the 999999999 fnction of management.

(. interpersonal

). leadingC. organizing

:. controlling

Essay Questions

&. :iscss the origins of the field of organizational behavior and !hy an nderstanding of

the field is important to today7s manager.

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&&. E/plain the contingency approach to managing individals7 behavior !ithin an

organizational setting.

&. >dentify !hy managing !orplace behavior in the nited +tates is liely to be differentfrom managing !orplace behavior in another contry5 sch as ermany.

&$. Mltiple fields have contribted to stdy and application of O). >dentify these fields and

their contribtions.

0. Organizational behavior is not as stable or as predictable as physics. <hat is this

statement saying abot the field of O)=

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1. :escribe the types of environmental forces that mae it necessary for organizations to

initiate changes.

#. The te/t provides several facets of individal behavior managers mst nderstand toinflence individal performance. <hat are these areas and their relevance to individal

performance=

%. The boo presents t!o behavioral processes that contribte to effective organizational processes. <hat are these processes5 ho! are they related to effective organizational process

and provide e/amples of each=

'. Three perspectives on organizational effectiveness are presented in the te/t. :escribe each

of these perspectives and ho! they interrelate.

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*. :escribe each of the for fnctions of management. <hich of these fnctions do yo

believe is the most important and !hy=

. Mintzberg has been credited !ith the identification of three roles of management. <hatare these roles and provide e/amples of each.

&. Management typically performs for fnctions. >dentify and define these fnctions.

6rovide an e/ample of each !ithin the conte/t of yor school.

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. :escribe the three perspectives on determining effectiveness. <hat perspective is best

sited for yor niversity= 4stify yor response.

$. The goal approach to effectiveness sffers from several difficlties. :etail and providee/amples for these difficlties.

$0. Compare the goal5 systems5 and mltiple-constitency approaches to effectiveness.

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Chapter 01 Managing Effective Organizations (ns!er Dey

True / False Questions

1. (p. 4) To be formally defined as an "organization" the entity mst consist of at least t!o

people and be profit oriented.

FALE

Difficulty: Medium

#. (p. 5) The formal stdy of organizational behavior is believed to have begn bet!een 1$0%

and 1$1&.

FALE

Difficulty: Easy

1-1$

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$. (p. 11) rops form !ithin organizations e/clsively to address formal organizational needs.

FALE

Difficulty: Easy

10. (p. 11) The essence of po!er is control over others.

T!"E

Difficulty: Easy

11. (p. 11) Managers derive po!er from both organizational and individal sorces.

T!"E

Difficulty: Medium

1#. (p. 11) 2eadership and 3ality concepts have been fond to be inseparable.

T!"E

Difficulty: Medium

1%. (p. 13) 4ob design refers to the process by !hich managers specify the contents5 methods5

and relationships of ,obs to satisfy both organizational and individal re3irements.

T!"E

Difficulty: Easy

1'. (p. 13) 4ob design loos at contents5 methods and relationships of ,obs to the e/clsive endof meeting organizational re3irements.

FALE

Difficulty: Had

1-#1

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1*. (p. 15) Organizational effectiveness is a reslt of both individal and grop effectiveness.

T!"E

Difficulty: Easy

1. (p. 16) The te/t provides stress as a case of both individal and grop effectiveness.

FALE

Difficulty: Medium

1&. (p. 16) The Classical +chool proposed that management !or consists of distinct bt

nrelated fnctions !hich together constitte the management process.FALE

Difficulty: Had

1. (p. 17) 6lanning involves establishing !here the organization is going bt not ho! it is going

to get there.

FALE

Difficulty: Medium

1$. (p. 16) Mintzberg is no!n for identifying the for fnctions of management.

FALE

Difficulty: Medium

#0. (p. 19) The controlling fnction loos only at the organizational level of effectiveness.

FALE

Difficulty: Medium

1-##

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#1. (p. !0) The goal approach maes evalation of sccess easier in those organizations that do

not prodce tangible prodcts.

FALE

Difficulty: Easy

##. (p. !0) oal achievement isn7t readily measrable for organizations that don7t prodce

tangible prodcts.

T!"E

Difficulty: Easy

#%. (p. !1) +ystems theorist propose that systems can be categorized in three !ays8 conceptal5

interpersonal and concrete.

FALE

Difficulty: Medium

#'. (p. !1) The systems approach provides the strctre to effectively evalate organizational

impact on "staeholders."

FALE

Difficulty: Easy

#*. (p. !!) The firm has t!o ma,or categories of inpts8 manfactring and cstomer.

FALE

Difficulty: Medium

1-#%

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Multiple Choice Questions

#. (p. 4) (n organization is 999999999999.

(. a coordinated nit

). a nit of at least t!o peopleC. a nit that fnctions to achieve a common goal or set of goals

#$ all of the above

Difficulty: Easy

#&. (p. 7) 6sychology contribtes to the stdy of O) 999999999.

A$ at the individal level of analysis). by providing insight into cross-cltral commnication

C. by providing insight into intergrop analysis

:. only in a tangential fashion

Difficulty: Medium

#. (p. 8) This term has been defined as the bleprint that indicates ho! people and ,obs are

groped together in an organization.

(. Configration

%$ +trctre

C. Organization


Difficulty: Easy

#$. (p. 7) <hich of the follo!ing fields have been identified as contribting to the no!ledge

and application of O)=

(. 6sychology). +ocial psychology

C. +ociology#$ (ll of the above

Difficulty: Medium

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%0. (p. 7) <hich of the follo!ing fields !as not specifically identified in the te/t as contribting

to the no!ledge and application of O)=(. +ocial psychology

). (nthropology

C$ >ndstrial organizational sociology:. 6olitical science

Difficulty: Medium

%1. (p. 7) The three levels of focs or analysis of O) are8 9999999999995 9999999999995 and

999999999999.

A$ individal5 grop5 and organization). first level5 middle and pper management

C. strctral5 prostrctral and anitstrctral:. cognitive5 affective and emotional

Difficulty: Easy

%#. (p. 8) >n straightfor!ard terms5 the organization7s 999999999999 is its personality5

atmosphere5 or "feel."

(. atmosphere). ambiance

C$ cltre:. ethos

Difficulty: Easy

%%. (p. 8) The pattern of basic assmptions sed by individals and grops to deal !ith the

organization and its environment is called 999999999999.

(. strctre

%$ cltre

C. holistics:. synergistic

Difficulty: Easy

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%'. (p. 10) 9999999999 interact to determine individal performance.

A$ Motivation and ability). +trctre and leadership

C. 6ay and individal needs


Difficulty: Medium

%*. (p. 11) Managers derive po!er from 99999999 sorces.(. organizational

). individal

C. certified

#$ both ( and )

Difficulty: Medium

%. (p. 15) The three perspectives on effectiveness are8 999999999.

(. !in5 lose5 dra!

%$ individal5 grop and organizational

C. individal5 grop and financial

:. financial5 strategic and social

Difficulty: Easy

%&. (p. 15) Organizational effectives is a?n@ 9999999999999.

(. reslt solely of individal effectiveness

). increasingly important topic

C$ prodct of both individal and grop effectiveness

:. not a primary concern of the stdy of O)

Difficulty: Easy

1-#

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'. (p. 17) The "for fnctions" of management 9999999999999.

A$ are generally performed by all levels of management). each typically re3ire e3al attention regardless of management level

C. are interpersonal5 decisional5 informational and coordination

:. are looed pon as "classic" and no longer relevant

Difficulty: Medium

'&. (p. 17) 6at has ,st set and defined the means to achieve an end. This an e/ample of 99999999.

(. strategic planning

%$ the planning fnctionC. establishing re!ard systems

:. effective leadership

Difficulty: Medium

'. (p. 17) 6at has created a strctre to spport a plan. <hich management fnction has pat ,stcompleted=

(. +trctring

). E/tended planning

C$ Organizing

:. Controlling

Difficulty: Medium

'$. (p. 17) The fields of management and organizational behavior are 9999999.(. ones of precise langage and definitions comparable to those fond in physics

%$ not e/act sciences

C. e/act sciences

:. enriched by their history of over #00 years of formal stdy

Difficulty: Easy

1-#$

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*0. (p. 17) <hile not strictly an ordered se3ence5 !hich management fnction mst typically

occr before the organizing fnction=

A$ 6lanning

). oal setting

C. Controlling:. orecasting

Difficulty: Medium

*1. (p. 18) The leading fnction involves !hich of the follo!ing=

A$ Close day-to-day contact !ith individals and grops

). Occasional personal interaction !ith follo!ersC. The application of precise techni3es

:. The gro!ing nderstanding of ho! physiology applies to hman behavior

Difficulty: Easy

*#. (p. 18) Aor professors may have stated that it7s the management7s responsibility to deviseintegrating methods and processes. <hat fnction of management !ere they referring to=

(. 6lanning

). 2eading

C$ Organizing

:. Controlling

Difficulty: Medium

*%. (p. 18) Chris interacts daily !ith the members of the grop she spervises. <hat fnction ofmanagement is Chris flfilling=

(. 6lanning

). Organization

C$ 2eading

:. Controlling

Difficulty: Easy

1-%0

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*. (p. !0) The 999999 approach is the oldest and most !idely sed evalation approach.

(. systems theory

%$ goal

C. staeholder

:. ob,ective

Difficulty: Medium

*$. (p. !0) <hich of the follo!ing have been recognized as difficlties !ith the goal approach toeffectiveness=

(. oal achievement is difficlt to measre in organizations that do not prodce a tangible

prodct.). The achievement of one goal may diminish the reslts of a second goal.

C. The e/istence of a common set of "official" goals to !hich all members are committed is3estionable.

#$ (ll of the above.

Difficulty: Medium

0. (p. !0) 6at considers the financial viability of the firm as the ltimate measre of

effectiveness. <hich of the follo!ing best describes 6at7s approach to effectiveness=(. +ystems

). ConsltationC. Constitency

#$ oal

Difficulty: Medium

1-%#

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1. (p. !1) (?n@ 99999999 is a groping of elements that individally establish relationships

!ith each other and that interact !ith each other and that interact !ith their environment bothas individals and as a collective.

A$ system

). societyC. transnational:. strctre

Difficulty: Easy

#. (p. !1) The "basic elements" of a system inclde !hich of the follo!ing=

(. 6eople5 materials and private o!nership). >npts and otpts

C$ >npts5 process and otpts:. Besorce identification5 tilization and conversion

Difficulty: Medium

%. (p. !1) Becognition that every organization is part of an indstry5 a society5 and a global

economy is stressed by 999999.

A$ systems theory). global theory

C. constitency theory:. incremental theory

Difficulty: Medium

'. (p. !1) The 999999999 approach5 in concrete terms5 means achieving balance among the

varios parts of the system by satisfying the interests of the organization7s constitency.

(. systems

%$ staeholder

C. constitency:. goal

Difficulty: Medium

1-%%

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*. (p. !!) The systems theory approach to effectiveness 999999999.

A$ proposes that a firm srvives as long as its otpt is prchased in the maret in 3antitiesand at prices that enable it to replenish its depleted stoc of inpts

). is most appropriate for manfactring operations

C. considers the comple/ interaction of the needs and !ants:. all of the above

Difficulty: Medium

. (p. !!) The systems theory approach to effectiveness 999999999.

(. emphasizes that the ltimate srvival of an organization depends on its ability to

nderstand employee re3irements

%$ emphasizes that in meeting the changing demands of the environment5 the total cycle of

inpt-process-otpt mst be the focs of managerial attentionC. both ( and ):. ;one of the above

Difficulty: Medium

&. (p. !!) The t!o ma,or categories of inpts are 999999 and 999999.

A$ hman and natral resorces). capital and e3ipment

C. hman and capital:. capital and natral

Difficulty: Medium

. (p. !!) >n simplest terms5 99999999 refers to information that reflects the otcomes or an act

of a series of acts by an individal5 grop5 or organization.

(. evalative

). reflective

C$ feedbac :. control signals

Difficulty: Medium

1-%'

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$. (p. !3) >n determining effectiveness 6at has considered the organization7s impact on

shareholders5 employees5 cstomers and the commnity. <hat approach to effectiveness has6at applied=

(. Classification

%$ +taeholder C. niversal:. >nterest

Difficulty: Easy

&0. (p. !3) The 99999999 emphasizes that organizations are chartered to accomplish goals.

(. systems). otcomes

C$ goal:. achievement

Difficulty: Easy

&1. (p. !3) <ithin the staeholder approach5 ,dgments of effectiveness al!ays involve

99999999999.

(. 3antitative analysis). the application of e/pert opinions

C$ vale ,dgments:. all of the above

Difficulty: Medium

&#. (p. !3) This theory has been sed to combine goal and systems approaches to obtain a more

appropriate approach to organizational effectiveness.

(. Means and ends

%$ Mltiple-constitency

C. Mltiple-perspective:. Mltiple-measre

Difficulty: Medium

1-%*

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&%. (p. !4) (s changes occr in !orforce technology5 the economy5 competition5 social trends

and !orld politics it is inevitable the leaders !ill trn to 999999999.

A$ organizational development interventions

). organizational advancement interventions

C. organizational encroachment interventions:. political behaviors

Difficulty: Medium

&'. (p. !5) +tandards of performance are associated !ith the 9999999 management fnction.

(. interpersonal

). leadingC. organizing

#$ controlling

Difficulty: Easy

&*. (p. !5) ">nflence" is associated !ith the 999999999 fnction of management.(. interpersonal

%$ leading

C. organizing:. controlling

Difficulty: Easy

1-%

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&&. (p. 6) E/plain the contingency approach to managing individals7 behavior !ithin an

organizational setting.

The basic idea of the contingency approach is that there7s not one best !ay to manageG a

method that7s very effective in one sitation may not !or at all in others. The contingencyapproach has gro!n in poplarity becase research has sho!n that given certain

characteristics of a ,ob and certain characteristics of the people doing the ,ob5 somemanagement practices !or better than others.

Difficulty: Medium

&. (p. 7) >dentify !hy managing !orplace behavior in the nited +tates is liely to be

different from managing !orplace behavior in another contry5 sch as ermany.

(ns!ers !ill vary bt shold inclde reference to the contingency approach and may mention

items sch as cltre5 differing e/pectations and needs.

Difficulty: Had

&$. (p. 7) Mltiple fields have contribted to stdy and application of O). >dentify these fieldsand their contribtions.

(ns!ers !ill vary bt shold reflect the contents of figre 1.1 and inclde8 psychology5

sociology5 social psychology5 political science and anthropology.

Difficulty: Had

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0. (p. 8) Organizational behavior is not as stable or as predictable as physics. <hat is this

statement saying abot the field of O)=

(ns!ers !ill vary bt shold reflect the follo!ing. There is no set of niversal prescriptions

that can predict every behavior5 team otcome5 or organizational phenomenon. 6eople aretypically ni3e and npredictable in some aspects of their behavior. >n physics there are

la!s5 formlas5 and mathematical procedres that apply to a !ide range of sitations. Thespeed of a vehicle traveling do!n a hill can be calclated5 and the ans!er applies to similar

hills5 cars5 and conditions.

Difficulty: Medium

1. (p. 9) :escribe the types of environmental forces that mae it necessary for organizations to

initiate changes.

(ns!ers !ill vary bt may inclde changes in !orforce technology5 the economy5

competition5 social trends5 and !orld politics.

Difficulty: Had

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%. (p. 14) The boo presents t!o behavioral processes that contribte to effective

organizational processes. <hat are these processes5 ho! are they related to effectiveorganizational process and provide e/amples of each=

The te/t discsses t!o behavioral processes that contribte to effective organizational performance8 commnication and decision maing.

Commnication

Organizational srvival is related to management7s ability to receive5 transmit5 and act on

information. The commnication process lins the organization to its environment as !ell asto its parts. >nformation flo!s to and from the organization and !ithin the organization.

>nformation integrates the activities !ithin the organization.

:ecision Maing

The 3ality of decision maing in an organization depends on selecting proper goals andidentifying means for achieving them. <ith good integration of behavior and strctral

factors5 management can increase the probability that high-3ality decisions are made.

Organizations rely on individal decisions as !ell as grop decisions. Effective managementre3ires no!ledge abot both types of decisions.

Difficulty: Had

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'. (p. 15) Three perspectives on organizational effectiveness are presented in the te/t. :escribe

each of these perspectives and ho! they interrelate.

(ns!ers !ill vary bt shold inclde the follo!ing concepts. Managers rotinely assess

individal effectiveness throgh performance evalation processes to determine !ho sholdreceive salary increases5 promotions5 and other re!ards available in the organization.

>ndividals seldom !or alone5 in isolation from others in the organization. sallyemployees !or in grops5 necessitating yet another perspective on effectiveness8 grop

effectiveness. >n some instances5 grop effectiveness is simply the sm of the contribtions of

all its members.

The third perspective is organizational effectiveness. Organizations consist of individals andgropsG therefore5 organizational effectiveness consists of individal and grop effectiveness.

)t organizational effectiveness is more than the sm of individal and grop effectiveness.

Throgh synergistic effects5 organizations obtain higher levels of effectiveness than the smof their parts. >n fact5 the rationale for organizations as a means for doing society7s !or is

that they can do more !or than is possible throgh individal effort.igre 1.# reveals the relationships among three perspectives on effectiveness. Theconnecting arro!s imply that grop effectiveness depends on individal effectiveness5 !hile

organizational effectiveness depends on individal and grop effectiveness. The e/act

relationships among the three perspectives vary depending on sch factors as the type oforganization5 the !or it does5 and the technology sed in doing that !or. igre 1.%

recognizes the three perspectives7 synergistic effects. Ths5 grop effectiveness is larger than

the sm of individals7 effectiveness becase of the synergies realized throgh ,oint efforts

organizational5 grop5 and individal effectiveness.

Difficulty: Medium

*. (p. 15"16) :escribe each of the for fnctions of management. <hich of these fnctions do

yo believe is the most important and !hy=

(ns!ers !ill vary ho!ever shold inclde an overvie! of planning5 organizing5 leading andcontrolling. +tdents may note that different levels of management typically divide their time

bet!een these fnctions differentially.

Difficulty: Medium

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. (p. !0) :escribe the three perspectives on determining effectiveness. <hat perspective is

best sited for yor niversity= 4stify yor response.

+tdent ans!ers shold inclde the follo!ing points.

oal theory is based on the idea that organizations are rational5 prposive entities prsingspecific missions5 goals5 and ob,ectives. (ccordingly5 ho! !ell they fnction ?i.e.5 ho!

effective they are@ is reconed in terms of ho! sccessfl they are in achieving their prposes.+ystems theory assmes that organizations are social entities e/isting as parts of larger

environments and that5 to srvive5 they fnction to satisfy the demands of those environments.

Effectiveness in this perspective emphasizes the relative importance of different grops7 and

individals7 interests in an organization.The staeholder perspective on organizational effectiveness recognizes that organizations

e/ist to satisfy the demands of many different individals and instittions ?constitencies@.

Each constitency has e/pectations that the organization mst satisfy throgh its performance.

Difficulty: Medium

$. (p. !0) The goal approach to effectiveness sffers from several difficlties. :etail and

provide e/amples for these difficlties.

The goal approach5 for all its appeal and apparent simplicity5 has problems. ( fe! recognizeddifficlties inclde the follo!ing8

1. oal achievement isn7t readily measrable for organizations that don7t prodce tangible

otpts. or e/ample5 a college7s goal is to provide a liberal edcation at a fair price. The3estion is ho! !old !e no! !hether the college reaches that goal= <hat7s a liberal

edcation= <hat7s a fair price=#. Organizations attempt to achieve more than one goal5 bt achieving one goal often

precldes or diminishes their ability to achieve other goals. ( firm states that its goal is to

ma/imize profit and to provide absoltely safe !oring conditions. These t!o goals are in

conflict becase one is achieved at the e/pense of the other.%. The very e/istence of a common set of "official" goals to !hich all members are committed

is 3estionable. Jarios researchers have noted the difficlty of obtaining consenss among

managers as to their organization7s specific goals.

Difficulty: Medium

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$0. (p. !0) Compare the goal5 systems5 and mltiple-constitency approaches to effectiveness.

(ns!ers !ill vary bt may inclde elements of the follo!ing points.

oal theory is based on the idea that organizations are rational5 prposive entities prsing

specific missions5 goals5 and ob,ectives. (ccordingly5 ho! !ell they fnction ?i.e.5 ho!effective they are@ is reconed in terms of ho! sccessfl they are in achieving their prposes.

+ystems theory assmes that organizations are social entities e/isting as parts of largerenvironments and that5 to srvive5 they fnction to satisfy the demands of those environments.

The staeholder perspective on organizational effectiveness recognizes that organizations

e/ist to satisfy the demands of many different individals and instittions ?constitencies@.

Each constitency has e/pectations that the organization mst satisfy throgh its performance.One stdy of the applicability of mltiple-constitency theory sggests that it may in fact

integrate both the system and goal approaches to effectiveness. The stdy docments that

some constitencies favor otcomes related to means ?the process element in systems@5 !hileothers favor otcomes related to ends ?the otcome element in systems@. Ths5 it7s possible to

se the mltiple-constitency theory to combine the goal and systems approaches to obtain amore appropriate approach to organizational effectiveness. )t even if !e can resolve thedifferences bet!een the goal and systems approaches !ith respect to !hat different

constitencies desire from organizational performance5 !e still mst recognize that these

desires can change !ith and over a period of time.

Difficulty: Had

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Chap 00161