Assessment 1Assessment 1Question 1 4 out of 4 pointsThe power to hold individuals accountable for their actions and to make decisions concerning the use of organizational resources is termed __________. Answer Selected Answer: authority Correct Answer: authority Question 2 4 out of 4 pointsCorporate managers who utilize their positional status to take advantage of an organization and act in their own best interest rather than in the interest of other stakeholders are termed __________. Answer Selected Answer: self-dealing Correct Answer: self-dealing Question 3 4 out of 4 points__________ is a tool used by people to coordinate their actions to obtain something they desire or value. Answer Selected Answer: An organization Correct Answer: An organization Question 4 4 out of 4 points__________ denotes patterns of decision making and actions engaged in by managers using core competencies to achieve competitive advantage and perform beyond competitors. Answer Selected Answer: Strategy Correct Answer: Strategy Question 5 4 out of 4 points__________ are cost savings that result when goods and services are produced in large volume on automated production lines. Answer Selected Answer: Economies of scale Correct Answer: Economies of scale Question 6 4 out of 4 pointsThe shared set of values and norms that guide organizational member interactions with each other and customers is referred to as organizational __________. Answer Selected Answer: culture Correct Answer: culture Question 7 4 out of 4 pointsThe decision sets that individuals experience when they must decide upon "the right thing to do," even though it may go against self interests, is regarded as __________. Answer Selected Answer: an ethical dilemma Correct Answer: an ethical dilemma Question 8 4 out of 4 pointsThose having claim to an organization including what it does and how well it performs are termed __________. Answer Selected Answer: stakeholders Correct Answer: stakeholders Question 9 4 out of 4 points__________ is the formal system of tasks and authority relationships that controls how an individual coordinates resources and actions to achieve organizational goals. Answer Selected Answer: Organizational structure Correct Answer: Organizational structure Question 10 4 out of 4 points__________ refers to the vertical ordering of organizational roles according to their relative authority. Answer Selected Answer: Hierarchy Correct Answer: Hierarchy Question 11 30 out of 30 pointsEthics includes the moral values, beliefs, and rules that establish the right or appropriate ways in which one person or stakeholder group should interact with another. Describe how organizational ethics is a product of societal, professional, and individual ethics, and explain what happens when ethical behavior is compromised. Answer Selected Answer: When we study the textbook: Organizational Theory, Design and Change 6th edition by Gareth Jones, we can see that organizational ethics is the product that is based on societal, professional, and individual ethics. In fact, organizational ethics is formed by customs and practices in society. It is expressed in the unwritten norms and values that human often use to interact with each other when they live, work, etc. In addition, organizational ethics is also formed by professional ethics that originate from the moral rules and values of a group of people who perform a task or use resources. For example, medical ethics make doctors and nurses have more responsibilities in caring for patients. Moreover, organizational ethics is affected much by individual ethics. This is the essential factor in behaviors of an individual regarding organization. Individual ethics is based on the personal and moral standards that used by individuals to structure interactions with other people. If ethical behavior is compromised, this will lead to many bad outcomes such as stakeholders benefits will be not ensured, the bad attitudes of workforces, etc.Question 12 30 out of 30 pointsWhat is the relationship among organizational theory, design, change, and organizational structure and culture? Answer Selected Answer: There is the relationship among organizational theory, design, change, and organizational structure and culture. Organizational theory help us to study about organizations function and impact that are created by employeesand society. Organizational design and change will lead to decisions-making about structure and culture. Structure is the formal set of tasks and authority relationships.Culture is a set of shared values that influence behavior. These will create solid and strong factors in operations of organization. Assessment 2Question 1 4 out of 4 pointsThe forces from outside the stakeholder's group that directly affect an organization's ability to secure and utilize resources is regarded as what type of environmental force? Answer Selected Answer: Specific Correct Answer: Specific Question 2 4 out of 4 points__________ is defined as the strength, number, and interconnectedness of the specific and general forces that an organization has to manage. Answer Selected Answer: Environmental complexity Correct Answer: Environmental complexity Question 3 4 out of 4 pointsAn organization decides to meet with its competitor in order to agree to fix prices in a certain market. This is an example of: Answer Selected Answer: an illegal collusion agreement. Correct Answer: an illegal collusion agreement. Question 4 4 out of 4 pointsThe transaction cost approach implies that an organization should: Answer Selected Answer: use relatively informal linkage mechanisms to minimize transaction costs and avoid bureaucratic costs. Correct Answer: use relatively informal linkage mechanisms to minimize transaction costs and avoid bureaucratic costs. Question 5 4 out of 4 pointsWhen a manager is designated for coordinating with managers from other subunits on behalf of their subunit, this manager is engaged in which type of integration mechanism? Answer Selected Answer: Liaison role Correct Answer: Liaison role Question 6 4 out of 4 pointsEconomic forces that shape the specific environment and the ability to acquire resources include all of the following EXCEPT: Answer Selected Answer: manufacturing. Correct Answer: manufacturing. Question 7 4 out of 4 pointsStructures designed to induce people to behave in ways that are predictable and better insure accountability are classified as which structural form? Answer Selected Answer: Mechanistic Correct Answer: Mechanistic Question 8 4 out of 4 pointsA __________ is a classification of people according to authority and rank. Answer Selected Answer: hierarchy Correct Answer: hierarchy Question 9 4 out of 4 pointsA management approach in which organizational structural design is tailored to the sources of uncertainty incorporates the utilization of which type of management approach? Answer Selected Answer: Contingency Correct Answer: Contingency Question 10 4 out of 4 points__________ is defined as how rapidly the forces in the environment change. Answer Selected Answer: Environmental dynamism Correct Answer: Environmental dynamism Question 11 30 out of 30 pointsExplain the differences between centralization and decentralization and between standardization and mutual adjustment. What factors determine the ability to strike a balance between these mechanisms? Answer Selected Answer: Centralization expresses organizational setup in which authority to make important decisions, belongs to managers at the top of the hierarchy. In contrast, decentralization expresses organizational setup in which the authority to make important decisions or initiate new projects, belongs to managers at all levels in the hierarchy. Standardization is conformity to specific models or examples. It is defined by sets of rules and norms that are considered in a given situation while mutual adjustment indicates the compromise that emerges when decision making and coordination are evolutionary processes and people use their judgment rather than standardized rules to address a problem. Factors determine the ability to strike a balance between above mechanisms are the right amounts of formalization and socialization. Correct Answer: [None] Question 12 30 out of 30 pointsWhy does differentiation occur in an organization? Distinguish between vertical and horizontal differentiation. Answer Selected Answer: In an organization, the differentiation occurs because organization has demands in allocating people and resources to organizational tasks and establishes the tasks and authority relationships to achieve goals. Vertical differentiation expresses the way an organization designs its hierarchy of authority while horizontal differentiation expresses the way an organization groups roles into subunits (functions and divisions). Assessment 3Question 1 4 out of 4 pointsUntil 1850 an officer's commission in the British Army could be bought by anyone. This violates Weber's principle that: Answer Selected Answer: social status, kinship, or heredity should not determine hiring. Correct Answer: social status, kinship, or heredity should not determine hiring. Question 2 4 out of 4 pointsA __________ organization is one in which the hierarchy has many levels relative to the size of the organization. Answer Selected Answer: tall Correct Answer: tall Question 3 4 out of 4 pointsAn organization that has few levels in its hierarchy relative to its size is called __________. Answer Selected Answer: flat Correct Answer: flat Question 4 4 out of 4 pointsClearly defined roles and accountability are advantages of __________ structure. Answer Selected Answer: a bureaucratic Correct Answer: a bureaucratic Question 5 4 out of 4 pointsThe number of subordinates that a manager directly manages is referred to by the term __________. Answer Selected Answer: span of control Correct Answer: span of control Question 6 4 out of 4 pointsAccording to Parkinson's Law, managers most value all of the following EXCEPT __________. Answer Selected Answer: clients Correct Answer: clients Question 7 4 out of 4 points__________ states that work expands to fill the time available. Answer Selected Answer: Parkinson's Law Correct Answer: Parkinson's Law Question 8 4 out of 4 pointsWhich of the following factors leads to the emergence of specialized subunit functions and divisions? Answer Selected Answer: Horizontal differentiation Correct Answer: Horizontal differentiation Question 9 4 out of 4 pointsMax Weber's bureaucratic model is based on __________ authority. Answer Selected Answer: rational-legal Correct Answer: rational-legal Question 10 4 out of 4 pointsThe process of giving employees at all levels in an organizational hierarchy the authority to make important decisions and to be responsible for outcomes is known as __________. Answer Selected Answer: empowerment Correct Answer: empowerment Question 11 30 out of 30 pointsSeveral factors and behaviors can shape an organization hierarchy. How do centralization, standardization, and horizontal differentiation affect the shape of the organization? In what ways can the informal organization and the norms and values of its culture affect the shape of an organization? Answer Selected Answer: The shape of organization can be affected by some factors. Centralization refers that authority is held by managers at the top level. This make organization encounter difficulties in controlling if the size of organization is bigger or more tasks appear with more complex. Standardization helps organization to reduce the needs for levels of management because rules substitute for direct supervision. Standardization also helps organization to gain control over employees by making their behavior and actions more predictable. Horizontal differentiation provides organization with subunits and the way to retains control over employees without increasing the number of hierarchical levels. The informal organization and the norms and values of its culture affect the shape of an organization by decisions-making (decisions are often made outside the formally designed channels, so it is very hard to control), norms and rules that are outside formal rules blueprint (this makes organization encounter troubles in evaluating and controlling). Question 12 30 out of 30 pointsExplain the concepts of empowerment, self-managed teams, and cross-functional teams, and develop an essay that argues for their inclusion in either a tall or flat organizational structure. Answer Selected Answer: Empowerment is the process of giving employees the authority to make important decisions and to be responsible for their outcomes. Empowerment should exist in tall organizational structure because if the size of the tall organizational structure is bigger is operating process or more tasks appear or tasks become more and more complex, managers at the top of hierarchy will gradually loose the control regarding their work. Self-managed teams reflect self-lead wok groups consisting of people who are jointly responsible for ensuring that the team accomplishes its goals. Self-managed teams should exist in flat organizational structure because self-managed teams need to be control well with a few levels to avoid hindering communications. Cross-functional teams are groups of employee from across an organizations different functions who are empowered to direct and coordinate the value-creation activities. Assessment 4Question 1 4 out of 4 pointsUnder the leadership of Alfred Sloan, General Motors: Answer Selected Answer: grouped businesses into self-contained divisions. Correct Answer: grouped businesses into self-contained divisions. Question 2 4 out of 4 pointsFunctional structure serves as the foundation for which organizational design? Answer Selected Answer: Horizontal differentiation Correct Answer: Horizontal differentiation Question 3 4 out of 4 pointsThe rights that an organization gives to members to receive and use organizational resources are called __________. Answer Selected Answer: property rights Correct Answer: property rights Question 4 4 out of 4 pointsHigh-tech company has a casual dress code. This dress code is an example of: Answer Selected Answer: organizational language. Correct Answer: organizational language. Question 5 4 out of 4 pointsA __________ structure organizes divisions according to the requirements of the different locations in which an organization appears. Answer Selected Answer: geographic divisional Correct Answer: geographic divisional Question 6 4 out of 4 pointsTriad Systems' trade show is an example of a __________. Answer Selected Answer: rite of enhancement Correct Answer: rite of enhancement Question 7 4 out of 4 pointsInternet trade between companies is called __________. Answer Selected Answer: B2B Commerce Correct Answer: B2B Commerce Question 8 4 out of 4 points__________ are standards or styles of behavior that are considered acceptable or typical for a group of people. Answer Selected Answer: Norms Correct Answer: Norms Question 9 4 out of 4 pointsA geographic structure organizes people according to: Answer Selected Answer: the regional market they serve. Correct Answer: the regional market they serve. Question 10 4 out of 4 pointsWhich approach indicates the least commitment to ethical behavior and social responsibility? Answer Selected Answer: Obstructionist approach Correct Answer: Obstructionist approach Question 11 30 out of 30 pointsAs organizations grow and differentiate, problems can arise with a functional structure. Describe and explain the problems that may arise and how organizations may respond. Answer Selected Answer: When organizations grow and differentiate, problems can arise with a functional structure and those problems are solved as followsCommunication problems: organizational functions will develop and they possess their own hierarchy, so the distances between each of us increase. To solve these problems, companies use more complex integrating mechanisms. Measurement problems: it is very hard to measure task performance over time.Location problems: centralized controls will hinder ability in satisfying the needs in different geographic regions. To solve these problems, organizations must develop a control and information system that can balance the need to centralize decision-making authority with the need to decentralize authority to regional operations. Customer problems: Servicing the needs of new kinds of customer groups and tailoring product to suit them is relatively difficult. To solve these problems, organization must to promote quickly processes of capturing and satisfying customer needs.Strategic problems: top managers spend so much time in finding ways to improve coordination.In conclusion, to solve above problems, organizations should redesign its functional structure.: Question 12 30 out of 30 pointsShould an organization always adopt a broad stance on social responsibility? Explain how you agree or disagree with this question and why you have this perspective. Answer Selected Answer: An organization should adopt a broad stance on social responsibility. I totally agree with this opinion for some reasons Firstly, when helping workers and society, it also means that organizations make benefits for themselves from positive attitudes of workers and society. Secondly, quality of life is also higher Finally, social responsibility is the right thing to do and improve us ourselves. Social responsibility also helps people to make social standards that are very important regarding modern society today.Assessment 5Question 1 4 out of 4 pointsWhich of the following strategies is used to decrease the costs of using intensive technology? Answer Selected Answer: Specialism Correct Answer: Specialism Question 2 4 out of 4 pointsWhich of the following technologies is used to develop master production schedules for manufacturing? Answer Selected Answer: CAMM Correct Answer: CAMM Question 3 4 out of 4 pointsWhen an organization wants to achieve a low-cost advantage and a differentiation advantage simultaneously, it should pursue which type of strategy? Answer Selected Answer: Transnational Correct Answer: Transnational Question 4 4 out of 4 pointsWhich of the following plans indicates an organization's production of high priced, quality products aimed at particular market segments? Answer Selected Answer: Differentiation business-level strategy Correct Answer: Differentiation business-level strategy Question 5 4 out of 4 points__________ are the company specific attributes that give an organization a competitive advantage. Answer Selected Answer: Organizational resources Correct Answer: Organizational resources Question 6 4 out of 4 pointsAccording to the Woodward studies, organizations that employ continuous-process technology have __________ structures and a relatively __________ span of control. Answer Selected Answer: tall; narrow Correct Answer: tall; narrow Question 7 4 out of 4 pointsA company pursuing a multidomestic strategy should adopt which of the following structures? Answer Selected Answer: Global geographic Correct Answer: Global geographic Question 8 4 out of 4 pointsThe specific pattern of decisions and actions taken by managers that includes the use of core competencies to achieve competitive advantage is called __________. Answer Selected Answer: strategy Correct Answer: strategy Question 9 4 out of 4 pointsAccording to Joan Woodward, technology is said to be __________ when procedures are for converting inputs to outputs can be specified in advance that tasks may be standardized and the work process made predictable. Answer Selected Answer: programmed Correct Answer: programmed Question 10 4 out of 4 pointsAccording to James D. Thompson, intensive technology is based on __________. Answer Selected Answer: reciprocal task interdependence Correct Answer: reciprocal task interdependence Question 11 30 out of 30 pointsWhy is technical complexity greatest with continuous-process technology? How does technical complexity affect organizational structure? Answer Selected Answer: When use continuous-process technology, the technological complexity is greatest because it involves in producing a steady stream of outputs. In this technology, production continues with a little variation in outputs and rarely stops.Technical complexity affects organizational structure quite significantly. This happens because each technology presents different control and coordination problems. In small-batch technology, production depends on the skills and experience of people that work together, so the most suitable structure here is an organic structure.In mass-production technology, the ability to program tasks in advance allows the organization to standardize the manufacturing process and make it predictable, so the most suitable structure here is a mechanistic structure.In continuous-process technology, tasks can be programmed in advance and the work process is predictable and controllable in a technical sense. An organic structure is the appropriate structure for managing this technology because the potential for unpredictable events requires the capability to provide quick, flexible responses.Question 12 30 out of 30 pointsWhat core competences give an organization competitive advantage? What are examples of an organizations functional-level strategies? Answer Selected Answer: Core competences that give an organization competitive advantage are the skills and abilities that allow the organization to achieve superior efficiency, quality, innovation, or customer responsiveness. Examples of an organizations functional -level strategies: Google has developed a flat decentralized structure in which mutual adjustment among teams is the main means of coordinating human and technical resources; Nordstrom and Neiman Marcus want salespeople to develop competence in a sales technique based on a courteous, personalized, customer-oriented approach.Assessment 6Question 1 4 out of 4 points__________ is a theory that suggests the importance of changing roles and task or technical relationships to increase organizational effectiveness. Answer Selected Answer: Sociotechnical systems theory Correct Answer: Sociotechnical systems theory Question 2 4 out of 4 pointsWhat are the four principal stages of an organization's life cycle? Answer Selected Answer: Birth, growth, decline, and death Correct Answer: Birth, growth, decline, and death Question 3 4 out of 4 pointsAccording to your textbook, organizational level resistance to change includes all of the following organizational aspects EXCEPT __________. Answer Selected Answer: integration Correct Answer: integration Question 4 4 out of 4 pointsEvolutionary change consists of change that is characterized as all of the following EXCEPT __________. Answer Selected Answer: rapid Correct Answer: rapid Question 5 4 out of 4 points__________ is a pattern of faulty decision making that occurs in cohesive groups when members discount negative information in order to arrive at a unanimous agreement. Answer Selected Answer: Group think Correct Answer: Group think Question 6 4 out of 4 pointsRevolutionary change consists of change that is all but which of the following components. Answer Selected Answer: incremental Correct Answer: incremental Question 7 4 out of 4 pointsThe process by which organizations move from their present state to some desired future state in order to increase their effectiveness is termed __________. Answer Selected Answer: organizational change Correct Answer: organizational change Question 8 4 out of 4 pointsAn ongoing and constant effort by all of an organization's functions to find improvements in quality across an organization's goods and services is known as __________. Answer Selected Answer: total quality management Correct Answer: total quality management Question 9 4 out of 4 pointsA sequence of stages of growth and development through which organizations evolve is termed __________. Answer Selected Answer: organizational life cycle Correct Answer: organizational life cycle Question 10 4 out of 4 pointsAccording to Lewin's theory, when the forces are in balance, an organization will __________. Answer Selected Answer: remain in a state of inertia Correct Answer: remain in a state of inertia Question 11 30 out of 30 pointsDescribe and explain how evolutionary change and revolutionary change differ. What are examples of each? Answer Selected Answer: There are differences between evolutionary change and revolutionary change. Evolutionary change happens gradually, incrementally, and narrowly focused. Evolutionary change does not involve in a drastic or sudden altering of the basic nature of an organizations strategy and structure but a constant attempt to improve, adapt, and adjust strategy and structure incrementally to accommodate to changes taking place in the environment. For example, evolutionary change is applied by using different advanced business policies when the consumptions of goods decrease. Revolutionary change happens rapidly, dramatically, and broadly focused. Revolutionary change involves a bold attempt to quickly find new ways to be effective. For example, evolutionary change will be applied by restructure sale divisions when the consumptions of goods have decreased significantly for a long time. Question 12 30 out of 30 pointsWhy do organizations decline? What steps can organizational leaders take to halt decline and restore organizational growth? Answer Selected Answer: Organizations decline because they fail to anticipate, recognize, avoid, neutralize, or adapt to external or internal pressures that threaten their long-term survival. Organizational leaders can take steps to halt decline and restore organizational growth as followsFind sources of inertia that exist in organizationsAnalyze the environment, niche or niches that organization occupies, to identify changes in the amount or distribution of resources. Refer different opinions of other managers, member of the board of directors, etc. for tackling troublesAlways keep in our mind a duty to our stakeholders to maximize the chances of our organizations survival and success. Assessment 7Question 1 4 out of 4 points__________ is a cognitive bias that leads managers to remain committed to a losing course of action and not admit mistakes. Answer Selected Answer: Escalation of commitment Correct Answer: Escalation of commitment Question 2 4 out of 4 pointsThe changes in demand for a product that occurs over time is termed __________. Answer Selected Answer: product life cycle Correct Answer: product life cycle Question 3 4 out of 4 pointsEstablishing the balance of control between a division and corporate headquarters is a problem associated with ___________. Answer Selected Answer: new ventures Correct Answer: new ventures Question 4 4 out of 4 pointsThe process of leading a project and controlling activities resulting in the creation of effective new or improved products is termed __________. Answer Selected Answer: project management Correct Answer: project management Question 5 4 out of 4 pointsThe incrementalist model is most appropriate for which of the following organizations? Answer Selected Answer: A dominant manufacturer of diapers for babies that operates in a stable environment Correct Answer: A dominant manufacturer of diapers for babies that operates in a stable environment Question 6 4 out of 4 pointsThe view of decision making as an unstructured process is taken to its extreme in which model? Answer Selected Answer: Garbage can Correct Answer: Garbage can Question 7 4 out of 4 pointsThe term "creative destruction" refers to: Answer Selected Answer: old, inefficient companies being driven out of the market by new ones. Correct Answer: old, inefficient companies being driven out of the market by new ones. Question 8 4 out of 4 pointsBill Gates used which type of decision-making technique in order to decide how to compete with Netscape? Answer Selected Answer: Garbage can Correct Answer: Garbage can Question 9 4 out of 4 pointsThe process by which organizations use their skills and resources to develop new goods and services to respond to customer needs is known as __________. Answer Selected Answer: innovation Correct Answer: innovation Question 10 4 out of 4 pointsOrganizational learning needs to be encouraged at which four levels? Answer Selected Answer: Individual, group, organization, and interorganization Correct Answer: Individual, group, organization, and interorganization Question 11 30 out of 30 pointsWhat is the relationship between creativity, intrapreneurship, and innovation? Why are these elements vital to building a knowledge creating organization? Answer Selected Answer: The relationship between creativity, intrapreneurship, and innovation is the mutual support. Intrapreneurs are the leaders of innovation and new product development in established organizations while creativity is the ideas going beyond boundaries, whether those boundaries are based on technology, knowledge, social norms, or beliefs. The creativity, intrapreneurship, and innovation are vital to building a knowledge creating organization because they are closely relevant concepts and they complement to each other in create real innovations. Question 12 30 out of 30 pointsWhat is the relationship between quantum and incremental technological change? Why are these types of change important to organizations? Answer Selected Answer: The relationship between quantum and incremental technological change is the complement to each other for innovations of organizations. Quantum technological change expresses a fundamental shift in technology that revolutionizes products or the way they are produced. Incremental technological change expresses the refinements and improvements that are continually made to a particular technology over time. The quantum and incremental technological change are important to organizations because they help us to create new product innovation that pioneering organizations can take advantages. For example, Apple is the first mover for tablet PC (iPad) with good applications makes all our world changeAssessment 8Question 1 4 out of 4 pointsPassive aggressiveness occurs in which stage of conflict? Answer Selected Answer: Manifest Correct Answer: Manifest Question 2 4 out of 4 pointsPolitics can improve effectiveness by: Answer Selected Answer: improving the quality of decision making. Correct Answer: improving the quality of decision making. Question 3 4 out of 4 pointsSources of power include all of the following EXCEPT __________. Answer Selected Answer: culture Correct Answer: culture Question 4 4 out of 4 pointsRick is the only person in the finance department who knows how to fix the computer when it breaks down. The source of Rick's power is: Answer Selected Answer: nonsubstitutability. Correct Answer: nonsubstitutability. Question 5 4 out of 4 pointsFinance gained power in the 1970s from which of the following sources? Answer Selected Answer: Control over uncertainty Correct Answer: Control over uncertainty Question 6 4 out of 4 pointsJane works for a manufacturing plant that has been under pressure to reduce pollution. Jane increased her knowledge of environmental laws in order to help the company follow waste disposal laws. Jane is using which of the following political tactics? Answer Selected Answer: Increasing nonsubstitutability Correct Answer: Increasing nonsubstitutability Question 7 4 out of 4 pointsA lower-level manager has a top manager as a mentor. This political tactic is called __________. Answer Selected Answer: associating with powerful managers Correct Answer: associating with powerful managers Question 8 4 out of 4 pointsA coalition is: Answer Selected Answer: built around trade-offs. Correct Answer: built around trade-offs. Question 9 4 out of 4 points__________ is the clash that occurs when the goal-directed behavior of one group blocks the goals of another. Answer Selected Answer: Organizational conflict Correct Answer: Organizational conflict Question 10 4 out of 4 pointsIn which stage of Pondy's model does an "us-versus-them" mentality emerge? Answer Selected Answer: Felt conflict Correct Answer: Felt conflict Question 11 30 out of 30 pointsHow can the design of the organizations structure and culture give some subunits more power than others? Answer Selected Answer: The design of the organizations structure and culture can give some subunits more power than others for some aspects as followsAuthority: power that is legitimized by the legal and cultural foundations on which an organization is basedControl over resources: as organization control more and more resources in its environment, power within an organization comes from the control of resourcesControl over information: access to strategic information and the control of the information are sources of considerable power.Question 12 30 out of 30 pointsExplain how a subunit within an organization can acquire power or influence decision making in their favor. Answer Selected Answer: A subunit within an organization can acquire power or influence decision making in their favor for some aspects as follows Non-substitutability: if no one else can perform the tasks that a person or subunits performs, that person or subunit is non-substitutable.Centrality: the subunits that are most central to resource flows have the ability to reduce the uncertainty facing other subunits.Control over uncertainty: a subunit that can actually control the principal sources of uncertainty has significant powerUnobtrusive power: controlling the premises of decision making.