Principal of Management.Ppt

Only available on StudyMode
  • Download(s) : 426
  • Published : March 9, 2013
Open Document
Text Preview
Chapter 3 Organizational Culture and Environment: The Constraints

True/False Questions

THE MANAGER: OMNIPOTENT OR SYMBOLIC?

1. In the symbolic view of management, managers are seen as directly responsible for an organization’s success or failure. (False; easy; pp. 58-59)

2. The current dominant assumption in management theory suggests that managers are omnipotent. (True; moderate; p. 58)

3. The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization’s objectives. (True; moderate; p. 58)

4. The symbolic view of management impact is useful in explaining the high turnover among college and professional sports coaches, who can be considered the “managers” of their teams. (False; difficult; pp. 58-59)

5. In the omnipotent view of management, much of an organization’s success or failure is due to forces outside management’s control. (False; easy; p. 58)

6. In the symbolic view of management, it is unreasonable to expect managers to have a significant effect on the organization’s performance. (True; easy; pp. 58-59)

7. In the omnipotent view of management, a manager’s role is to create meaning out of randomness, confusion, and ambiguity. (False; moderate; p. 58)

THE ORGANIZATION’S CULTURE

8. An organizational culture refers to a system of shared meaning. (True; moderate; p. 60)

9. Organizational cultures influence how employees behave in an organization. (True; moderate; p. 60)

10. Organizational culture is a perception, not reality.
(True; moderate; p. 60)

11. Presently, there is no method for analyzing or assessing organizational culture. (False; moderate; p. 60)

12. Strong cultures have more influence on employees than do weak cultures. (True; moderate; pp. 61-62)

13. An increasing body of evidence suggests that strong cultures are associated with high organizational performance. (True; easy; p. 62)

14. Compensation structures are considered to be a primary dimension of organizational culture. (False; moderate; p. 60)

15. Most organizations have very weak cultures.
(False; moderate; pp. 61-62)

16. An organization’s founder has little influence on its culture. (False; moderate; p. 63)

17. Rituals are repetitive sequences of activities that express and reinforce the key values of an organization. (True; moderate; pp. 65-66)

18. Organizational stories typically contain a narrative regarding significant events or people. (True; moderate; p. 64)

19. Employee stock options are one example of a material symbol that might represent organizational culture. (False; moderate; p. 66)

20. The link between values and managerial behavior is fairly straightforward. (True; moderate; p. 67)

CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS

21. A strong ethical culture is likely to have a powerful positive influence on employee behavior. (True; easy; p. 69; AACSB: Ethics)

22. Low risk tolerance generally leads to high ethical standards within an organization. (False; moderate; p. 69; AACSB: Ethics)

23. Companies that allow their employees freedom tend to encourage innovative cultures. (True; moderate; p. 70)

24. To encourage a customer-responsive culture, organizations should formalize and enforce strict customer service policies. (False; moderate; p. 71)

25. Customer service employees tend to provide better customer service when they are very clear about their employee roles. (True; moderate; p. 71)

26. To increase customer responsiveness, organizations should hire employees who are outgoing and friendly. (True; moderate; p. 71)

THE ENVIRONMENT

27. The part of the environment directly related to achievement of an organization’s goals is the specific environment. (True; moderate; p. 74)

28. The general environment refers to environmental factors operating inside an organization. (False; easy; p. 76)

29....
tracking img