Organization Development
Its competitive position in one national market is affected by its competitive position
in other national markets
Its competitive position in one national market is affected by its competitive
position in other national markets
Answer:
WORLDWIDE ORGANIZATIONS
repetitive sequences of activities that express and reinforce important
organizational values and goals
Corporate rituals
Language
Organizational stories
Material symbols or artifacts
In the Global Orientation, which of the following is not included?
Foreign Region
Religion
Home Country
All organizations possess a unique bundle of resources and processes which,
individually or in combination, represent the source of
_______________________________.
competitive advantage
training and development
economic failure
buying and selling
In this environment, the organizations cannot predict the changes in the
environment.
All of the above
Noisy Environment
Stable Environment
Dynamic Environment
The human resources professionals role in a company is not that essential in hiring
new employees, and their work has no impact in the company's goals.
True
False
A subordinates should have only one superior
Unity of Command
Authority
All of the above
Chain of Command
Leaders also must build an effective top-management team to manage the new
organization and develop management practices to support the change process.
Envisioning
Enabling
Energizing
Renewing
Frontline people tend to be rich repositories of knowledge about
how customers may react to changes
all of the above
where potential glitches may occur
what technical and logistical issues need to be addressed
It’s not something that can be physically touched or seen, but employees perceive it
on the basis of what they experience within the organization.
Culture is perceived
Culture is shared
Culture is descriptive
The role of the leader requires modeling the desired __ and letting others see the
desired values in action.
BEHAVIOR
The concept of organizational effectiveness is not simple because there are many
approaches in conceptualizing this term
True
False
Leaders shape the organization culture through their behaviors. Once a culture
develops it is difficult to change.
True
False
It is the number of subordinates that will directly control by the Managers or
Supervisors.
Span of control
Organizations in these cultures tend to associate achievement with wealth and
recognition, value decisiveness, and support clear sex roles
Organizations in these cultures tend to associate achievement with wealth
and recognition, value decisiveness, and support clear sex roles
Answer:
ACHIEVEMENT ORIENTATION
All environmental forces will cause uncertainty for organizations.
True
False
It is accompanied by delegation of commensurate authority to individuals or units at
all levels of an organization even those far removed from headquarters or other
centers of power.
Decentralization
Centralization
None of the above
Proximity
A social unit of people that is structured and managed to meet a need or to pursue
collective goals.
Organizations
Organisation
Organization
Organisations
EACH OF US HAS A UNIQUE PERSONALITY that influences the way we act and
interact. An organization has a personality too—we call it CULTURE.
[No Answer]
Which of the following is not an case for Environmental Complexity.
Minimal need for sophisticated knowledge
Limited support from the government
Few products/few service
Limited customers/suppliers/competitors
A __ is an official hierarchy of authority that dictates who is in charge of whom and
of whom permission must be asked.
Chain of command
The unbroken line of authority that extends from the top management to the lower
management
Authority
Chain of Commands
Unity of Command
Work flow
__is a familiar problem in organizational change management, especially when
splashy “whole new day” initiatives are driven from the top.
FATIGUE
The extent to which members of a society tolerate the unfamiliar and unpredictable
UNCERTAINTY AVOIDANCE
__ organizations never rest on their success and regularly seek to improve even
when they are successful
AGILE
the exhaustion that sets in when people feel pressured to make too many
transitions at once.
CHANGE FATIGUE
__strategies help organisations deal with environmental dependence and
uncertainty as well as included alliances and networks.
COLLABORATIVE
What is best way to understand and examine the gap?
Gap Analysis
___________________________is a process of which the teams/jobs are combined
together into a functional units called as departments on the basis of area of
specialization to achieve the organizational goals.
Coalition
Departmentalization
Realization
Nomination
Organizations in these cultures tend to encourage personal initiative, value time
and autonomy, and accept competition
INDIVIDUALISM
Width of span is affected by the characteristics of the employees.
True
False
How much of the percentage of the problems are hidden form the top management
based from study of Sidney Yoshida?
[No Answer]
Which of the following are a Cross-cultural Dimensions? Select all the applies.
Achievement Orientation
Context
Individualism
Power Distance
Uncertainty Avoidance
Question text
The forces that shape in the specific environment and will affect the ability of all
organizations in a particular environment to obtain resources.
GENERAL ENVIRONMENT
Link to consequences is actually administering appropriate consequences in
building a strong culture.
True
False
__is the relationship between the results with the goal, the greater the contribution
that in doing achieving the goal, the more effective the organization
EFFECTIVENESS
In a study done by Sidney Yoshida – called “The iceberg of ignorance”, the study
concluded that executive level managers were aware of ____% of day-to-day
problems
100%
9%
4
74%
__strategies are the choices organisations make to improve their competitive
situation, including integrated strategic change and mergers and acquisitions.
COMPETITIVE
Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior
executives on culture and change management, the success rate of major change
initiatives is 54 percent. This is far too high.
True
False
Levels of the Organizational Culture Model are sometimes represented as an __ as it
is based on different layers.
onion model
__in organizational structure is a process in which managers specify (in writing),
procedures, rules and responsibilities for the individual employees, organizational
units, groups, teams
Formalization
and the organization as a whole, which leads to the development of
processes, relationships, and operating procedures.
Organizations are open systems - they affect and are affected by their environment.
True
False
Sharp changes in legal, political, economic, and technological conditions that shift
the basis for competition within an industry;
Industry discontinuities
Product life cycle shifts
Internal company dynamics
Insecurities
Usually reflects the vision or mission of founders
Organizational stories
Material symbols or artifacts
Corporate rituals
Language
An organization’s culture may be shaped by one particular cultural dimension more
than the others, therefore, it does not influence the organization’s personality and
the way organizational members work.
True
False
Factors, such as interest rates, the state of the economy, the unemployment rate,
determine the level of demand for products and the price of inputs.
International Forces
Environmental Forces
Economic Forces
None of the above
There are ______________ basic Elements of Organizational Designs
Three
Five
Four
Six
Organizations in these cultures tend to be autocratic, possess clear status
differences, and have little employee participation
POWER DISTANCE
Which of the following are the Key Organization Design Features in the The Global
Orientation
Centralized decisions
Strong integrated operations
Formal control systems
Question text
You need to create an environment in the organization that we call __, which means
every employee in the organization every signal that the organization sends
whether its from your manager,its from email, or speech etc they'll get it and they'll
know what
COHERENCE
they need to do.
These are forces that influences that developments of new production techniques
and new information-processing equipment influence many aspects of organizations
operations.
Technological Forces
Economical Forces
Organizational Forces
Environmental Forces
It is a deliberately planned, organization-wide effort to increase an organization’s
effectiveness and/or to enable an organization to achieve its strategic goals.
ORGANIZATIONAL DEVELOPMENT
The bottom management is in charge of cultural change and must have a deep
understanding of the different layers and its respective elements and meanings in
order to achieve change
True
False
There is changes in size, corporate portfolio strategy, or executive turnover.
Industry discontinuities
Environmental awareness
Product life cycle shifts
Internal company dynamics
Which of the following is considered as part of the three factors causing uncertainty
Complexity
Dynamism
Inventiveness
Richness
Culture is critical
True
False
An examples of these are the group of employees, finance department, audit
department, accounting department, faculty, product, process, function and etc
Departmentalization
Qualification
Realization
Innovation
Transformational change
tend to reinforce one another, thus making it difficult to change them in a
piecemeal manner.
assists organizations in developing these advantages and managing strategic
change
none of the above
driven by senior executives
all of the above
Even though individuals may have different backgrounds or work at different
organizational levels, they tend to describe the organization’s culture in similar
terms.
CULTURE IS SHARED
Why do we need to compare the desired future of the organization with the current
state?
Effective Mission
The forces from outside stakeholder group that directly affect an organization’s
ability to secure resources.
Behavior of Environment
Environment
Specifications of organization
Specific Environment
The hardest part of a business transformation
changing the management culture
changing the organizational culture
changing the customers culture
changing the employees culture
__are key figures in OD because they set the direction of an organization and its
activities is to achieve the strategic goal of the company and serve as change
agents in moving the
LEADERS
organizations away from the status quo.
It’s concerned with how members perceive or describe the culture, not with whether
they like it.
Culture is perceived
Culture is descriptive
Culture is shared
The extent to which meaning in communication is carried in the words.
CONTEXT
The first step to intentional development and change is
Identify where the organization wants to be
What is Southwest Airlines central part of its culture?
quality
customers
product innovation
employees
The choice of an ap