Download MGT 4153 Study Questions Exam 2 April 8, 2015 This is a study

MGT 4153
Study Questions
Exam 2
April 8, 2015
This is a study guide. Some of the questions are answered on this guide and others
require that you use your textbook or other information and read the information about
that particular topic.
The exam will have mostly short-answer questions, with few questions requiring
explanations, lists, etc. The weight for each question will be given on the exam itself.
Please make sure you understand the following:
A. Explain means just that. Either explain the concept adequately or you will not
receive credit for that question. Two or three word “explanations” are not
explanations!
B. If I cannot read your writing, you will not receive credit for that question. My
hand-writing is not good, but if I am providing answers on an exam, YOU
WOULD BE ABLE TO READ MY WRITING! Take your time and make the effort
to be legible.
C. No cell phones or any other electronic device can be used during the exam.
1. Three “Assess Your Answer” questions from each of chapters 7, 10 and 11.
Each used will be Agree, Disagree or Both, and the second part may be Briefly
Explain.
2. An organizational chart is the visual representation of underlying activities and
processes in an organization. Through most of the 20th century, the hierarchical,
functional structure predominated. In recent years, however, organizations have
developed other structural designs, often aimed at increasing horizontal
communication.
3. The structure of an organization must fit information requirements of the
organization so people have neither too little information nor too much
irrelevant information.
4. Vertical linkages in organizations are designed primarily for control, in
contrast to horizontal linkages that are designed for coordination and
collaboration (learning). All organizations need a mix.
5. In Vertical Information Sharing, what are the three vertical linkages created to
coordinate activities between the bottom and top of an organization and are
designed primarily for control of the organization? Briefly explain each.
(Hierarchical referral, rules and plans, and vertical information systems).
6. In Horizontal Information Sharing, what are the three Horizontal Linkages
that refer to the communication and coordination horizontally across
organizational departments? Briefly explain each. (Information systems,
direct contact and task forces)
7. What are the differences among functional structure, divisional structure and
geographical structure?
8. What is at least one strength and one weakness of the matrix structure?
9. The matrix structure can be used when both technical expertise, and product
innovation and change are important.
10. A horizontal structure organizes employees around core processes. (What
are core processes?)
11. Self-directed teams (What are they?) are the basis of which structure?
(Horizontal structure)
12. Strengths of the horizontal structure include flexibility and responsiveness to
changes in customer needs because of enhanced coordination.
13. Why do some companies combine characteristics of functional, divisional,
geographical or horizontal structures? (To take advantage of the strengths of
a particular structure while avoiding some of the weaknesses.)
14. When the structure is out of alignment, one or more of four symptoms of
structural deficiency may appear. Know the four symptoms (chapter 3).
15. What are the primary differences between a traditional organization designed for
efficiency and a more contemporary organization designed for learning?
16. An organization’s core technology is the work process that is directly related to
the mission of the organization.
17. Joan Woodward’s classic study classified manufacturing firms into: small batch,
mass production and continuous process technologies.
18. What are other names sometimes used for flexible manufacturing systems
(FMS)? (Advanced manufacturing technology, computer-integrated
manufacturing, agile manufacturing or smart factories.)
19. Define lean manufacturing.
20. Variety refers to the number of exceptions, problems or novel events that
occur in the department’s work.
21. Analyzability refers to the extent to which the work is mechanical, clear cut, and
follows an objective, computational procedure. (272)
22. Variety and analyzability can be combined into a single dimension of
technology called routine versus non-routine technology.
23. In department design the structure is ether organic or mechanistic. (379)
24. Routine technologies have a mechanistic structure with formal rules and rigid
management processes, whereas non-routine technologies have an organic
structure, and management is flexible.
25. Explain the differences between job enrichment and job enlargement. (Chap
7)
26. What is a service technology? How does this differ from a manufacturing
technology? (There is no tangible product in a service technology.)
27. Name several primary ways the design of service firms typically differ from that
of product firms.
28. In today’s world, change rather than stability is the norm.
29. In chapter 11 there are four strategic types of change. What are they? (413415)
30. Briefly explain the difference between organizational change and
organizational innovation. (415)
31. What are several elements of successful change? (415-417)
32. Which structure probably inhibits technical innovation: organic or mechanistic?
(Mechanistic)
33. In chapter 11 there are statistics which indicate that only 14 percent of all
products undertaken in the R&D laboratories achieved economic success.
34. What are the three reasons mentioned in chapter 11 for New Product
Successes?
35. Effective design for new product innovation is associated with the horizontal
coordination model.
36. Horizontal Coordination means that technical, marketing and production people
share ideas and information.
37. Time-based Competition means delivering products and services faster than
competitors, giving companies a competitive edge.
38. Companies throughout the world have faced the need to make radical changes in
strategy, structure and management processes to adapt to new competitive
demands. The dual core approach compares management and technical
changes.
39. Which type of changes occur most often: management or technical?
(Technical)
40. In which core (technical or management) does innovation originate? (Can be
in either).
41. What types of process and structure are used by organizations that must adopt
frequent management changes? (Top-down process and a mechanistic
structure).
42. Define culture change within an organization.(435)
43. Forces for culture change include: reengineering, shifting to horizontal
forms of organizing, diversity of today’s workforce, and a growing
emphasis upon learning and adapting.
44. What is large group intervention as related to organizational development
culture change? (432)
45. What is the most crucial part of the change process? (Implementation)
46. Leaders who attempt to build organization-wide commitment take employees
through three stages of the change commitment process. What are those three
stages? (Preparation, acceptance, and commitment)
47. What are five barriers to change as listed by the author in chapter 11?
48. The author lists seven techniques for implementation for organization change.
Be prepared to list at least three of them. (436-437)
49. When organizations face a dilemma, what is the natural order of things that must
happen in today’s global environment? (change)
50. What are the four types of change that give an organization a competitive edge?
(Technology, products and services, strategy and structure, and culture)
51. Who is responsible for culture changes within the organization? (Top
management)
52. Would factory employees typically be more resistant to changes in production
methods, changes in structure, or changes in culture? (Culture. Be
prepared to answer this question and explain why!)
53. In Exhibit 11.3 in your textbook, the author lists five elements required for
successful change. Which of the five do you think managers are most likely to
overlook? Explain your answer!)
54. There are four (4) types of organizational cultures discussed on pages 382-384
of the textbook. If not on those pages in your version, they will be close. They
are in chapter 10. Know those four cultures. (They are explained after the subheading: (ORGANIZATIONAL DESIGN AND CULTURE)
55. What is the objective of the book, Who Moved My Cheese? In other words, what
does the author of the book wish us to learn from reading the book?