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MBA |\704- |\Exam |\ 2 |\QUESTIONS |\WITH |\
ANSWERS
Organization |\Structure |- |\CORRECT |\ANSWERS |\✔✔-Skeletal |\framework |\for |\OB -"Pattern |\of |\interactions |& |\coordination |\that |\links |\the |\technology, |
tasks, |\and |\human |\components |\of |\the |\organization |\accomplishes |\its |
purposes." Organizational |\Theory |\Foundation: |\Historical |\Roots: |\Chester |\Barnard |- |\CORRECT |\ANSWERS |\✔✔-Book: |"The |\Functions |\of |\the |\Executive" |
--"Formal |\Organization:" |\system |\of |\consciously |\coordinated |\activities |\of |\two |\or |\more |\persons -Stressed |\the |\cooperative |\aspects |\of |\organizations. Modern |\Theoretical |\Foundation |- |\CORRECT |\ANSWERS |\✔✔- Organization |\was |\viewed |\as |\a |"system |\made |\up |\of |\interacting |
parts;" |\stresses |\input |\of |\the |\external |\environment Contingency |\Approach |- |\CORRECT |\ANSWERS |\✔✔No |\single |\best |\way |
to |\organize -Organizational |\design |\must |\be |\fitted |\to |\the |\existing |\environmental |
conditions
-Organizations |\change |\through |\internal |\transformation/adaptation Organizational |\Ecology |\Theory: |\Natural |\Selection/Ecological |\view |- |
CORRECT |\ANSWERS |\✔✔-Org. |\ecology |\theory |\challenges |\the |
contingency |\approach. |
-Process |\of |\the |"survival |\of |\the |\fittest"/selection |& |\replacement Information |\Processing |& |\organizational |\learning |- |\CORRECT |
ANSWERS |\✔✔Based |\on |\systems |\theory |\and |\emphasize |\the |
important |\of |\GENERATIVE |\over |\adaptive |\learning |\in |\rapid |\evolving |
external |\environments Learning |\Organization: |\Single |\Loop |- |\CORRECT |\ANSWERS |
✔✔Improving |\organization's |\capacity |\to |\achieve |\known |\objectives |
-Org |\is |\learning |\without |\significant |\change |\in |\its |\basic |\assumptions Learning |\Organization: |\Double |\Loop |- |\CORRECT |\ANSWERS |
✔✔Reevaluates |\the |\nature |\of |\organization's |\objectives |\and |\the |
values/beliefs |\surrounding |\them. -Changing |\the |\organization's |\culture -Org's |\learning |"how |\to |\learn" Adaptive |\Learning |- |\CORRECT |\ANSWERS |\✔✔-first |\stage |\of |\learning |
organization
Learning |\Org's |\characterized |\by |\HUMAN-ORIENTED |\CULTURAL |
VALUES |- |\CORRECT |\ANSWERS |\✔✔-Everyone |\can |\be |\a |\source |\of |
useful |\ideas; |\dispensing |\access |\to |\valuable |\info |\to |\personnel |
-People |\closest |\to |\the |\problem |\have |\best |\ideas |\regarding |\how |\to |
solve |\it -Learning |\flows |\up |& |\down; |\managers |& |\employees |\can |\benefit |
-Mistakes |\should |\be |\viewed |\as |\learning |\opportunities Establishing |\a |\Learning |\Org |- |\CORRECT |\ANSWERS |\✔✔-Breaking |\out |
of |\bureaucracies |
-Develop |\systemic |\thinking |\among |\managers; |\identifying |\source |\of |
conflict |\and |\make |\astute |\trade-offs **Managers |\must |\learn |\to |\encourage |\their |\people |\to |\redirect |
energies |\towards |\substance |\of |\disagreements |\rather |\than |\toward |
personality |\clashes |\or |\political |\infighting. |
-Develop |\creativity |\among |\personnel. |
--Promote |\and |\help |\unlearn |\creativity: |\persona |\flexibility |\and |
willingness |\to |\take |\risks. |\Also, |\willingness |\to |\accept |\failure! --"Ready, |\fire, |\aim" Horizontal |\Organizations |- |\CORRECT |\ANSWERS |\✔✔-(Anand |& |\Daft) |
Advocates |\the |\dispensing |\of |\internal |\boundaries |\that |\are |\an |
impediment |\to |\effective |\business |\performance.
Guiding |\principles |\defining |\horizontal |\organization |\design |- |
CORRECT |\ANSWERS |\✔✔-Organization |\revolves |\around |\the |\process, |
not |\the |\task. |
-The |\hierarchy |\is |\flattened |
-Teams |\are |\used |\to |\manage |\everything |
-Customers |\drive |\performance |
-Team |\performance |\is |\rewarded |
-Supplier |\and |\customer |\contact |\is |\maximized |
-All |\employees |\need |\to |\be |\fully |\informed |\and |\trained Guiding |\principles |\to |\make |\horizontal |\designs |\EFFECTIVE |- |\CORRECT |\ANSWERS |\✔✔1. |\Make |\teams
- |\Decrease |\hierarchy |\by |\eliminating |\non-value-added |\work |\and |
giving |\team |\members |\the |\authority |\to |\make |\decision |\directly |
related |\to |\their |\activities - |\Emphasize |\multiple |\competencies |\and |\train |\people |\in |\cross- functional |\areas |\
- |\Measure |\for |\end-of-process |\performance |\objectives |\
- |\Build |\corporate |\culture |\of |\openness, |\cooperation, |\and |
collaboration Contemporary |\Designs: |\Hollow |- |\CORRECT |\ANSWERS |\✔✔-Movement |
of |\entire |\processes |\outside |\the |\organization |\
- |\Rediscovery |\redesign: |\return |\to |\previously |\successful |\design |& |
eliminate |\unproductive |\structural |\additions/modifications - |\Network |\Designs: |\undergoing |\efforts |\to |\disaggregate |& |\partner -- |\concentrates |\where |\it |\can |\add |\greatest |\value |\in |\its |\supply |\chain, |
outsources |\to |\upstream |\and/or |\downstream |\partners |\who |\can |\do |
better |\job --Require |\internal |\units |\of |\the |\firm |\to |\interact |\at |\market |\prices Virtual |\Organization |- |\CORRECT |\ANSWERS |\✔✔-Term |\represents |\the |
new |\environment |\and |\the |\partnering, |\alliances, |\and |\outsourcing |
arrangements. |
-A |\company |\outside |\a |\outside |\created |\to |\specifically |\respond |\to |\an |
exceptional |\market |\opportunity |\that |\is |\often |\temporary. |
** |\Comes |\from |\the |\word |\VIRTUAL |\MEMORY. Virtual |\Organization: |\Key |\Attributes |- |\CORRECT |\ANSWERS |\✔✔- Technology |(partnerships |\based |\electronically) -Opportunism |(less |\formal |\and |\permanent |\partnerships |\to |\grow |
within |\desired |\market) -No |\borders |(more |\cooperation |\overall) -Trust |(share |"codestiny") -Excellence |("best |\of |\everything |\organization |\from |\each |\companies |
core |\competence)
Virtual |\Org: |\Avoiding |\disintegration |& |\attain |\effective |\focus |- |
CORRECT |\ANSWERS |\✔✔-Lead |\virtual |\organization |\must |\have |\shared |
vision, |\strong |\brand, |\and |\high-trusting |\culture. Key |\challenge |\when |\instilling |& |\sustaining |\a |\corporate |\wide |\culture" |- |\CORRECT |\ANSWERS |\✔✔-Encouraging |\knowledge |\sharing Characteristics |\of |\Organizational |\Culture |- |\CORRECT |\ANSWERS |\✔✔- Observed |\behavioral |\regularities: |\participants |\interact |\under |
common |\language/rituals |
-Norms: |\standards |\of |\behavior -Dominant |\values: |\major |\values |\org. |\advocates -Philosophy: |\org |\policies |\on |\how |\employees |\and/or |\customers |
should |\be |\treated. |
-Rules: |\strict |\guidelines |\to |\getting |\along |\in |\the |\workplace. |
-Organizational |\climate: |\overall |"feeling" |\of |\physical |\layout **NOT |\INTENDE |\TO |\BE |\ALL-INCLUSIVE! Uniformity |\of |\Culture |- |\CORRECT |\ANSWERS |\✔✔-Organizations |\are |
often |\treated |"as |\if" |\they |\had |\a |\uniform |\culture; |\but |\not |\everyone |
within |\the |\org |\share |\the |\same |\degree |\of |\perception |\of |\org |\culture
- |\Adherence |\to |\important |\values" |\helps |\employees |\reconcile |
personal |\sacrifices |; |\connecting |\sacrifices |\to |\higher |\human |\values |\ - |\Reinforcing |\Stories |& |\Folklore: |\keeping |\alive |\stories |\that |\validate |
org's |\culture |\ - |\Recognition |& |\Promotion: |\highlighting |\well |\performing |\individuals |\encourages |\others |\to |\follow |\by |\example Mergers |& |\Acquisitions: |\Clash |\between |\two |\cultures |\in |\an |\M& |\A |- |
CORRECT |\ANSWERS |\✔✔-Structure, |\Politics, |\Emotions Emerging |\relationship |\enterprises |- |\CORRECT |\ANSWERS |\✔✔-Consist |
of |\a |\global |\network |\of |\independent |\companies |\that |\act |\as |\a |\single |
company |\with |\a |\common |\mission --Occur |\more |\frequently |\due |\to |\with: |\legal |\terms, |\political |
nationalism, |\and |\org |\cultural |\values Impact |\of |\Organizational |\Culture |\in |\an |\Economic |\Crisis |- |\CORRECT |
ANSWERS |\✔✔1. |\Org |\culture |\can |\affect |\the |\ethics |& |\survival |\of |\an |
org's |\culture - |\Org's |\must |\continue |\to |\challenge |& |\change |\their |\cultural |\values Guidelines |\for |\Change |- |\CORRECT |\ANSWERS |\✔✔1. |\Assess |\the |
current |\culture. - |\Set |\realistic |\goals
- |\Recruit |\outside |\personnel |\with |\industry |\experience
- |\Make |\changes |\from |\the |\top |\down
- |\Include |\employees |\in |\the |\culture |\change |\process
- |\Take |\out |\all |\trappings |\that |\remind |\the |\personnel |\of |\the |\previous |
culture. - |\Expect |\to |\have |\some |\problems |\
- |\Move |\quickly |\and |\decisively
- |\Stay |\the |\course |\by |\being |\persistent **Org |\must |\not |\abandon |\roots/core! Rewards |\Systems |- |\CORRECT |\ANSWERS |\✔✔-Impact |\employee |
perception |\of |\org |\support |& |\leadership: |"you |\get |\what |\you |\reward" |
-Emphasize |\the |\importance |\of |\human |\capital |(key |\to |\competitive |
advantage |\in |\new |\paradigm) |\to |\retain |& |\leverage |\
Theoretical |\Background |\on |\Money |\as |\a |\Reward |- |\CORRECT |
ANSWERS |\✔✔-Money |\associates |\with |\ 4 |\human |\attributes |\many |
strive: |\achievement |& |\recognition, |\status |& |\respect, |\freedom |& |
control, |& |\power
--Amount |\of |\merit: |\flat |\sum |\or |\percentage |\of |\base |\salary |
**ISSUE: |\determining |\merit |\is |\subjective |\since |\their |\is |\not |\written |
conditions |\outlining |\how |\merit |\is |\earned; |\can |\turn |\into |"catch-up" |
play Pay |\for |\Performance: |\Incentive |\Pay |\Plans |- |\CORRECT |\ANSWERS |\✔✔- Those |\willing |\to |\work |\hard/had |\necessary |\stamina |\can |\determine |
how |\much |\they |\earn |(additional |$$) -Types |\of |\individual-incentive |\plans: |\solely |\based |\on |\commission; |
combination |\payment |\plan |(some |\income |\regardless |\of |
performance); |"drawing |\account" Use |\of |\Bonuses |& |\Stock |\Options |- |\CORRECT |\ANSWERS |\✔✔-10.8% |\of |
firms |\use |\bonus |\pay |\performance |\compared |\to |\3.8% |\ten |\years |\ago |
-If |\executives |\are |\successful |\in |\efforts |\to |\increase |\org. |\performance, |\company |\value/stock |\increases |(keep/motivate |\top |\talent; |\hold |
stockholders |\object |\because |\NOBODY |\makes |\good |\when |\stocks |
decline) Bonuses |& |\Stock |\Options: |\Potential |\Limitations |- |\CORRECT |\ANSWERS |\✔✔-May |\have |\led |\to |\excessive |& |\ethical |\breakdowns |\within |\firms |\in |\recent |\years/ |"self-fulfilling |\attitude" |
-Pay |\for |\performance: |\only |\practical |\when |\performance |\is |\easily |& |
objectively |\measured
Group |\Incentive |\Pay |\Plans |- |\CORRECT |\ANSWERS |\✔✔-Gainsharing |
Plans: |\share |\with |\team |\the |\net |\gains |\from |\productivity |
improvements -Profit |\Sharing: |\portion |\of |\company |\profit |\is |\paid |\to |\profit-sharing |
pool |(boost |\org. |\loyalty) |
-Employee |\stock |\ownership |\plan |(ESOP): |\employees |\gradually |\obtain |\a |\major |\strike |\in |\ownership |\of |\company Group |\Incentive |\PP: |\Potential |\Limitations |- |\CORRECT |\ANSWERS |\✔✔- Can |\be |\distributed |\equally, |\despite |\some |\not |\contribution |\from |
everyone |
-Rewards |\are |\obtained |\later, |\such |\as |\ESOP |\placed |\in |\retirement |
account |
-Employees |\may |\perceive |\group |\rewards |\as |\part |\of |\salary |\if |
distributed |\regularly New |\Pay |\Techniques |- |\CORRECT |\ANSWERS |\✔✔1. |\Commissions |
beyond |\sales |\to |\customers: |\commission |\also |\based |\on |\customer |
satisfaction |& |\sales |\team |\results. |\
- |\Rewarding |\leadership |\effectiveness: |\measuring |\manager's |"people-management |\skills"
- |\Rewarding |\new |\goals: |\all |\levels |\of |\employees |\contributing |\to |
company |\goals |\ - |\Pay |\for |\knowledge |\workers |\in |\teams: |\pay |\linked |\to |\performance |
to |\prof. |\employees |\in |\self-managed, |\virtual, |\etc. |\
Formal |\Recognition |\Systems |- |\CORRECT |\ANSWERS |\✔✔-Makes |\up |\the |\environmental |\component |\of |\the |\social |\cognitive |\framework |\for |
understanding |\and |\effectively |\managing |\organizational |\behavior. |
*Effective |\formal |\recognition |\programs |\are: |
-Designed |\to |\reward |\effective |\employee |\performance |\behavior |& |
enhance |\employee |\satisfaction |
-Designed |\to |\meet |\specific |& |\changing |\needs |\of |\employees Efficiency |\Wage |\Theory |- |\CORRECT |\ANSWERS |\✔✔-Explains |
importance |\of |\offering |\benefits |\that |\appeal |\to |\and |\are |\needed |\by |
today's |\employees |\to |\make |\then |\satisfied, |\stress |\free, |\and |
productive Mandate |\Benefits |- |\CORRECT |\ANSWERS |\✔✔-Social |\security |
-Workers |\Compensation -Family |& |\Medical |\Leave |\Act |\of |\ 1993 Life, |\Disability, |\and |\Health |\Insurance |- |\CORRECT |\ANSWERS |\✔✔-Most |\large |\organizations |\offer |\health |\insurance |\as |\they |\pay |\a |\large |
portion |\of |\premiums |\for |\coverage, |\but |\employee |\participants |\in |
most |\cases |\must |\share |\health |\costs |\with |\employer |(deductibles) --Patient |\Protection |& |\Affordable |\Care |\Act |(Obamacare): |\DOES |\NOT |
require |\employers |\to |\provide |\health |\benefits, |\but |\large |\companies |
receive |\penalties |\should |\they |\not |\make |\affordable |\coverage |
available.
Pension |\Benefits |- |\CORRECT |\ANSWERS |\✔✔Private |\pension |\plans: |
social |\security, |\along |\with |\IRA's |& |\401k; |\investment |\options |\through |\stock |& |\bond |\funds. Time-off |\Benefits |- |\CORRECT |\ANSWERS |\✔✔-PTO: |\more |\traditional |\is |
known |\as |"vacation |\time;" |\paid |\religious |\holidays; |\paid |\sick |\leave; |
paid |\personal |\leave |(ex: |\attended |\funeral) Wellness |\Programs: |- |\CORRECT |\ANSWERS |\✔✔-Objective |\is |\to |\keep |
employees |\from |\becoming |\physically |\and/or |\mentally |\ill --encouraging |\employees |\to |\exercise |\frequently |\to |\minimize |\sick |
leave/time |\off *compensation |\provided |\to |\reach |\fitness |\goals |\and/or |\pay |\for |\un- used |\sick |\days Life |\Cycle |\Benefits |- |\CORRECT |\ANSWERS |\✔✔-Based |\on |\a |\person's |
stage |\of |\life |
Ex: |\Child |\care |\and |\elder |\care |
-Employee |\Assistance |\Programs |(EAPs): |\provide |\help |\to |\employees |
in |\dealing |\with |\personal |\problems |\that |\can |\negatively |\impact |\their |
lives |\and |\their |\job |\performance.
