Question : 41. Which of the following competitive or market environments would : 1265390

 

41. Which of the following competitive or market environments would be considered relatively stable?

a. Commercial airline

b. Casual and sports clothing c. Can manufacturing

d. Computer and consumer electronics

42. An organization that faces considerable environmental uncertainty and rapid change is more likely to be successful with:

a. a rigid and tall structure. b. an organic structure.

c. a highly defined set of policies and procedures.

d. high levels of job specialization and low levels of job interdependence.

43. If an organization confronts a situation with scarce resources, large amounts of change, and many competitors, the situation would be considered one:

a. with strategic disadvantage.

b. where profit will be difficult to achieve. c. of high environmental uncertainty.

d. where a task oriented leadership style is necessary.

44. Which of the following statements regarding the fit between structure and relevant contextual dimensions is NOT

a. The better the fit, the more likely that an organization will achieve its short-run goals.

b. The better the fit, the more likely an organization will process information and design appropriate organizational roles for long-term prosperity.

c. It is apparent that there must be some level of fit between the structure and the contextual dimensions of an organization.

d. The better the fit, the more likely the structure will determine the strategy and goals of an organization.

45. Which of the following statements regarding complexity and the strategic decision process is NOT true?

a. As complexity increases, the strategic decision process will become more politicized.

b. Organizations will find it more difficult to recognize environmental opportunities and threats as complexity increases.

c. As complexity increases, the strategic process will be constrained by the limitations of top managers.

d. The constraints on good decision processes will be multiplied by the limitations of each individual within an organization.

46. Short product and organizational life cycles place considerable emphasis on:

a. increasing formalization of job requirements.

b. hierarchical control and centralized decision making. c. generalization and standardization.

d. flexibility and efficiency.

47. In contrasting structural roles of managers today with managers of the future managers:

a. must adopt a relatively narrow functional focus.

b. will tend to get things done by giving employees orders. c. must encourage cross-functional collaboration.

d. will strictly adhere to boss-employee authority relationships.

48. To meet the conflicting demands of efficiency and customization, organizations need to:

a. strategically choose one or the other. b. invest in robotics.

c. become a knowledge-based company. d. become dynamically stable.

49. Emerging organizational structures will emphasize all of the following except:

a. multiple competencies.

b. process rather than function. c. self-managed teams.

d. extensive vertical differentiation.

50. All of the following are emerging organizational structures except:

a. circle.

b. network. c. virtual.

d. cellular.

 

 

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