Question :
81. Which of the following desired outcomes of downsizing least likely : 1250969
81. Which of the following desired outcomes of downsizing is least likely to be achieved?
A. Increased innovation
B. Increased customer satisfaction
C. Avoidance of a takeover
D. Improved cash flows
According to the table 2.3 Effects of Downsizing on Desired Outcomes, improved cash flows is the least likely desired outcome of downsizing to be achieved.
82. Which of the following is NOT one of the results that can be achieved by an organization’s downsizing?
A. Changing an organization’s culture
B. Dissolving labor union contracts
C. Getting rid of “dead wood”
D. Making way for fresh ideas
Downsizing often allows the company to “get rid of dead wood” and make way for fresh ideas and is often a unique opportunity to change an organization’s culture. In firms characterized by antagonistic labor – management relations, downsizing can force the parties to cooperate and to develop new, positive relationships.
83. Which of the following is an opportunity that downsizing provides for HRM?
A. The HRM function must “surgically” reduce the workforce by cutting only the workers who are less valuable in their performance.
B. Boosting the morale of employees who remain after the reduction.
C. Building trust and maintaining communication with remaining employees.
D. Changing the organization’s culture and making way for fresh ideas.
Downsizing often allows the company to “get rid of dead wood” and make way for fresh ideas and is often a unique opportunity to change an organization’s culture.
84. _____ strategies are the result of the rational decision-making process used by top managers as they develop a strategic plan.
A. Emergent
B. Intended
C. Divergent
D. Accidental
Intended strategies are the result of the rational decision-making process used by top managers as they develop a strategic plan.
85. Most strategies that companies espouse are:
A. concentration strategies.
B. directional strategies.
C. emergent strategies.
D. intended strategies.
Most strategies that companies espouse are intended strategies.
86. Which of the following strategies evolves from the grassroots of an organization and can be thought of as what organizations actually do?
A. Concentration
B. Directional
C. Emergent
D. Intended
Emergent strategies, on the other hand, consist of the strategies that evolve from the grassroots of the organization and can be thought of as what organizations actually do, as opposed to what they intend to do.
87. Which of the following is essential if a company is to take advantage of emergent strategies?
A. A formal organizational structure
B. A weak corporate culture
C. An externally-based compensation system
D. An effective communications system
HRM plays an important role in facilitating communication throughout the organization, and it is this communication that allows for effective emergent strategies to make their way up to top management since most emergent strategies are identified by those lower in the organizational hierarchy.
88. Most _____ strategies are identified by those lower in the organizational hierarchy, where it is often the rank-and-file employees who provide ideas for new markets, new products, and new strategies.
A. concentration
B. directional
C. emergent
D. intended
However, most emergent strategies are identified by those lower in the organizational hierarchy.
89. In which type of an organization do employees expand their capacity to achieve the results that they desire?
A. Diversified organizations
B. Emergent organizations
C. Learning organizations
D. Strategic organizations
“Learning organization,” is the idea in which people continually expand their capacity to achieve the results they desire.
90. A company is in a constant state of _____ through monitoring the environment, assimilating information, making decisions, and flexibly restructuring to compete in that environment.
A. expanding
B. learning
C. exploring
D. evolving
For a company to have a unique ability to adapt to an ever-changing environment, it requires to be in a constant state of learning through monitoring the environment, assimilating information, making decisions, and flexibly restructuring to compete in that environment.
