New Exam 500477RR Organizational Context
1. Which component of structure is the degree to which each individual, department, or team performs limited narrow tasks?
2. The 4Is of organizational learning include intuiting, interpreting, integrating, and
3. As an employee who is determined to advance in his company, Manual knows that _______ is not only is helpful to him but also can help the company to better accomplish its mission.
A. increasing his dependence on managers
B. resisting coercive authority
C. pressing his manager for recognition of his work
D. gaining expertise and knowledge
4. An organization’s _______ may be considered a kind of road map that describes how the organization will achieve its mission and goals.
5. The type of strategy adopted by Gillette and Sony is known as
D. broad scope.
6. Some theorists argue that large systems change rarely comes about as a result of top-down or control strategies, but instead follows a pattern similar to that of change in nature, through which several small actions come together to create a new dynamic. This concept of change is referred to as
7. At some point, the networks formed by active and thoughtful individuals evolve into _______, in which individuals realize the benefits that they and others can receive through their interaction and make a commitment “to share what they know, to support one another, and to intentionally create new knowledge for their field of practice.”
A. communities of practice
B. emergent groups
C. institutional ecologists
8. In studying the way organizations are designed, Marcia is surprised to discover that the term _______ refers primarily to the way human resources are organized to achieve a company’s mission.
A. line employment B. staffing
9. _______ are essential to resolving conflicts and to organizational effectiveness.
B. Political processes
C. Self-serving processes
D. Hierarchical power structures
10. One of the disadvantages of a product/divisional structure involves
B. competition among divisions within the organization.
C. an inability to handle multiple goals.
D. poor integration across functional departments.
10. In Denhardt and Denhardt’s model of leadership for change, the first step for managers aspiring to lead change involves
A. assessing the organizations’ environment and the need for change.
B. building support for the change process both through conversation and through modeling the change process in the managers’ own behavior.
C. implementing specific changes while at the same time encouraging a broader positive attitude toward change.
D. planning for change both strategically and pragmatically.
11. Which phase of appreciative inquiry mobilizes the whole system by engaging all stakeholders in the articulation of strengths and best practices?
12. _______ changes are often developed in the course of a planning process that considers the mission, vision, and values of the organization.
13. Which phase of appreciative inquiry strengthens the affirmative capability of the whole system, enabling it to build and sustain momentum for ongoing positive change and high performance?
14. In designing a company’s structure, one of the factors to consider is _______, the extent to which decisions are made at top levels or lower levels of management.
15. Onetta may be said to have _______ power, because she is the person in the office everyone turns to for solving glitches in the computer system.
16. According to Peter Senge and his colleagues, the core capacity to create large systems change comes from within, an idea captured in the term
B. deep listening.
D. emotional intelligence.
17. Which of the following proactive influence tactics involves making a request based on values and ideals?
A. Inspirational appeal
B. Rational persuasion
D. Personal appeal
Course: New Exam: 500477RR Organizational Context
School: Penn Foster College
- : 25/09/2017
- : 20