Oxford University Press | Online Resource Centre

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Question 01

According to both strategic contingencies theory and resource dependence theory, the organization's environment produces an internal distribution of power due to what factor?

a) Strategic enactment of the environment

b) Coalitions inside the organization

c) Opportunities to cope with uncertainty

d) None of the above

Question 02

Market control assumes:

a) prices and competition.

b) the existence of a legitimate hierarchy of authority.

c) norms and values to which organizational members conform.

d) Prices and competition, the existence of a legitimate hierarchy of authority, and norms and values to which organizational members conform.

Question 03

For an organization to effectively exercise clan control it must have:

a) prices and competition.

b) rules and hierarchy of authority.

c) norms and values to which organizational members conform.

d) Prices and competition, rules and hierarchy of authority, and norms and values to which organizational members conform.

Question 04

Strategic contingencies theory argues that conditions in the environment produce __________ in the organization which creates opportunities for the development of ____________.

a) uncertainty, coping mechanisms

b) change, instability

c) power, change

d) contingencies, hierarchy

Question 05

David Charles manages a group of 15 computer programmers. The control system in David's organization is set up so that the number of lines of code written by each member of the group is recorded. If David relies solely on this figure to evaluate the performance of group members, then he will be using:

a) behavioral control.

b) output control.

c) clan control.

d) coercive control.

Question 06

Professor David Charles manages a group of 15 management professors. The control systems in David's university is set up so that promotions and raises are determined by the number of academic papers and books that each professor writes and by the course evaluations each receives from their students. If Mr Charles relies solely on these indicators to evaluate the performance of his faculty, then he will be using:

a) coercive control.

b) output control.

c) clan control.

d) a mix of output and behavioral control.

Question 07

Crozier's study of a French cigarette factory demonstrated:

a) control over a source of uncertainty is a key source of power.

b) physical structure reveals how power is distributed in organizations.

c) uncertainty can enhance management's power over employees.

d) the hidden face of power.

Question 08

The feminist perspective contributed which of the following dimensions of power that has previously not been considered by organization theorists?

a) Domination/submission

b) Autonomy/dependence

c) Oppressors/oppressed

d) Masculine/feminine

Question 09

The Walton and Dutton model of inter-unit conflict in organizations presents explanations of conflict in terms of both contextual factors and local conditions. Local conditions include all but which of the following:

a) group characteristics.

b) task interdependence.

c) jurisdictional ambiguity.

d) 'we-they' rhetoric.

Question 10

In the Walton and Dutton model, what is the least likely single explanation for any given instance of interpersonal conflict in an organization?

a) Individual differences

b) Common resources

c) Communication obstacles

d) Goal incompatibility

Question 11

Cybernetic control systems help organizations realize their strategies by aligning:

a) behavioral and output measures.

b) strategies, goals and actions.

c) culture with social structure.

d) the interests of managers with those of owners (shareholders).

Question 12

According to agency theory, organizations achieve high levels of performance by aligning:

a) behavioral and output measures.

b) strategies, goals and actions.

c) culture with social structure.

d) the interests of managers with those of owners (shareholders).

Question 13

Bureaucracy assumes what forms of control?

a) Price and competition

b) Rules and a hierarchy of authority

c) Norms and values to which organizational members conform

d) Price and competition, rules and a hierarchy of authority, and norms and values to which organizational members conform

Oxford University Press, Online Resource Centre, Chapter 08.

Chapter 08

Instructions