Oxford University Press | Online Resource Centre

Choose your answers from a-d by clicking the radio button next to each choice and then press 'Submit' to get your score.

Question 1

Which of the following triggers for change is likely to be most easily accepted?

a) A change in stakeholder demands

b) A decline in performance

c) A change in the business environment

d) A change in management

Question 2

Alfred Chandler produced classic work on the study of organizational structures. He was of the view that:

a) Strategy determines structure

b) Structure determines strategy

c) A centralized structure is superior

d) A divisionalised structure is superior

Question 3

If a person is unsure what their role within the organization should be, they are experiencing:

a) Role incompatibility

b) Role ambiguity

c) Role conflict

d) Role overload

Question 4

Bartlett and Ghoshal (1990) distinguish between an organization's anatomy, physiology and psychology. The anatomy is the organization's:

a) Structure

b) Culture

c) Systems and procedures

d) Values

Question 5

Which type of organizational structure most closely describes Benetton?

a) A divisional structure

b) A networked structure

c) A functional structure

d) A flat structure

Question 6

Bartlett and Ghoshal argue that process is more important than structure. They identified three processes that form an organization's:

a) Core organizational processes

b) Unique organizational processes

c) Fundamental organizational processes

d) Entrepreneurial organizational processes

Question 7

The core organizational processes as identified by Bartlett and Ghoshal are entrepreneurial processes, competence-building processes and:

a) Coordinating processes

b) Control processes

c) Revival processes

d) Renewal processes

Question 8

Goold and Quinn suggest there are three main reasons for strategic control systems. These are coordination, motivation and:

a) Intervention

b) Review

c) Revision

d) Cost reduction

Question 9

In which type of situation do Goold and Quinn consider strategic control systems to be most valuable?

a) Stable environment, objectives easy to measure

b) Turbulent environment, objectives easy to measure

c) Stable environment, objectives difficult to measure

d) Turbulent environment, objectives difficult to measure

Question 10

An organization adjusts its pricing in response to falling customer demand. This is an example of which type of learning?

a) Single-loop learning

b) Double-loop learning

c) Surface learning

d) Deep learning

Question 11

According to Collins and Poras, what separates visionary organizations from merely good organizations is that:

a) They are prepared to change their core values

b) They are not prepared to change their core values

c) They are prepared to change their culture

d) They are not prepared to change their culture

Question 12

Ouchi identified the Theory Z organization. A Theory Z organization is one which:

a) Is based on rigid controls

b) Is based on trust

c) Is like a cult organization

d) Specializes in innovation

Question 13

Collins studies a number of firms to distinguish 'great' firms from 'good' firms. Great firms understood three things - 'what can you be best in the world at', 'what drives your economic engine' and:

a) Can you be unpredictable

b) Can you shake up the industry

c) What are you deeply passionate about

d) How well do you know your enemies

Question 14

Collins uses the 'hedgehog concept' to distinguish great companies from good companies. What does the hedgehog concept mean?

a) Being best at a particular thing

b) Being best at most things

c) Being good enough at a particular thing

d) Being good enough at most things

Question 15

According to Greiner, in his five phases of growth model, what type of crisis follows phase 1 (growth through creativity)?

a) Crisis of control

b) Crisis of autonomy

c) Crisis of leadership

d) Crisis of growth

Oxford University Press, Online Resource Centre, Chapter 10.

Chapter 10

Instructions