Org. Theory and Design: Chapter 12 (Matching)

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Questions and Answers

Match the following decision-making types with their descriptions:

Programmed decision making = Involves selecting easy, repetitive, and routine operating procedures Nonprogrammed decision making = Involves making creative, novel, and unstructured decisions Rational model of decision making = A straightforward three-stage process of identifying problems and seeking alternative courses of action Organizational decision making = The process of responding to a problem by searching for and selecting a solution that creates the most value for organizational stakeholders

Match the following decision-making types with their outcomes:

Programmed decision making = Increases efficiency and reduces costs of goods and services Nonprogrammed decision making = Finds solutions to changing and uncertain conditions Rational model of decision making = Designs and develops alternative courses of action to solve identified problems Organizational decision making = Creates the most value for organizational stakeholders

Match the following decision-making models with their descriptions:

Rational model = Managers make decisions that favor their own interests over those of other functions Incrementalist model = Managers make incremental decisions within an overall framework of identification, development, and selection stages Unstructured model = Decision-making takes place when uncertainty is high and incremental decisions are made within an overall framework of identification, development, and selection stages Garbage-can model = Managers propose solutions to problems that do not exist and create problems to solve with pre-existing solutions

Match the following types of organizational learning strategies with their descriptions:

Exploration = Organizational members experiment with new forms of organizational activities and procedures to increase effectiveness Exploitation = Organizational members refine and improve existing organizational activities and procedures to increase effectiveness Individual level of organizational learning = Encouraging employees to challenge themselves and develop a sense of personal mastery Group level of organizational learning = Encouraging learning through various types of groups to enhance performance Signup and view all the answers

Match the following levels of organizational learning with their descriptions:

Individual level = Members need to develop a sense of personal mastery and empowerment Group level = Encouraging learning by promoting groups as settings for synergy and enhanced performance Organizational level = Promoting learning through the creation of structure and culture by managers Interorganizational level = Encouraging learning at the interorganizational level to enhance overall effectiveness Signup and view all the answers

Match the following strategies for organizational learning with their descriptions:

Listening to dissenters = Surrounding managers with diverse viewpoints Converting events into learning opportunities = Redesigning structure and culture to motivate managers Experimenting = Avoiding overcommitment to previous solutions Using game theory = Viewing interactions between organizations as a competitive game Signup and view all the answers

Match the following types of games in game theory with their descriptions:

Sequential move games = Players move in turn and select strategies after considering rivals' choices Simultaneous move games = Players act at the same time in ignorance of rivals' current actions Devil’s advocacy = Challenging beliefs of more powerful people and resisting influence attempts Dialectical inquiry = Evaluating several solutions and recommending the best one Signup and view all the answers

Match the following top-management team configurations with their effects on organizational learning:

Wheel configuration = Decreases organizational learning, works best for simple problems Circle configuration = Promotes team and organizational learning, encourages interaction among top managers Collateral organizational structure = Establishes a parallel information organization to shadow decision making Experimenting = Avoiding overcommitment to previous solutions Signup and view all the answers

Match the following means of overcoming cognitive biases with their descriptions:

Devil’s advocacy = Questioning beliefs of more powerful people and resisting influence attempts Dialectical inquiry = Evaluating several solutions and recommending the best one Collateral organizational structure = Establishing a parallel information organization to shadow decision making Listening to dissenters = Surrounding managers with diverse viewpoints Signup and view all the answers

Match the following strategies for organizational learning with their effects on decision making:

Converting events into learning opportunities = Motivates managers to find better ways to respond to a situation Experimenting = Improves both incremental and garbage-can decision-making processes Using game theory = Helps managers improve decision making and enhance learning Devil’s advocacy = Challenges beliefs and works to convince others about flawed or harmful ideas Signup and view all the answers

Match the following cognitive biases with their definitions:

Cognitive dissonance = The state of discomfort or anxiety that a person feels when there is an inconsistency between his or her beliefs and actions Illusion of control = A cognitive bias that leads managers to overestimate the extent to which they can control a situation because they have the skills and abilities needed to manage uncertainty and complexity Frequencies and representativeness = Cognitive biases that deceive people into assuming that extreme instances of a phenomenon are more prevalent than they really are, and lead managers to form judgments based on small and unrepresentative samples Projection and ego-defensiveness = Cognitive biases that allow managers to justify and reinforce their own preferences and values by attributing them to others, and lead managers to interpret events in such a way that their actions appear in the most favorable light Signup and view all the answers

Match the following knowledge management approaches with their descriptions:

Codication approach = Knowledge is carefully collected, analyzed, and stored in databases where it can be retrieved easily by users who input organization-specific commands and keywords Personalization approach = Pursued when an organization needs to provide customized products or solutions to clients, when technology is changing rapidly, and when employees rely much more on know-how, insight, and judgment to make decisions Signup and view all the answers

Match the following types of organizational culture with their characteristics:

Adaptive cultures = Value innovation, encourage and reward experimenting, and risk-taking by middle and lower-level managers Inert cultures = Cautionary and conservative, do not value middle and lower-level managers taking such action, and may actively discourage such behavior Signup and view all the answers

Match the following IT-enabled organizational relationships with their implications:

Knowledge management = The sharing and integrating of expertise within and between functions and divisions through real-time, interconnected IT Interorganizational learning = Important because organizations can improve their effectiveness by imitating each other's distinctive competences Signup and view all the answers

Match the following factors affecting organizational learning with their descriptions:

Programmed decision making = Drives out nonprogrammed decision making, leading to a reduction in organizational learning over time Blindness and rigidity in organizational decision making = May lead to a full-blown crisis as it prevents the organization from learning and adapting to its environment Signup and view all the answers

Match the following cognitive structures with their impacts on decision making:

Cognitive biases = Systematically bias cognitive structures and affect organizational learning and decision making Cognitive dissonance = Shapes the way top managers make decisions, determining the degree to which forces in the environment are perceived as opportunities or threats Signup and view all the answers

Match the following cognitive biases with their effects on organizational learning:

Illusion of control = Leads managers to misinterpret real threats facing an organization, muddling through even when the organization is in crisis Frequency bias = Deceives people into assuming that extreme instances of a phenomenon are more prevalent than they really are Signup and view all the answers

Match the following cognitive biases with their manifestations in decision making:

Projection bias = Allows managers to justify and reinforce their own preferences and values by attributing them to others Escalation of commitment = Leads managers to remain committed to a losing course of action, refusing to admit they have made a mistake Signup and view all the answers

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Study Notes

Decision-Making and Organizational Learning

Decision-making types are matched with their descriptions
Decision-making types are matched with their outcomes
Decision-making models are matched with their descriptions

Organizational Learning Strategies

Types of organizational learning strategies are matched with their descriptions
Levels of organizational learning are matched with their descriptions
Strategies for organizational learning are matched with their descriptions

Game Theory

Types of games in game theory are matched with their descriptions

Top-Management Team Configurations

Top-management team configurations are matched with their effects on organizational learning

Cognitive Biases

Means of overcoming cognitive biases are matched with their descriptions
Cognitive biases are matched with their definitions
Cognitive biases are matched with their effects on organizational learning
Cognitive biases are matched with their manifestations in decision making

Knowledge Management

Knowledge management approaches are matched with their descriptions

Organizational Culture

Types of organizational culture are matched with their characteristics

IT-Enabled Organizational Relationships

IT-enabled organizational relationships are matched with their implications

Factors Affecting Organizational Learning

Factors affecting organizational learning are matched with their descriptions

Cognitive Structures

Cognitive structures are matched with their impacts on decision making

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