Organizations: Theory and Practice Quiz

<p>Effects of management dispositions (D)</p> Signup and view all the answers

<p>The human relations approach (C)</p> Signup and view all the answers

<p>Expecting high commitment without reciprocating (B)</p> Signup and view all the answers

<p>Argyris' theory (D)</p> Signup and view all the answers

<p>It is chronologically more recent than others. (C)</p> Signup and view all the answers

<p>To analyze the total effectiveness of the system (A)</p> Signup and view all the answers

<p>It expands to fill the time available for completion (A)</p> Signup and view all the answers

<p>They struggle to relate to a complex and unseen entity (D)</p> Signup and view all the answers

<p>The objective positivist approach (A)</p> Signup and view all the answers

<p>They relate more easily to smaller groups (D)</p> Signup and view all the answers

<p>How the organization itself can be controlled (C)</p> Signup and view all the answers

<p>Their complex size and interrelations (C)</p> Signup and view all the answers

<p>The interrelationships of component groups (A)</p> Signup and view all the answers

<p>Organizations exist solely in the perceptions of their members. (A)</p> Signup and view all the answers

<p>Marx (C)</p> Signup and view all the answers

<p>Words carry historical and diverse meanings. (D)</p> Signup and view all the answers

<p>Reality is constructed through individual experiences. (D)</p> Signup and view all the answers

<p>They often overlook their role in shaping reality. (C)</p> Signup and view all the answers

<p>The idea of a coherent theoretical alternative. (B)</p> Signup and view all the answers

<p>Knowledge is fragmented and diverse. (D)</p> Signup and view all the answers

<p>It creates established power relations that are often unacknowledged. (A)</p> Signup and view all the answers

<p>A combination of internal and external variables (A)</p> Signup and view all the answers

<p>The predominant technology used (B)</p> Signup and view all the answers

<p>As costs related to actions taken within the organization (C)</p> Signup and view all the answers

<p>An atmosphere of trust and openness (A)</p> Signup and view all the answers

<p>They interact significantly with the formal systems (B)</p> Signup and view all the answers

<p>To help organizations become more aware of their structures (C)</p> Signup and view all the answers

<p>Encouraging maximum integration of groups (B)</p> Signup and view all the answers

<p>What the organization can offer and what it expects in return (B)</p> Signup and view all the answers

<p>Technology and environmental variables (D)</p> Signup and view all the answers

<p>Mechanical organization (C)</p> Signup and view all the answers

<p>Flexibility and adaptability to change (D)</p> Signup and view all the answers

<p>A continuum of organizational structures (C)</p> Signup and view all the answers

<p>They are based on situation-specific specialist requirements (C)</p> Signup and view all the answers

<p>Implementation of modern electronic technology (A)</p> Signup and view all the answers

<p>Duties are flexible and can change with circumstances (B)</p> Signup and view all the answers

<p>Technological change encourages organic structures to adapt (A)</p> Signup and view all the answers

<p>It transformed into a market-driven system. (D)</p> Signup and view all the answers

<p>By reducing levels in the hierarchy. (B)</p> Signup and view all the answers

<p>Divisionalized structures with smaller business units. (A)</p> Signup and view all the answers

<p>They have reduced the significance of ownership to the individual employee. (D)</p> Signup and view all the answers

<p>Interconnecting contracts and mutual interests. (C)</p> Signup and view all the answers

<p>They are often broad-banded. (D)</p> Signup and view all the answers

<p>They have fostered interconnecting contracts and relationships. (A)</p> Signup and view all the answers

<p>Organizations are moving towards flatter structures. (C)</p> Signup and view all the answers

Organizations are complex systems with interconnected groups and external relationships, making them distinct from individual or small group dynamics.

Total effectiveness of the organization as a system; considering how well all parts work together.

The ability to manage and regulate the organization's internal elements and relationships, and ultimately, the organization itself.

Concept that work expands to fill the time available for its completion.

Employees tend to identify more strongly with smaller groups within an organization rather than the organization as a whole.

Difficulties employees face describing their organizations, perceiving them as mystical, unseen forces due to large scale and intricate structures..

A recent challenge to traditional, 'objective' studies, proposing instead a rejection of the scientific basis of knowledge accumulation regarding organizations.

Traditional approaches to organizational research, emphasizing objectivity and scientific methods.

Employees join organizations primarily for economic benefits and similar needs.

Employees value the organization's objectives and put their heart into their work.

There's a connection between the type of organization and the level of employee commitment.

The unspoken expectations and obligations between employers and employees.

Focuses on how management practices and organizational structures impact employees.

Unofficial employee behaviors and relationships within an organization.

A more recent approach to understanding organizations.

A type of authority based on threats and force.

A perspective questioning single truths in organizational study, emphasizing diversity, symbolism, and reinterpretation of ideas to create new approaches. It rejects grand narratives and universal models.

The idea that organizational reality is shaped by the perceptions of its members and those interacting with it.

Different ways of talking and thinking about organizations. These viewpoints often oppose each other.

Language shapes power dynamics; words hold inherent power affecting how one understands and structures interactions in organizations.

Understanding organizations, their impact on people, and designing effective structures enhancing productivity while preserving human well-being.

Postmodernism opposes broad, overarching explanations for organizational behavior, often focusing on specific contexts instead.

The idea that organizations operate based on clear, logical, and measurable principles.

Postmodernism's view that knowledge is diverse, with multiple perspectives and truths, and not a single, unified whole.

A production process where goods are made in an intermittent or continuous flow, often for chemicals or food.

Internal aspects of an organization, like structure and communication.

A traditional organizational structure, like a bureaucracy, good for stable environments.

A flexible organizational structure that adapts to changing environments, particularly with rapid technological advancements.

Innovations and advancements related to technology, affecting manufacturing and organizational design.

The process of structuring an organization to meet its goals, considering factors like technology and environment.

The formal system of roles, responsibilities, and relationships within an organization.

The way an organization interacts with its employees in terms of responsibilities and roles.

A concept where organizations are structured as a market, with internal units competing for resources and customers. This fosters a results-oriented, performance-driven culture.

An organizational model where traditional boundaries between departments, hierarchies, and external partnerships blur. This fosters collaboration, agility, and a focus on outcomes.

Modern organizations with fewer management levels, promoting empowerment and collaboration. This reduces bureaucracy and fosters quick decision-making.

Flexible compensation schemes that reward performance across a wider range of roles and levels, encouraging skill development and agility.

Organizations divided into smaller, self-contained units focused on specific product lines, customer segments, or geographic markets.

Mergers and acquisitions, while leading to integration, may dilute individual employee ownership and identity, impacting organizational culture.

Organizations leverage external companies for specific tasks, creating contractual relationships and blurring internal organizational boundaries.

The relationship between different parts of an organization is maintained through contracts and mutual interest, even in the context of offshoring and outsourcing.

Forces within an organization that influence its structure and change, often unpredictable and influenced by human behavior and emotions.

Factors outside of the organization, such as the state of the economy and societal norms, that shape its structure, operations, and even survival.

The expenses associated with coordinating and managing activities within an organization, including communication, exchange, and conflict resolution.

Formal systems are the official rules and structures, while informal systems are the unofficial behaviors and relationships among employees.

Organizations should be designed to specifically address the unique internal and external factors they face, rather than using a universal model.

Effective organizational design aims to promote collaboration between different groups while minimizing internal conflicts.

An organization's ability to critically examine its own structure, processes, and performance, leading to improvements and adaptation.