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LDR 531 Week 5 Quiz

LDR 531 Week 5 Quiz

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LDR 531 Week 5 Quiz -

1. Which of the following is typically a characteristic of the mechanistic model of organization?

  1. Low formalization
  2. Decentralized management
  3. Wide span of controls
  4. Rigid departmentalization

2. Which of the following actions can extinguish risk taking and innovation? 

  1. Using organic organizational structures
  2. Rewarding for the absence of failures rather than for the presence of success
  3. Long tenure in management
  4. Encouraging experimentation

3. Culture is most likely to be a liability when 

  1. the organization’s management is highly efficient
  2. the organization scores low on the degree of formalization
  3. the organization’s environment is dynamic
  4. the organization is highly centralized

4. Strategy of differentiation consists of which of the following?

  1. Price, support, design
  2. Cost leadership, differentiation, cost focus
  3. Upstream business strategy, midstream business strategy, downstream business strategy
  4. Sourcing strategies, processing strategies, delivering strategies

5. Decision making within which one of the following organizational structures follows a strict chain of command?

  1. Boundaryless
  2. Bureaucracy
  3. Virtual
  4. Matrix

6. Which of the following factors is least likely to have an impact on organizational structure?

  1. Location
  2. Technology
  3. Size
  4. Strategy

7. The deemphasizing of hierarchical authority and control in organizational development is referred to as

  1. trust and support
  2. vertical blending
  3. horizontal integration
  4. power equalization

8. Which of the following statements is true regarding the functions of culture in an organization?

  1. It hinders the generation of commitment to something larger than individual self-interest among employees.
  2. It reduces the stability of the organizational system.
  3. It does not affect employees’ attitudes and behavior.
  4. It conveys a sense of identity for organization members.

9. Which of the following is the first step in Kotter’s eight-step plan for implementing change?

  1. Create a new vision to direct the change and strategies for achieving the vision.
  2. Establish a sense of urgency by creating a compelling reason for why change is needed.
  3. Form a coalition with enough power to lead change.
  4. Plan for, create, and reward short-term “wins” that move the organization toward the new vision.

10. Which of the following is least likely to lend to a simple organizational structure?

  1. Centralized authority
  2. Formalized rules and regulations
  3. Little departmentalization
  4. Wide span of control

11. Confusion in who reports to whom is a weakness of which one of the following organizational structures? 

  1. Boundaryless
  2. Virtual
  3. Matrix
  4. Bureaucracy

12. Which of the following is least likely to realize a competitive advantage for an organization?

  1. Superior strategy
  2. Superior resources
  3. Superior skills
  4. Superior position

13. Which of the following is the last step in Kotter’s eight-step plan for implementing change?

  1. Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
  2. Establish a sense of urgency by creating a compelling reason for why change is needed.
  3. Communicate the vision throughout the organization.
  4. Reinforce the changes by demonstrating the relationship between new behaviors and organizational success.

14. Idea champions display characteristics associated with _________ leadership. 

  1. laissez-faire
  2. transformational
  3. narcissistic
  4. autocratic

15. Entering into various types of business ventures outside of the realm of an organization’s usual type of business is an example of a ________ strategy. 

  1. chain integration
  2. customizing
  3. diversification
  4. undifferentiating

16. A(n) ________ organization is an organization that takes on a life of its own, apart from its founders and members, and is valued for itself and not for the goods or services it produces.  

  1. matrix
  2. virtual
  3. institutionalized
  4. centralized

17. It is easiest for management to deal with resistance when it is

  1. implicit
  2. deferred
  3. passive
  4. overt

18. Which of the following statements is true regarding innovation?

  1. Innovation is nurtured when there is an abundance of resources.
  2. Innovative organizations reward both successes and failures.
  3. Organic structures negatively influence innovation.
  4. Interunit communication is low in innovative organizations.

19. Which of the following resistances to change is implicit?

  1. Strike
  2. Resignation
  3. Increased error
  4. Complaint

20. A(n) __________ strategy emphasizes the introduction of major new products and services.

  1. mechanistic
  2. cost-minimization
  3. innovation
  4. organic

21. The focus of a single segmentation within a scope strategy is known as a _______ strategy.

  1. niche
  2. customizing
  3. segmentation
  4. unsegmentation

22. Sometimes, businesses find it necessary to reconceive their core business. Which of the following would be the least effective strategy for doing so? 

  1. Core relocation
  2. Business customization
  3. Business recombination
  4. Business redefinition

23. ________ are persons who act as catalysts and assume the responsibility for managing refinement activities. 

  1. Change agents
  2. Free riders
  3. Whistle-blowers
  4. Laggards

24. ________ is a collection of change methods that seek to improve organizational effectiveness and employee well-being. 

  1. Organizational restructuring
  2. Operant conditioning
  3. Organizational polarization
  4. Organizational development

25. Which of the following is an example of an individual source of resistance to change?  

  1. Structural inertia
  2. Fear of the unknown
  3. Product orientation
  4. Employee orientation

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