Ch3 Test Bank Docx + Organizational Strategy And Information

File: 7e chapter3TestBank.doc, Chapter 3, Organizational Strategy and Information Systems

Multiple Choice

1. Cognizant’s organizational structure was ________, but realized as its organization grew and its services became more complicated that a __________ structure for the organization was more appropriate.

1. hierarchical; networked
2. matrix; networked
3. flat; matrix
4. hierarchical; matrix
5. flat; hierarchical

2. The organizational structure of Tata Consulting Services (TCS) is a ___________ organizational structure.

1. hierarchical
2. networked
3. matrix
4. flat
5. zero time

3. All statements below are true about a matrix organization structure EXCEPT:

1. The design supports both function and purpose.
2. Operating complexities can be reduced by sharing information among management.
3. Workers are assigned to two or more managers.
4. One weakness is that multiple dimensions of a business are not integrated well with a matrix organization
5. Confusion must be dealt with through frequent meetings and conflict resolution sessions.

4. This type of organizational structure is based upon the concepts of division of labor, specialization, and unity of command. Key decisions are made at the top and filter down through the organization.

1. Hierarchical
2. Networked
3. Flat
4. Matrix
5. Social

5. This newer organizational design is designed to be highly flexible so that resources can be configured quickly to respond to changing demands.

1. Up time organization
2. Social networked organization
3. Hierarchical organization
4. Matrix organization
5. Heterarchies

6. IS plays three important roles in management control processes. These processes are data collection, evaluation, and _______________.

1. transformation
2. management
3. communication
4. implementation
5. conversion

7. Organizational design is all about making sure that _________ are properly allocated, reflecting the structure of formal reporting relationships.

1. decision rights
2. business processes
3. values
4. incentives
5. IS

8. Traditional organizations have one of four types of organizational design. What are these four structure types?

1. Traditional, flat, matrix, technology
2. Hierarchical, flat, matrix, networked
3. Matrix, networked, flat, information
4. Matrix, flat, networked, traditional
5. Social, networked, matrix, hierarchical

9. In which type of organizational design do middle managers do the primary information processing and communication function, telling subordinates what to do and then reporting the outcome to senior management?

1. Flat
2. Networked
3. Hierarchical
4. Matrix
5. Hybrid

10. In which type of organizational structure will employees report to two or more supervisors?

1. Hierarchical
2. Networked
3. Flat
4. Matrix
5. Functional

11. In which type of organizational structure is power centralized and the type of environment best supported stable and certain?

1. Flat
2. Networked
3. Hierarchical
4. Matrix
5. Traditional

12. In which type of organizational structure is power distributed, and particularly suited for an environment that is dynamic and unstable?

1. Flat
2. Networked
3. Hierarchical
4. Matrix
5. Hybrid

13. A networked organizational structure feels both like a_______ and a_______ organizational structure because it supports a rigid structure with well-connected communication networks.

1. matrix; flat
2. flat; hierarchical
3. hierarchical; hybrid
4. flat; networked
5. matrix; traditional

14. When using information technologies to collect data for the purpose of monitoring workers, a manager should do all of the following EXCEPT:

1. Inform employees when and what is being monitored.
2. Consider the privacy rights of individuals.
3. Ensure monitoring is meaningful to the organization’s mission.
4. Capture qualitative inputs in addition to quantitative data.
5. Require workers to complete additional tasks.

15. At Zara, decision rights for ordering have been granted to whom?

1. Regional managers
2. Headquarters
3. Store managers
4. Central production
5. The commercial team

16. Zara’s store managers place orders that reflect their localized needs. However, order fulfillment is ultimately the responsibility of the commercial team in headquarters because:

1. Store managers have no real decision rights.
2. The commercial team does not trust the store managers.
3. Store managers do not have visibility into regional demands but the commercial team does.
4. The commercial team has more direct contact with the designers and production.
5. Store managers have no access to sales information for their store.

17. All of the following help to develop informal networks that play an important role in an organization EXCEPT for:

1. Job rotation

b) Company softball team

c) Virtual communities

d) Performance reviews

e) Attendance at a conference

18. The dimensions of national culture include all of the following EXCEPT:

1. The distribution of power in society
2. The extent to which society tolerates uncertainty
3. Avoidance of uncertainty
4. The acceptance of technology by society
5. The degree to which society engages in future-oriented behaviors

19. Effective, cross-cultural communication in today’s global and “flattened” world is:

1. Easy to achieve
2. Difficult to achieve
3. Of little consequence to the organizational strategy
4. Achieved by using the best available technologies
5. No longer an issue for managers

20. The negative consequences of monitoring an employee’s discrete tasks include all of the following EXCEPT:

1. The worker can become disconnected from the larger business process.
2. There can be less of an opportunity for the worker to broaden his/her skills.
3. The worker feels empowered to make significant contributions to the business.
4. The personal freedoms of the worker may be intruded upon.
5. The privacy rights of an employee may be violated.

21. A matrix organization:

1. Can involve multiple bosses and multiple teams.
2. Requires quite a bit of communication to be successful.
3. Was rare for quite a while but has become more common in recent years.
4. All of the above
5. None of the above

22. Which of the following is not an organizational design variable?

1. IT Infrastructure
2. Decision rights
3. Informal networks
4. Structure
5. Formal reporting relationships

23. Which of the following is not an organizational structure?

1. Hierarchical
2. Flat
3. Power Distant
4. Matrix
5. Networked

24. Which organization structure typically assigns workers two or more supervisors in an effort to make sure multiple dimensions of the business are integrated?

1. Hierarchical
2. Flat
3. Matrix
4. Networked
5. Informal

25. When a functional manager who often doesn’t know what an employee is working on is tasked with evaluating that employee’s performance while the project manager who works closely with the same employee isn’t tasked with evaluating the same performance is a weakness of which organizational structure?

1. Hierarchical
2. Flat
3. Matrix
4. Networked
5. Informal

26. Which of the follow statements about social networking sites (SNS) is TRUE?

1. Participants can consume, produce, and/or interact with streams of user-generated content provided by their connections on the site.
2. Users have uniquely identifiable profiles that consist of user-supplied content, content provided by other users, and/or system-provided data.
3. Employees can publicly articulate connections that can be viewed and traversed by others.
4. All statements are true.
5. None of the statements are true.

27. Companies like Uber and UPS use what type of control system to monitor employee performance and behavior?

1. Technology-mediated control
2. Enterprise Social Networking Site
3. Domain Excellence Platforms
4. 360-degree feedback
5. 10/10/10 program

True/False

28. Cognizant needed to reinvent its organizational structure many times to make sure that it properly facilitates the flow of information between employees.

29. Different organization structures reflect the different organizational strategies that are used by firms to implement their business strategy.

Ans; True (Medium)

30. An organization feels hierarchical when IT is used primarily as a communication vehicle.

31. A firm is usually a mix of different organizational structures, known as a hybrid structure.

32. The use of performance data by managers is generally welcomed by workers and nonthreatening to workers when the data is used for compensation rather than to improve performance.

33. National culture no longer predisposes workers to act in a certain way.

34. Differences in organizational and national culture normally do not affect system development and use.

35. If a technology is to be successfully implemented into an organization, either the technology must fit the organization’s culture or the culture must be shaped to fit the behavioral requirements of the technology.

36. An Enterprise Social Networking Site in one in which customers can interact with the sales and marketing team of an organization.

37. The organization values held by the entire organization are at the broadest level. At the next level are national values.

Short Answer

38. The three components of the organizational strategy are organizational design, management control systems, and _________.

39. A ________ organization allows a firm to concentrate on both function and purpose.

40. ________ reduces the operating complexity of a matrix organization.

41. IS makes it possible to evaluate performance by capturing current data in addition to analyzing historical data. Often managers are faced with an overwhelming volume of data and analyzing it becomes very time consuming, a situation known as ____________.

42. A corporate culture is a firm’s set of shared attitudes, values, and _______.

43. is used to describe a situation where technology enables individuals from all parts of the organization to reach and communicate with all other parts of the organization.

44. Ideally, the person who has the most information about a decision and who is in the best position to understand the relevant issues is the person with __________ for the decision.

45. An IT-enabled network, called a , links individuals together, regardless of location, so that they may get to know people and find useful information.

46. Within a flat organizational structure, a shift and distribute accountability, have fuzzy boundaries, and roles are dynamic.

47. The recently added sixth dimension of Hofstede’s dimensions of national culture is .

Essay

48. Cognizant moved to a matrix organization to foster continuous operational implementations and better bottom-line results for clients. Explain how the change of organizational design allowed Cognizant to succeed.

49. Compare and contrast the organizational structures of Cognizant (after restructuring) and that of Tata Consultancy Services (TCS).

50. How does IS impact the three managerial levers: organizational, control, and cultural?

51. Explain how Cognizant’s “10/10/10” program is designed, its cultural impact, and the role IS plays in supporting it.

52 Assume you are a manager of a local doctor’s office. How could you use IS to help monitor the performance of the nurses and doctors? State the benefits as well as the challenges.

53. List some examples of informal networking that occurs in organizations. How can management utilize informal networks to the organization’s advantage?

54. Give an example of a tool or virtual community that enables a large, global informal network. What is its value to a participant and the participant’s firm?

55. What recommendations would you give a manager who supports a team of individuals with a multitude of cultural differences?

Matching

56. Match the organizational structure to the statement that best represents it.

57. Match the organizational structure to the power structure it supports.

58. Match the organizational structure that you would find supporting the organization strategy of the following firms:

59. Match the organizational variable to its description.

60. Match a firm’s actions with the cultural layer it helps to define.

61. Hofstede identified cultural dimensions and researched expected behaviors within that society. Match the cultural dimension to the organizational impact it can have.