MGT 401 Exam 2 Bluebook

Question 1

4 levels of organizational strategy

Answer 1

1. functional level strategy
2. business level strategy
3. corporate level strategy
4. global strategy

Question 2

functional level strategy

Answer 2

coordination of activities accross different functional areas to enhance efficiency and effectiveness

monitoring functioning environments, managing uncertainty, understanding competitors

Question 3

business level strategy

Answer 3

combining functioning core competences to position the organization to have competitive advantage

competing for resources in the environment nand using skills to brand and position (like r&d, marketing, etc.)

Question 4

corporate level strategy

Answer 4

decisions about overall direction and scope of the entire organization

taking value-creation skills from all divisions and combining them to improve competitive position of each division

finding ways to merge and use resources of all divisions to create more value than could be obtained if each division operated alone and independetly

Question 5

global strategy

Answer 5

choosing best strategy to expand into overseas markets to obtain scarce resources and develop core competencies

building consistent brand image and marketing message across diverse cultural and linguistic contexts

Question 6

four types of personalities found in the work place

Answer 6

directors
thinkers
relators
socializers

Question 7

traits of directors

Answer 7

• assertive and decisive. take charge attitude
• goal oriented and results driven
• good administrators, good delegators
• confident, competitive, impatient
• bad listeners

Question 8

traits of thinkers

Answer 8

• good planners, problem solvers, organizers
• analytical and detail oriented, methodical and systematic in approach to tasks
• highly inventive, intellectual
• value accuracy and precision in their work through use of data and logic
• reserved and introspective, focusing on problem-solving and planning

Question 9

traits of relators

Answer 9

• supportive and empathetic, seek harmony and close relationships
• good team players, loyal, reliable
• good listeners, want to deeply understand others perspectives
• don’t like conflict

Question 10

traits of socializers

Answer 10

• outgoing and enthusiastic, energetic and optimistic
• looking to socialize and build connections with others
• gift of gab, poewr of persuasion
• inspiring and motivating to others, ability to get other people excited about their ideas
• prefer collaborative environments and thrive on interaction
• flexible and adaptable, able to navigate diverse social situations with ease

Question 11

Pondy’s five levels of conflict

Answer 11

latent conflict
perceived conflict
felt conflict
manifest conflict
conflict aftermath

Question 12

latent conflict

Answer 12

• underlying tensions and issues that haven’t surfaced yet
• several factors are working to create the potential for conflict, like differences in goals, values, or interests
• latent conflict exists even before it becomes apparent or acknowledged by those involved

Question 13

perceived conflict

Answer 13

• receiving perceived signals that someone isn’t happy or something is wrong
• subunits become aware of the conflict and begin to analyze it
• conflict mounting in both parties

Question 14

felt conflict

Answer 14

• parties becoming more emotionally invested in the conflict situation
• subunits respond emotionally to each other and attitudes polarize “us vs. them”
• leading to point of standoff

Question 15

manifest conflict

Answer 15

• outward expression or observable behavior associated with the conflict
• involves actions, statements, and interactions
• fighting and open aggression
• organizational effectiveness suffering

Question 16

conflict aftermath

Answer 16

• the consequences or outcomes of the conflict resolution process
• subunits left feeling either combative or cooperative
• can lead to changes in relationships, power dynamics, communication patterns, or organizational culture

Question 17

define organizational power

Answer 17

the ability of one person or group to overcome resistance by others to resolve conflict and achieve a desired objective or result

ability to influence the behavior, decisions, actions of others to achieve some desired outcome

Question 18

7 sources of power

Answer 18

authority
control over resources
control over information
non substitutionality
centrality
control over uncertainty or contingencies
unobtrusive power

Question 19

7 types of authority

Answer 19

legitimate power
reward power
coercive power
expert power
reference/referent power
informational power
connection power

Question 20

define organizational politics

Answer 20

activities taken within an organization to acquire, develop, and use power and other resources to obtain one’s preferred outcomes in a situation where there is uncertainty or disagreements about choices

how you use power to get what you want

power + conflict (emotion) = politics

Question 21

define the abilene paradox

Answer 21

a collective fallacy in which a group of people collectively decide on a course of action that is counter to the preferences of most or all of the individuals in the group. each individual believes that the decision is aligned with the preferences of most of the others

Question 22

stages of the organizational life cycle

Answer 22

birth
growth
(maturity)
decline/death

Question 23

organizational birth

Answer 23

• the founding of an organization
• a dangerous life cycle stage associated with the greatest chance of failure
• liability of newness
• lacks formal structure (can change and take advantage of new opportunities) (doesn’t have stability and certainty)

Question 24

organizational growth

Answer 24

• organizations developing value creation skills and competences that allow them to acquire additional advances
• developing competitive advantage and surplus of resources

Question 25

greiners model of organizational growth definition

Answer 25

an organization passes through five sequential growth stages during the course of its evolution, and at each stage a specific organizational design problem causes a crisis that must be solved if a company is not to fall into a chasm

Question 26

greiners model of organizational growth stages+chasms

Answer 26

growth through creativity (crisis of leadership)
growth through direction (crisis of autonomy)
growth through delegation (crisis of control)
growth through coordination (crisis of red tape)
growth through collaboration

Question 27

organizational decline and death

Answer 27

• decline: stage organization enters when it fails to anticipate, recognize, avoid, neutralize, or adapt to external or internal pressures that threaten its long term survival

Question 28

weitzel and jonnson’s model of organizational decline

Answer 28

blinded
inaction
faulty action
crisis
dissolution

Question 29

define organizational inertia

Answer 29

the forces inside an organization that make it resistant to change