Multiple Choice Questions - All chapters

Question 1

Difference between transactional leadership and transformational leadership

Answer 1

Two different concepts:
Transactional leadership - ledandeskapet använder sig utav olika former av värden för att öka en viss effekt. Exempel: du får ett avtal om en bonus om du genomför något.
Transformational leadership - Gör vad som krävs för stunden. Ändrar karaktär för att göra vad som krävs för organisationen.

Question 2

Question 10 Why is the concept of risk important in order to understand decision making in organizations?

Answer 2

It is important because the possibility of different decision alternatives needs to be weighed against the risks that may arise.

Feedback: Decisions always involves risk due to their future-oriented character, and it is important to weigh possibilities against risks in taking decisions.

Question 3

Question 9 What is true about knowledge work?

Answer 3

It is work that requires formal education.

Feedback: Knowledge work produces and reproduces information and knowledge, it involves the manipulation of abstractions and symbols, it defies routinization, and it requires formal education.

Question 4

Question 8 The distinction between expert and local knowledge is important in knowledge management theory. What is true about the two forms of knowledge?

Answer 4

Expert knowledge is typically protected by layers of procedures and routines that are out of reach for laymen.

Feedback: Expert knowledge is typically institutionalized and anchored in procedures and routines, whereas local knowledge is draws its legitimacy from ‘what works’.

Question 5

Question 7 Etzioni describes three types of organization in terms of their use of knowledge. Which are they?

Answer 5

Professional organizations, service organizations and non-professional organizations

Feedback: Professional organizations, service organizations and non-professional organizations.

Question 6

Why is the shift from the individual to the organizational level tricky in studying learning?

Answer 6

Learning is a concept connected to individuals; organizations, per se, cannot learn.

Feedback: Learning is a concept that was developed to capture individuals learning processes. In a strict sense, we cannot treat organizations as individuals and learning can only be used in a transferred sense.

Question 7

Question 5 Which of the following statements is true about the communities of practice perspective on learning?

Answer 7

The communities of practice perspective argues that learning takes place in social settings in which a shared world of practice is developed.

Feedback: Learning, according to the communities of practice perspective, takes place in social settings and communities, in which a shared world of practice is developed.

Question 8

What are the basic assumptions of the information perspective on learning?

Answer 8

It deals with how individuals process information and respond to the external world.

Feedback: The information perspective is a sequential model of how individuals process information and respond to external stimuli.

Question 9

Reinforcement is an important concept in learning theory. Which statement is true about reinforcement?

Answer 9

Reinforcement deals with the process of stimulating certain behaviours to occur.

Feedback: Reinforcement refers to the process of stimulating certain behaviours to occur.

Question 10

What is the meaning of conditioning in learning theory?

Answer 10

It describes as the process of responding to external stimuli.

Feedback: Conditioning is described in behavioural learning theory as the process of responding to external stimuli.

Question 11

Question 1 Which of the following statements corresponds to the general definition of learning provided in Chapter 10? Pick the correct option.

Answer 11

Learning refers to the change in a persons behaviour in a given situation.

Feedback: Learning is defined as the change in a subject’s behaviour or behaviour potential to a given situation brought about by the subject’s experiences in that situation.

Question 12

There are authors that question the traditional view on resistance to change. Which of the following statements is an argument given by the proponents of this view?

Answer 12

Resistance to change seems to imply that the problem mainly lies with the subordinates.

Feedback: Recent literature suggests a number of reasons why the traditional view on resistance is not correct; including the view that root of the problem with resistance is mainly within the subordinate.

Question 13

The literature on change in organizations suggests a number of ways of dealing with resistance to change. Which of the following statements does not describe a way of dealing with resistance?

Answer 13

Make sure that all conflicts are avoided.

Feedback: Lawrence (1954) suggests a number of ways of responding to resistance. For instance, by using understandable terms and by creating new job definitions.
Page reference: 236

Question 14

According to Kurt Lewin, there are a number of reasons for resistance to change. Which statements fits with Lewin’s view on resistance to change?

Answer 14

Resistance to change occurs because of fear of change.

Feedback: Resistance to change reflects the relation between the individual and values held by the group, and it includes, for instance, fear of change.
Page reference: 235

Question 15

Question 7 Which of the following statements captures the basic definition of continuous improvement in Chapter 9?

Answer 15

a) It is a strategy for achieving large-scale changes through a step-wise process.

Feedback: Continuous improvement is a model for change emphasizing sustained improvement efforts in many small steps rather than one big step.
Page reference: 232

Question 16

Question 6 What are the major challenges with radical change processes? Pick the correct option.

Answer 16

Radical change involves major changes in belief systems in organizations.

Feedback: One important reason for the complexity of radical change efforts is the need for fundamental changes in belief systems.
Page reference: 230-231

Question 17

The new institutional theory offers new perspectives on change. Which of the following statements best captures the essence of new institutional theory?

Answer 17

Through processes of isomorphism, organizations become more like each other.

Feedback: The new institutional theory shows that the foremost change for organizations is that, in their attempts to survive, they become more like each other.
Page reference: 226

Question 18

Change is an important concept in the systems view of organizations. Which statement best captures the systems view on change?

Answer 18

The systems view argues that change requires an understanding of the system as a whole.

Feedback: One of the major points of the system perspective is that change in a system requires an understanding of the system as a whole, and how different parts of the system influence each other.

Question 19

Kurt Lewin described change as passing through a number of distinct phases. Which are the phases?

Answer 19

Unfreezing, moving and freezing

Feedback: Lewin described three phases of change: unfreezing, moving, and freezing.
Page reference: 223

Question 20

Selznick described organizations as institutions. What is the significance of this for our understanding of change?

Answer 20

) By using the term institution he pointed at organizations as responsive, adaptive organisms.

Feedback: Selznick described an institution as a natural product of social needs and pressures, a responsive and adaptive organism, and thereby subject to change.
Page reference: 222

Question 21

Question 1 Chapter 9 describes two basic theoretical perspectives of change in organizations. Which are they? Pick the correct option.

Answer 21

Planned change and emergent change

Feedback: The two theoretical perspectives on change that are discussed in Chapter 9 are planned and emergent change.

Question 22

Why are organizational structures important?

Answer 22

To meet different demands placed in a company

Question 23

Organizational chart - what does it tell us?

Answer 23

The general lines of authority in the company
Information about the decentralization/centralization
Shows the general logic for grouping the company into units on different levels
Shows the number of decision-making levels (hierarchy)
Overall: depicts the organizational structure in a company

Question 24

Organizations can be divided into organizations as (3 things):

Answer 24

1. Structures - rules and standards
2. Behavioral patterns - sharing goals, coordinating behavior, dealing with stakeholders
3. Cultures - shared understanding, myths, artifacts, and ideologies

Question 25

Taylorism - Functional foremanship.

Answer 25

Taylorism - Functional foremanship. Gave each foreman an individual task to be responsible for. Each individual reports to only one manager in the line organization, creating a unbroken chain of commands. With functional foremanship each worker reports to a number of managers

Question 26

Machine bureaucracy model

Answer 26

a high degree of formalization and specialization. In machine bureaucracy, decisions are made at the top level and mechanically carried out at the lower levels.

Question 27

Contingency model

Answer 27

is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation.

Question 28

Monocratic Bureaucracy

Answer 28

the importance of the use of goals or value-based rules, a system of rigid rules rather than flexible rules adapted to each situation. Legal authority and obedience based on membership

Question 29

Concepts of differentiation (Lawrence and Losch)

Answer 29

Differentiation:

1) Differences among managers in different functional jobs in their orientation towards particular goals
2) Differences in time orientation of managers in different parts of the organization
3) Differences in how managers deal with their colleagues

Question 30

Concepts of integration (Lawrence and Losch)

Answer 30

The quality of the state of collaboration among departments that are required to achieve unity of effort by the demands of the environment (<3)

Question 31

Aston School studies of the Aston group - what are the six structural factors identified within organizations?

Answer 31

1. Specialization - the division of labour within the organization
2. Standardization of procedures and roles
3. Formalization (to what extent communications and procedures are documented within an organization
4. Centralization
5. Configuration
6. Flexibility (changing in the organizational structure, measured in speed and acceleration of change)

Question 32

Why is uncertainty the most studied factor among contingency theorists?

Answer 32

Uncertainty is the most important environmental factor studied by contingency theorists, it reflected a dissatisfaction with traditional bureaucratic models of organizations

Question 33

How should an organization adapt to increasing uncertainty according to Burns and Stalker

Answer 33

Burns and Stalker: high levels of uncertainty need to be met of a higher degree of decentralization to make the organization react more quickly.

Question 34

What is true for organizations and uncertainty according to Galbraith

Answer 34

Galbraith - The higher the degree of uncertainty - the more information it has to process. Also in line with Burns and Stalker; the higher degree of uncertainty - need a higher level of decentralization.

Question 35

What specific information can a complete organizational chart give?

Answer 35

It shows the general logic for grouping the company into units on different levels.

Question 36

What is the major importance, from a managerial point of view, of a formal organizational structure?

Answer 36

It is primarily useful for coordinating behavior in the company.

Question 37

Mention a feature which is true concerning Taylor’s functional foremanship?

Answer 37

It prescribed a model in which each employee could report directly to a number of managers.

Question 38

What are the typical structures in line with Max Weber’s view on bureaucracy?

Answer 38

The bureaucracy should not be viewed as superior to other forms of organizing when it comes to building a stable and reliable organization.

Specialization - workers are specialists and have their competencies
Hierarchical structure
General rules especially regarding legal frameworks
Career system - builds on theoretical and educational structures
Formal selection - All employees are selected on the basis of technical skills and competencies, which have been acquired through training, education, and experience.
Impersonal - no nepotism

Question 39

Lawrence and Lorsch describe differentiation as an important element of a formal structure. What is the differentiation about?

Answer 39

It describes how tasks are divided into the organization.

Differentiation describes the difference among managers in different functional departments with respect to: goal orientation, time orientation, different aspects of the environment, interpersonal relations, formality of structure.

Question 40

What statement captures the definition of specialization by the Aston Group?

Answer 40

The division of labour within the organization.

Question 41

What is a divisional structure?

Answer 41

Divisions are usually organized around the products of the company.
Superstructure organized around output, clients and/or place.

Question 42

In what way does the configurational approach differ from the contingency theory?

Answer 42

The configurational approach tries to integrate strategy and structure to describe strategic types.
Configurational approach: Conf approach försöker integrera strategi och struktur för att beskriva strategiska typer.
Contingency theory: Företag baseras på contingency factors, oförutsedda händelser. Finns inget bästa sätt att organisera - baseras på händelser i miljön.

Question 43

The concept of boundaries has been called into question as a reaction to contingency theory and the configurational approach. What is true about organizational boundaries?

Answer 43

Boundaries are becoming more and more open.

Question 44

Which of the following statements best describes the definition of technology offered by Actor Network Theory?

Answer 44

Technology is viewed as part of a social construction.

ANT focus on the social construction of technology and it is defined as a family of methods for associating and channeling other entities and forces; both human and nonhuman.

Question 45

What is the general meaning of technological determinism?

Answer 45

Technological determinism is a reductionist theory that assumes that a society’s technology determines the development of its social structure and cultural values. Technological determinism tries to understand how technology has had an impact on human action and thought.

It refers to a perspective where technology is viewed as determining human action. It is viewed as exogenous, homogeneous, predictable, stable and independent of time and place.

Question 46

Which of the following options captures the guiding principles of the socio-technical movement?

Answer 46

It makes a distinction between social and technical systems and argues that they need to be viewed as interrelated.

Social technology is a systems perspective consisting of two interrelated subsystems: the social system and the technical system.

Question 47

How does the contingency theory view the role of technology?

Answer 47

Technology is viewed as shaping the organizational structure.

Contingency theory views technology as a contingency factor that influences the organization, whereby the formal structure needs to be designed to adapt to technology.

Question 48

Thompson categorized three types of technology. Which option lists the correct types?

Answer 48

Long-linked technology, mediating technology and intensive technology.

Question 49

Long-linked technologies

Answer 49

a production process consisting of a fixed sequence of steps to transform standardised inputs into standardised outputs. Both Woodward’s mass and flow production technologies fell under this category. Examples are steel and chemical plants.

Question 50

Mediating technologies

Answer 50

characterized by a standardized transformation process and unique inputs and outputs. Service providers deliver unique services to unique clients based on a pre-defined delivery process. These technologies often link partners in an exchange that helps them locate appropriate parties to conduct their transactions.
Examples are mediators such as banks, brokerage firms, insurance companies, and social security organizations.

Question 51

Intensive technologies

Answer 51

combined a non-standard transformation process with unique inputs and outputs. This technology focused on the coordination of experts and pooling their expertise to create a unique outcome. Examples are hospital emergency rooms, R&D laboratories, and project organizations.

Question 52

Which of the following options below best matches the definition of information technology (IT) in Chapter 3?

Answer 52

The mechanisms used to organize, store, manipulate and review information.

Question 53

What is true about whether information technology leads to deskilling workers?

Answer 53

Research results are contradictory.

Question 54

What are the major research results from studies of sociotechnical systems?

Answer 54

Rather than viewing people as extensions of machines they were viewed as complementary.

Question 55

How are technology and organizational design linked according to Woodward’s studies?

Answer 55

Unit and small batch production require an organic organizational form.

Question 56

What is the general message of the Studies of Science and Technology (SST)?

Answer 56

The major message of SST is that technology is socially constructed.

Question 57

Division of labour is a central principle in management thinking. Which statement best describes the idea of division of labour?

Answer 57

It describes the value of specialization for gaining efficiency.
The principle of division of labour describes the need for and benefits of specialization.

Question 58

Taylor formulated a number of principles in his Principles of Scientific Management. Which of the following statements is not a principle of Taylor?

Answer 58

By applying scientific management workers pay could be lowered.

Feedback:
In Chapter 4 three principles are described: the use of specialists to examine work practices, the separation of manual and intellectual work, and rewarding the application of scientific management principles through higher pay.

Question 59

Which of the following statements best describe the legacy of Taylor and his followers?

Answer 59

The focus on scientific methods and rational analysis is widely acknowledged, whereas his view on human beings is being heavily criticized.
A number of Taylor’s ideas are still relevant today such as his view on division of labour, the use of scientific methods to analyse work, and parts of his view on motivation.

Question 60

What is true about the concept of work organization?

Answer 60

Work organization is a generic concept that includes a number of practices, tools and
methods used in day-to-day work in organizations.

Feedback:
The concept of work organization is a broad term including all practices, mechanisms, tools, procedures and routines in the day-to-day work of organizations.

Question 61

The concept of flexible specialization is important in modern management thinking. Which of the following statements about flexible specialization is true

Answer 61

It describes a production system where companies specialize in producing small and customized batches.

Feedback:
A critique towards traditional large-scale production systems emphasizing the importance of building flexible production systems through producing small and customized batches.

Question 62

What is true about Total Quality Management (TQM)?

a) In TQM the ambition is to reach the level of zero mistakes.

Answer 62

Feedback:
TQM is a management model that strives to reach a zero degree defect rate, and that involves the whole work organization.

Question 63

What has been the academic response to the ideas of Total Quality Management?

Answer 63

There is little evidence that TQM has positive effects for employees.

Feedback:
There is little empirical evidence of TQM being beneficial for employees in terms of empowerment, increased jurisdiction, or broader decision-making mandates.

Question 64

What is true about Business Process Reengineering (BPR)?

a) BPR is a strategy that emphasizes the need for a process-oriented approach.

Answer 64

Feedback:
BPR was based on the idea that the entire corporation could be restructured, and it emphasizes the need for thinking in terms of processes.

Question 65

There are different forms of control in organization. Which alternative best describes the different forms of control?

Answer 65

The literature suggests that there are three conventional forms of control.

Feedback:
The literature on organizational control suggests three conventional forms of control: direct control, technical control, and bureaucratic control.

Question 66

What is true about the recent literature on routines, rules and practices?

Answer 66

b) The recent literature suggests that routines are more flexible than Weber imagined them.

Feedback:
There has been renewed interest in organizational rules and routines, and studies suggest that they are, in fact, more flexible than what the organization theory literature suggests.

Question 67

Question 1
Thompson has introduced some important observations on innovation that elaborate upon Schumpeter’s view. What is true about Thompson’s view on innovation? Pick the correct statement.

Answer 67

Innovation involves the ability of the organization to change internally and to adapt to the market.

Feedback: Innovation, according to Thompson, involves the capacity of the organization and its employees to change its routines and to adapt to emerging demands and expectations of the market.

Question 68

Innovation is a rapidly growing field of study. Which of the following alternatives is true about the current research scene (regarding on which areas it focuses on)?

Answer 68

Innovation research is focused on both products and services.

Feedback: According to Dougherty, product innovation is defined as the conceptualization, development, operationalization, manufacture, launch, and ongoing management of a new product or service.

Question 69

Question 3
Research on innovation suggests that innovation work typically goes through distinct phases. What is true about these phases?

Answer 69

The normative innovation literature describes innovation as a linear process.

Feedback: In the normative innovation literature there is a strong emphasis on managing innovation as a linear process, but recent research suggests that it should rather be treated as a non-linear process.

Question 70

Question 4
What is true about the links between innovation and entrepreneurship?
a) Innovation work is often initiated by individuals who are entrepreneurial in their orientation.

Answer 70

Feedback: According to Angle & Van de Ven (2000), innovation work is often initiated by individuals that are entrepreneurial in their orientation.

Question 71

The concept of interessment is important in describing the social nature of innovation. What is true about this concept? Pick the correct statement.

Answer 71

b) It is the process of enrolling partners and spokesmen for new innovations.

Feedback: The term was coined by Akrich, Callon & Latour (2002) as the process of making individuals interested and involved in a new innovation.
Page reference: 205

Question 72

In Chapter 8 the social nature of innovations is discussed. Pick the statement that best captures this view on innovation.

Answer 72

The social nature of innovation makes the observation that the world of innovators is never solely technological.

Feedback: This is a broad perspective that tries to understand the context of innovation and how it is situated in an institutional practice.

Question 73

Schumpeter is one of the founding fathers for the scientific study of entrepreneurship and innovation. Which of the following statements best captures his view on innovation?

Answer 73

b) Innovation involves elements of destruction as well as creation.

Feedback: Schumpeter states that the economy was characterized by restless changes and movements, involving both creation and destruction of technologies.

Question 74

Which statement best captures the so-called systemic view of innovation?

Answer 74

b) It describes the interrelated fields of organizations that mutually support and help one another.

Feedback: The concept of innovation systems describes the interrelated fields of organizations that mutually support and help each other.

Question 75

The concept of complex product systems is used to describe innovation processes in certain industries, for instance, the construction industry. What is true about such systems?

Answer 75

a) Complex product systems have many interconnected and customized elements organized in a hierarchical way.

Feedback: Complex product systems in the construction industry share the characteristic of having many interconnected and customized elements organized in a hierarchical way.

Question 76

Question 10

What is true about innovation and organizational size?

Answer 76

c) Research results are inconsistent in showing the effectiveness of large firms in facilitating innovation.

Feedback: There are clearly different views on whether large firms are good at innovating, with some results showing that they are not organized to facilitate innovation, whereas other studies show the opposite.