ADM 2336 Chapter Notes - Chapter 13: Organizational Chart, Organizational Structure
Movie - Ice Age Collision Course
1. After watch the movie of Ice Age Collision Course,summary outthe whole story of the movie.
2. Based on the movie of Ice Age Collision Course, what are thescenes and examples that show the organizational cultureâscomponents of observable artifacts, espoused values, and basicunderlying assumptions? (Each component gives one scene from themovie)
3. In your opinion, what is the definition of organizationalstructure, work specialization, chain of command, span of control,centralization, formalization, organizational culture, observableartifacts, espoused values, and basic underlying assumptions?
4. Based on the movie of Ice Age Collision Course, what are thescenes and examples that show the organizational structureâselements of work specialization, chain of command, span of control,centralization, and formalization ? (Each element gives one scenefrom the movie)
5. Which type of teams shown in Ice Age Collision Course? Proveit with the scenes and example in the movie. (Work team, managementteam, parallel team project team and action team)
6. Does the stages of team development happen when thecharacters form the team. What are the scenes and examples thatshow the stage of team development? Each element gives one scenesfrom the movie. ( Forming, storming, norming, performing andadjourning)
7. Based on Ice Age Collision Course, which type ofcommunication used by the teams? Provide the scenes and examplesthat show the type of communication used. (All channel, circle, Yand wheel)
8. In your opinion, why leader is important in a team? Whatcharacteristics should a team own? Based on the Ice Age CollisionCourse, who is the leader in the team and prove it with the scenesand examples in the movie.
9. Based on the Ice Age Collision Course, which decision-makingstyles used by the leader? Prove it with the scenes and examples inthe movie. (Delegative style, facilitative style, consultativestyle and autocratic style)
__________ is the degree to which the authority to make decisions is delegated to lower levels in an organization's hierarchy.
Span of control
Which statement does NOT provide an accurate characterization of committees?
Managers are often assigned to numerous committees to improve coordination across departments.
Committees can help managers whose units must work together to adjust schedules, workloads, and work assignments in order to increase productivity.
Committees can be effective in communicating complex qualitative information.
Committees can become an effective personal mechanism for mutual adjustment across unit heads.
Committees are generally inexpensive and have a very good reputation.
Systems of rites are called __________.
The capacity or willingness to follow a leader is called:
As the diversity of opinion, values and meaning in an organization narrows, it becomes much less vulnerable to external change and more able to capitalize on external opportunities.
Followers contribute to the leadership process by 1) granting claims to leaders and 2)
claiming their own roles as followers.
motivating their leaders.
acting on a leader's instructions.
getting to know their leaders.
granting leaders permission to lead.
Jason is appointed to position of formal authority in his organization. Of the following, which is expected to be exerted by Jason?
Romance of leadership
Q1. Members are most likely to experience role conflict and divided loyalties in:
a. a cross-functional project team
b. a self-managed operational team
c. a traditional work team
d. an executive team
Q2. Which of the following was not mentioned as a primary determinant of performance for a functional team?
a. how long the current leader has been in that position
b. trust and cooperation among the team members
c. the organization and coordination of activities
d. member agreement about objectives and strategies
Q3. Which is not likely to improve the effectiveness of a self-managed team?
a. let members share in financial gains from improved performance
b. change the membership frequently to give the team fresh ideas
c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills
Q4. Which process is most likely to occur in an after-activity review?
a. determination of responsibility for errors and mistakes
b. recognition of members for their contributions to the team
c. analysis of what was done well and what needs to be changed
d. selection of the most qualified team leader for the next activity
Q5. Which type of activity is least likely to be delegated to a self-managed team?
a. evaluating each team member's task performance
b. firing a team member who has unsatisfactory performance
c. determining the work procedures to be used by the team
d. determining which team member will carry out each task
Q6. The primary responsibility of the leader of a decision group is to:
a. suggest good ideas for solving the problem
b. ensure that everybody has equal influence
c. encourage group members to reach an agreement quickly
d. structure the discussion in a systematic manner
Q7. The primary purpose of a dialogue session is to:
a. debate competing proposals and identify the best one for the team
b. help members learn more about each other's interests and aspirations
c. encourage members to express their dissatisfaction with each other openly
d. increase understanding of implicit assumptions and mental models
Q8. What was found in research on the effectiveness of self-managed teams?
a. productivity and quality improved substantially
b. organizational commitment usually increased
c. turnover and absenteeism were lower
d. the results were inconsistent across studies
Q9. Which condition is least important for the success of a new strategy?
a. it is based on the core competencies of the organization
b. it is compatible with significant changes in the external environment
c. it has a few clear themes relevant to the shared values of the members
d. it is similar to a strategy that was previously successful
Q10. Which of the following actions by the CEO is not likely to improve the effectiveness of an executive team?
a. clearly define objectives consistent with shared values of team members
b. talk with individuals whenever possible to reduce time in meetings
c. give the team considerable discretion but specify limits of team authority
d. rely more on advice from members with the most expertise
Q11. Which statement about institutionalization in organizations is most accurate?
a. it describes how subunits with expertise gain power in organizations
b. it makes it easier for organizations to adapt to a changing environment
c. it describes how people use power to gain more power
d. it demonstrates why political tactics are unnecessary to maintain power
Q12. What is the best summary of findings in research on leadership succession?
a. chief executives have little influence on organization performance due to the overwhelming influence of economic and market conditions
b. chief executives have a strong impact on organization performance and are the primary determinant of whether the organization prospers or declines
c. chief executives have a moderate impact on organizational performance when measured over a period of several years
d. chief executives influence stock prices but have little or no influence on the firm's actual economic performance
Q13. What pattern of behavior is least likely during the first few months on the job for the new CEO in an organization that is prosperous?
a. the CEO will quickly select a new strategy and make major changes in the organization to look like a confident and dynamic leader
b. the CEO will make changes in the functional areas in which he or she has the most prior experience
c. the CEO will attempt to demonstrate some small successes in dealing with immediate problems to build a favorable image and gain more discretion
d. the CEO will gather and analyze information about the organization and environment in order to determine an appropriate strategy
Q14. Which of the following was not given as a guideline for external monitoring?
a. examine a wide range of developments and trends in the environment
b. make an extra effort to learn what clients and customers want and need
c. identify both the strengths and weaknesses of competing products
d. rely primarily on your own intuition to analyze the environment
Q15. In what situation are executive teams least likely to be useful?
a. the organization includes several business units with diverse products
b. there is intense competition among executives to become the next CEO
c. the organization has a complex and turbulent environment
d. the executives in the team have very diverse backgrounds and perspectives
Q16. Which is not a core performance determinant in the flexible leadership theory?
a. process reliability and efficiency
b. leader experience and technical skills
c. human resources and relations
d. innovation and adaptation
Q17. Research at CCL indicates that the least amount of learning occurred for managers who had:
a. assignments for which they were well prepared
b. challenges they had to face alone
c. opportunities to make mistakes
d. diverse experiences with different types of challenges
Q18. Which statement about leadership development in organizations is least likely to be accurate:
a. leadership development should be consistent with organization strategy
b. developmental activities should be coordinated with formal training
c. self development activities should be maximized to reduce costs
d. leadership development should be integrated with succession planning
Q19. Which of the following usually includes a mix of formal training and learning from experience working on management projects?
b. job rotation programs
c. action learning
d. behavior modeling
Q20. Which developmental method is most useful for helping managers to understand their inner feelings and values?
a. outdoor challenge programs
b. personal growth programs
c. mentoring programs
d. multisource feedback workshops
Q21. Which approach is used most often for improving leadership?
a. multi-source feedback workshops
b. formal mentoring programs
c. job rotation programs
d. formal training programs
Q22. What two methods are most useful for improving conceptual skills?
a. case analysis and behavior role modeling
b. feedback workshops and simulations
c. simulations and case analysis
d. behavior role modeling and feedback workshops
Q23. In most feedback workshops for management development, the primary source of information about a manager's behavior is:
a. other managers in the workshop who fill out a checklist
b. observers who record the person's behavior during a simulation
c. observation of a videotape taken of the manager doing regular work
d. questionnaires filled out by people with whom the manager works
Q24. Training programs to enhance leadership skills:
a. are widely used for managers in organizations
b. are seldom used for effective managers
c. are used mostly for department supervisors
d. are used mostly for top executives in large organizations
Q25. Which is least likely to be a reason for the "glass ceiling" in large organizations?
a. differences in leadership behavior displayed by men and women
b. implicit theories about the attributes required for effective leadership
c. popular stereotypes about the skills and traits of men and women
d. less encouragement and developmental opportunities for women