Principal of Management.Ppt
Chapter 3 Organizational Culture and Environment: The Constraints
True/False Questions
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
1. In the symbolic view of management, managers are seen as directly responsible for an organization’s success or failure.
(False; easy; pp. 58-59)
2. The current dominant assumption in management theory suggests that managers are omnipotent.
(True; moderate; p. 58)
3. The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization’s objectives.
(True; moderate; p. 58)
4. The symbolic view of management impact is useful in explaining the high turnover among college and professional sports coaches, who can be considered the “managers” of their teams.
(False; difficult; pp. 58-59)
5. In the omnipotent view of management, much of an organization’s success or failure is due to forces outside management’s control.
(False; easy; p. 58)
6. In the symbolic view of management, it is unreasonable to expect managers to have a significant effect on the organization’s performance.
(True; easy; pp. 58-59)
7. In the omnipotent view of management, a manager’s role is to create meaning out of randomness, confusion, and ambiguity.
(False; moderate; p. 58)
THE ORGANIZATION’S CULTURE
8. An organizational culture refers to a system of shared meaning.
(True; moderate; p. 60)
9. Organizational cultures influence how employees behave in an organization.
(True; moderate; p. 60)
10. Organizational culture is a perception, not reality.
(True; moderate; p. 60)
11. Presently, there is no method for analyzing or assessing organizational culture.
(False; moderate; p. 60)
12. Strong cultures have more influence on employees than do weak cultures.
(True; moderate; pp. 61-62)
13. An increasing body of evidence suggests that strong cultures are associated with high organizational performance.
(True; easy; p. 62)
14. Compensation structures
True/False Questions
THE MANAGER: OMNIPOTENT OR SYMBOLIC?
1. In the symbolic view of management, managers are seen as directly responsible for an organization’s success or failure.
(False; easy; pp. 58-59)
2. The current dominant assumption in management theory suggests that managers are omnipotent.
(True; moderate; p. 58)
3. The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization’s objectives.
(True; moderate; p. 58)
4. The symbolic view of management impact is useful in explaining the high turnover among college and professional sports coaches, who can be considered the “managers” of their teams.
(False; difficult; pp. 58-59)
5. In the omnipotent view of management, much of an organization’s success or failure is due to forces outside management’s control.
(False; easy; p. 58)
6. In the symbolic view of management, it is unreasonable to expect managers to have a significant effect on the organization’s performance.
(True; easy; pp. 58-59)
7. In the omnipotent view of management, a manager’s role is to create meaning out of randomness, confusion, and ambiguity.
(False; moderate; p. 58)
THE ORGANIZATION’S CULTURE
8. An organizational culture refers to a system of shared meaning.
(True; moderate; p. 60)
9. Organizational cultures influence how employees behave in an organization.
(True; moderate; p. 60)
10. Organizational culture is a perception, not reality.
(True; moderate; p. 60)
11. Presently, there is no method for analyzing or assessing organizational culture.
(False; moderate; p. 60)
12. Strong cultures have more influence on employees than do weak cultures.
(True; moderate; pp. 61-62)
13. An increasing body of evidence suggests that strong cultures are associated with high organizational performance.
(True; easy; p. 62)
14. Compensation structures