POM Chapter 11 - Organizational Control and Change

Principles of Management POM Chapter 11 - Organizational Control and Change

0.0 (0)

Marco Kofel

Lernen

Marco Kofel

Über diese Lernkartei

This flashcard set covers advanced concepts in organizational control and change, tailored for university-level micro-economics students. It delves into various types of control, such as bureaucratic, clan, and direct supervision, as well as different approaches to managing change, including evolutionary and revolutionary methods. The flashcards explore key processes like setting performance standards, measuring actual performance, and initiating corrective actions. Managers and organizational leaders will find this set particularly useful for understanding how to effectively monitor and adjust organizational behaviors and processes to achieve goals and improve performance.

Karten

Lernende

Sprache

Englisch

Kategorie

BWL

Stufe

Universität

Erstellt / Aktualisiert

11.01.2020 / 15.10.2025

Ähnliche Karteien

Lernkarten

Which of the following is an important reason for subordinates to participate in goal
setting?

It strengthens subordinates' commitment to achieving goals and meeting budgets

It centralizes the responsibility of setting goals and achieving those goals.

It enables direct supervision and close scrutiny of employees.

It enables complete evaluation of employees over relatively short periods.

It enables manages to set goals that are slightly above an employee's reach.

Control by means of a comprehensive system of rules and standard operating
procedures (SOPs) is known as:

bureaucratic control.

management by objective

output control

clan control

behavior control

_____ guide behavior and specify what employees are to do when they confront a
problem that needs a solution

Rules and SOPs

Output controls

Feedback controls

Evolutionary changes

Force-fields

Which of the following controls leads to standardized behavior and standardized work
outputs?

Output control

Bureaucratic control

Feedback control

Feedforward control

Clan control

Which of the following is true of bureaucratic control and standardization?

Reducing standardization can reduce the level of learning in an organization

Bureaucratic control is not useful for routine, well-understood organizational activities

Too many rules can stop employees from thinking for themselves

Bureaucratic control leads to production of goods and services of inconsistent quality.

Rules and SOPs increase misunderstandings over responsibility and the use of power.

The set of values, norms, and expectations of behavior which control the ways in which
workers interact with one another within the organization is known as

organizational goals.

organizational culture

control procedures

SOPs.

rule-based culture

The control exerted on individuals and groups in an organization by shared values,
norms, standards of behavior, and expectations is called:

output control

clan control

procedural control

feedback control

culture control

Which of the following is true of clan control?

Clan control and organizational culture are independent of each other.

The use of clan control has decreased in organizations over the past few years.

It standardizes behavior and leads people to behave in predictable ways

It serves a dual function of keeping organizational members goal-directed while open to new opportunities.

It cannot be used for many of the most significant organizational activities.

_____ is the movement of an organization away from its present state toward some
preferred future state to increase its efficiency and effectiveness

Clan control

Concurrent control

Direct supervision

Bureaucratic control

Organizational change

According to the force-field theory

a manager cannot evaluate the forces at work when observing the performance of workers such as doctors, research scientists, or engineers.

a wide variety of forces arise from the way an organization operates that make organizations resistant to change.

forces that support clan control are significantly different from the forces that form the foundation of organizational culture.

the forces of evolutionary change and revolutionary change are equal and complement each other.

an organization is in a state of inertia when it reduces the forces for change and increases resistance to change.

When is an organization in a state of inertia?

When it increases the forces for change

When it reduces resistance to change

When the forces are evenly balanced

When the two opposing forces increase together

When the two opposing forces decrease together

According to Lewin's force-field theory, what must an organization do to change?

Increase the forces for change and resistance to change

Decrease the forces for change and resistance to change

Increase the forces for change and reduce resistance to change

Increase resistance to change

Decrease the forces for change

Which of the following types of change is gradual, incremental, and narrowly focused?

Technological change

Infrastructure change

Structural change

Revolutionary change

Evolutionary change

Which of the following is true of evolutionary change?

It is sudden.

It is unexpected.

It is rapid.

It is dramatic.

It is narrowly focused.

Which of the following types of change is rapid, dramatic, and broadly focused?

Social change

Cultural change

Structural change

Revolutionary change

Evolutionary change

Which of the following is true of revolutionary change?

It is gradual

It is incremental

It is narrowly focused

It is constant attempt to improve

It is dramatic

Which of the following steps of the organizational change process includes identifying
obstacles to change?

Assessing the need for change

Identifying the source of the problem

Deciding on the change to make

Implementing the change

Evaluating the change

The first step managers must take to manage change effectively is to:

evaluate the change.

decide on the change to make.

implement the change.

assess the need for change.

identify obstacles to change.

A change that is gradual, in which managers at all levels work together to develop a
detailed plan for change, is called a(n) __________.

top-down change

radical change

bottom-up change

stagnation change

restructuring change

Which of the following steps of the organizational change process includes
benchmarking?

Introducing and managing change

Assessing the need for change

Deciding on the change to make

Implementing the change

Evaluating the change

Lernen

POM Chapter 11 - Organizational Control and Change

Lernkarteien erstellen oder kopieren

Lernkarten

Bitte melde dich an

Google

Apple ID

Microsoft

Switch edu-ID

Edulog

Google

Apple ID

Microsoft

Switch edu-ID

Edulog