Question 1
This is a Quiz Preview. When this quiz is both published (by the quiz creator) and visible to students, they can find it here. Final Exam Help Warning: The hard deadline has passed. You can attempt it, but you will not get credit for it. You are welcome to try it as a learning exercise. You have 3 hours to complete this exam from the time you begin taking it. Good luck! In accordance with the Coursera Honor Code, I (Rene Kizilcec) certify that the answers here are my own work. Question 1 Defining an Organization Which of the following are required in order to have an organization (select all that apply)? Multiple people Coordinated behavior A shared physical space A common goal or purpose A product that can be purchased An official name, logo, and license Question 2 Admin Help Defining an Organization True or false: Though all organizations share a common definition, they can vary greatly on several dimensions including size, market sector, structure, and context. True False Question 3 The Value of Organizational Theory All of the following are reasons why organizational theories are important EXCEPT: They afford perspectives beyond your own individual experience They allow you to better understand and interpret extremely complex phenomena They provide generalizable knowledge that can be useful in a variety of familiar and unfamiliar contexts, rather than particular knowledge that is relevant only to a single situation or organization They allow you to sound smart and impressive They can help you be a better manager They explain everything that goes on in every organization in a way that makes things clear and simple Question 4 Key Components of an Organization True or False: Participants in an organization consist only of individuals with specified roles and responsibilities. True False Question 5 Key Components of an Organization Which of the following accurately describes social structures in an organization (select all that apply)? They can be formal or informal They shape recurring patterns of interaction They are fully captured by an organizational chart detailing each person’s job title, superiors, and subordinates. They can reflect deeply held cultural beliefs and understandings Formal social structures are always more important than informal social structures when trying to understand how organizations operate Question 6 Key Components of an Organization True of False: In organizational theory, an organization's technology refers only to the computers or other machines it uses to accomplish work or turn inputs into outputs. True False Question 7 Key Components of an Organization Which of the following constitute an organization's environment (select all that apply)? Technological surroundings Physical surroundings Cultural surroundings Social surroundings Question 8 Identify the Class of Organizational Theory In questions 8-13, you will be shown six different statements about organizations. Each statement corresponds to one of the three classes of organizational theories (Rational, Natural, and Open) we have discussed in the course. For each of the six statements, please identify the corresponding class of organizational theory. The organization is thought to have multiple actors with potentially conflicting goals. These actors often form emergent and organic coalitions in order to ensure the survival of the organization. Rational Natural Open Question 9 Identify the Class of Organizational Theory The organization is thought to function as a coherent, unitary actor. Rational Natural Open Question 10 Identify the Class of Organizational Theory The organization is viewed as part of a broad system encompassing multiple organizations. Rational Natural Open Question 11 Identify the Class of Organizational Theory The organization’s environment is thought to play a major role in its behavior. Rational Natural Open Question 12 Identify the Class of Organizational Theory The organization’s environment is largely ignored when considering its behavior. Rational Natural Open Question 13 Identify the Class of Organizational Theory Organizations are viewed less as making decisions and more as responding and adapting to their environment. Rational Natural Open Question 14 Logic of Consequence vs Logic of Appropriateness In questions 14-17, please identify whether each of the decision justifications provided reflects a logic of consequence or a logic of appropriateness approach to decision making. “I made my choice after determining that the expected costs were outweighed by the expected benefits.” Logic of consequence Logic of appropriateness Question 15 “As a member of the military, I did what someone in the military is expected to do.” Logic of consequence Logic of appropriateness Question 16 “I choose not to steal because stealing is wrong.” Logic of consequence Logic of appropriateness Question 17 “I choose not to steal because the value of what I could gain from stealing is not worth the risk of getting caught and put in jail.” Logic of consequence Logic of appropriateness Question 18 Which of the following are necessary in order to make fully or ideally rational decisions (select all that apply)? Knowledge of all your possible actions or choices. Knowledge of the consequences of each potential action (or at least the probability distribution of consequences conditional on each action). In other words, you need to know what will happen (or how likely it is that each thing that could happen, will happen) if you make a particular choice. Knowledge of your preferences. In other words, you need a way of ranking possible consequences in terms of their desirability. More time, information, and attention than most people possess in most situations. Question 19 Bounded Rationality vs Full Rationality Which of the following statements about boundedly-rational (or satisficing) and fully rational decision-makers are true (select all that apply)? Unlike a fully rational decision-maker who always considers every possible alternative, a boundedly-rational decision-maker starts by considering a subset of alternatives. Unlike a fully rational decision-maker who selects the best possible alternative, a boundedly-rational decision-maker selects the first alternative he or she encounters that is good enough. Unlike a fully rational decision-maker, a boundedly-rational decision-maker does not employ logic or systematic thinking. Bounded-rationality is a more accurate description than full rationality of how people usually make decisions. Question 20 Logic of Consequence and Logic of Appropriateness True or false: According to the logic of appropriateness, individuals attempt to match rules and identities to situations in order to determine a course of action. True False Question 21 Logic of Consequence and Logic of Appropriateness True or false: Employing a logic of appropriateness rather than a logic of consequence simplifies decision-making by reducing the amount of ambiguity and uncertainty one faces. True False Question 22 Logic of Consequence and Logic of Appropriateness True or false: The logic of appropriateness focuses on rules, traditions, and standard operating procedures, as opposed to means-end rationality or cost-benefit analysis. True False Question 23 Logic of Consequence and Logic of Appropriateness True or false: The logic of appropriateness and the logic of consequences are equally concerned with the expected consequences of a particular action. True False Question 24 Rational Actor Model vs Organizational Process Model Which of the following are associated with the Rational Actor Model as opposed to the Organizational Process Model (select all that apply)? The use of standard operating procedures A focus on organizational routines The evaluation of options and their consequences The assumption that actions are taken by intentional actors for the achievement of known goals or purposes Tradition and heuristics Question 25 The Bureaucratic Politics Model Which of the following are characteristic of the Bureaucratic Politics Model (select all that apply)? Multiple actors with different, sometimes competing objectives Coalitions formed through political processes Negotiation among organization members The use of power and points of leverage in bargaining processes that determine coalitions and organizational action Question 26 Organizational Theory and Management Strategy In questions 26-28, please select the organizational theory most closely associated with the management strategy provided. Management Strategy: Know what organizations are involved, what standard operating procedures are in place, and which organizations are best suited to which problems. Rational Actor Organizational Process Bureaucratic Politics Question 27 Management Strategy: Identify key players and know their interests, points of leverage, and weaknesses. Work relationships and allignments to your advantage. Rational Actor Organizational Process Bureaucratic Politics Question 28 Management Strategy: Know alternatives and their consequences; improve the quality of information you receive. Rational Actor Organizational Process Bureaucratic Politics Question 29 Coalitions True or false: A coalition consists of multiple individuals or organizations with potentially competing or unrelated preferences True False Question 30 Coalitions True of false: A coalition is a stable and enduring arrangement, never a temporary one True False Question 31 Maintaining a Coalition Which of the following threaten a coalition (select all that apply)? Ambiguity Exaggerated initial support Log-rolling A breakdown in trust Question 32 Why Join a Coalition? Which of the following are reasons an individual or organization might join a coalition (select all that apply)? Coalition membership can provide access to desirable information Joining a coalition (especially early) allows one to see firsthand how the coalition’s agenda is shaped, even though one cannot influence it Joining a coalition is a way of protecting and pursuing parochial interests Coalition membership can send a desirable symbolic message Question 33 Types of Coalition Membership In questions 33-36, please state wheather each of the participant characteristics provided is most typical of core, specialist, or peripheral coalition members. Having one’s name associated with the coalition is one's primary interest Core member Specialist member Peripheral member Question 34 A high level of involvement in all issues faced by the coalition Core member Specialist member Peripheral member Question 35 An interest in coalition by-products Core member Specialist member Peripheral member Question 36 Issue honing Core member Specialist member Peripheral member Question 37 Developing and Managing a Coalition Which of the following are challenges faced by anyone seeking to develop and manage a coalition (select all that apply)? Capitalizing on potential ties and exchanges before they disappear Knowing what individuals or organizations may be interested in joining your coalition Knowing the preferences and objectives of potential coalition members Identifying the relevant histories and linkages of staff members Defending against opposing coalitions who may try to attract some of your specialist or tagalong members Question 38 Organized Anarchy Which of the following are characteristic of an organized anarchy view of organizational decision-making (select all that apply)? A sense of chaos and dynamism Easily identifiable and consistent platforms and identities Proposed solutions that change over the course of bargaining Problems and solutions that arrive independently and are loosely coupled Everyone’s point of view is known and expressed, whether they happen to be present for a particular conversation or not Question 39 Organized Anarchy Which of the following statements are consistent with the Garbage Can or Organized Anarchy view of organizational decision-making (select all that apply)? Solutions look for problems at the same time that problems look for solutions As with the Rational Actor model, all decision alternatives are identified, their consequences are evaluated in terms of known preferences, and the alternative that is expected to lead to the most attractive consequence is chosen Decision-makers, choice opportunities, problems, and solutions are connected more by their temporal simultaneity than by their substance or content Decision-making processes are more about meaning than consequences Question 40 Organized Anarchy Which of the following are true of organized anarchies (select all that apply)? In organized anarchies with democratic access structures, every individual has access to every choice arena. In organized anarchies with hierarchical access structures, each individual has access to a particular choice arena to which he or she is well-suited. The arrival time of problems, solutions, participants, and choice arenas may be routine and predictable. In an organized anarchy, a choice arena may not always lead to a decision or solution. Question 41 Managing Organized Anarchy In questions 41-44, please select the organized anarchy management style (reformer, enthusiast, or pragmatist) that is most closely associated with the action described. Flooding a meeting with many problems so that a particular problem that you do not want to be addressed does not get meaningfully discussed. Reformer Enthusiast Pragmatist Question 42 Appreciating digressions and impractical suggestions for the opportunity they give individuals to work out their thoughts and to feel included. Reformer Enthusiast Pragmatist Question 43 Restricting access to a meeting so that only those who agree with you can attend. Reformer Enthusiast Pragmatist Question 44 Setting strict rules about who can attend a meeting, who can determine the agenda, and the importance of reaching decisions that can actually be implemented in an attempt to keep conversations on-topic and decisions actionable. Reformer Enthusiast Pragmatist Question 45 Gabage Can Theory/Organized Anarchies Which of the following are key tenets of the Organized Anarchy view of organizational decisionmaking (select all that apply)? Decisions occur when problems, solutions, and participants come together in a choice arena. Which problems, solutions, and participants happen to be in a given choice arena may be arbitrary, rather than determined by substance or content. In addition to problems looking for solutions, solutions also look for problems to which they can attach themselves. Participation in choice arenas is fluid—people come and go for reasons unrelated to the task at hand. Question 46 Organizational Learning Which of the following statements about organizational learning are true (select all that apply)? Organizational learning places greater emphasis on experiential, practical, applied knowledge than on formal, written rules. In the organizational learning perspective, organizations learn by encoding the lessons of experience into organizational structures, routines, norms and beliefs. When we talk about an organization learning, we really mean that the individuals within the organization learn. To say that an organization learns does not make sense. A key feature of organizational learning is the presumption that an organization can adapt and change. Question 47 Organizational Learning Which of the following distinguish work practices from ostensive rules you may read in a textbook, handbook, or manual (select all that apply)? Practices are collaborative Practices are shared and understood through formalisms Practices entail improvisation and adaptation via use Question 48 Organizational Learning How can you encourage a learning organization (select all that apply)? When employees try to improvise their own way of doing a task, subtly but firmly discourage them and point them toward established rules and procedures that have been proven to work in the past Create opportunities for collaboration and sharing of implicit or tacit knowledge Try to identify, store, and transfer practical knowledge through collaboration and the creation of practitioner knowledge repositories Question 49 Organizational Learning and Learning Curves Which of the following statements about organizational learning curves are TRUE (select all that apply)? Learning curves tend to plateau eventually If a learning curve shows progress on learning indicators or metrics, you can be confident that the organization itself is learning Improving personnel, routines, and technology are all potential ways of generating steeper learning curves Question 50 Organizational Learning, Memory, and Forgetting Which of the following can contribute to organizational forgetting (select all that apply): Disruptions to routines that prevent practitioners from recording and sharing what works Lack of collaboration and communication Having people in an organization with important practical and tacit knowledge, but not having that knowledge written down Personnel turnover Question 51 Organizational Learning and Communities of Practice Which of the following are true about communities of practice (select all that apply): In addition to teaching their members how to do certain things, communities of practice also teach their members how to be certain types of people. Communities of practice are about identities as well as skills. In a community of practice, one learns by reading and studying more than by doing. Communities of practice can be fostered by encouraing collaboration. Meetings in a community of practice should insist on decisions and action, rather than sense-making or meaning-making. Question 52 Organizational Learning and Networks of Practice Which of the following statements about networks of practice are true? Networks of practice address some of the shortcomings of communities of practice, such as their homogeneity and lack of reach Members of a network of practice may never meet in person Members of a network of practice share identities, which facilitates communication and knowledge transfer Networks of practice offer as much of a sense of community as do communities of practice Networks of practice offer more “learning about” than “learning to be” Networks of practice render communities of practice unnecessary Question 53 Organizational Learning, Exploration, Exploitation, and Learning Traps Which of the following are associated with organizational exploration (select all that apply)? Taking risks, generating variation, and seeking out new alternatives The potential of falling into a competency trap Refining, honing, increasing efficiency, and getting better at doing what one has done before An increased potential for bold innovation An increased risk of failure Question 54 Organizational Learning When is an organizational learning model usually relevant (select all that apply)? When an organization has the capacity to alter and improve its core practices When an organization receives feedback about its performance from the environment When members of an organization do their work independently, with little opportunity for collaboration, communication, or knowledge transfer When local actors are encouraged to improvise Question 55 Identify the Organizational Theory In questions 55-62, please identify the organizational theory being described. In this theory, there are multiple actors with inconsistent preferences and identities, none of whom can go it alone without assistance from others. Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 56 Identify the Organizational Theory In this theory, there is a unified actor with consistent preferences, lots of information, clear goals, and time to calculate. Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 57 Identify the Organizational Theory In this theory, solutions are unclear, participants turn over, and preferences/identities are inconsistent. Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 58 Identify the Organizational Theory In this theory, there are clear feedback loops, adaptations, memory, and support of actorexpertise/adaptations of rules to local reality. Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 59 Identify the Organizational Theory In this theory, decisions are guided by a logic of appropriateness, matching problems to actors who have procedures for handling those problems (routine-process focus). Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 60 Identify the Organizational Theory This theory focuses on the players occupying various positions; their parochial interests (their conceptions of problems and solutions); their resources (expertise, money, people) and stakes in a game; and bargaining processes between them. Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 61 Identify the Organizational Theory This theory focuses on choice arenas (when choice opportunities arise); the distinct and decoupled streams of problems, solutions, and participants; and their access rules to the choice arena. Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 62 Identify the Organizational Theory This theory focuses on dividing up problems, coordinating/activating organizational actors who have special capacities, Standard Operating Procedures (SOPs) for parts of problems, and conducting sequential attention to objectives (localized searches until problems are resolved). Action is guided by processes and available routines. Rational Actor (RA) Organizational Process (OP) Coalitions/Bureaucratic Politics (BP) Organized Anarchies/Garbage Can (GC) Organizational Learning (OL) Question 63 Organizational Culture Which of the following statements about organizational culture are TRUE (select all that apply): Examples of Google’s culture include its campus, free food, and play areas Within an organizational culture, actors make sense of their existence according to identities and norms that are often constructs afforded them by the organization Organizational culture includes both normative and cognitive aspects Organizational culture can be a tool for managerial control and influence Question 64 Organizational Culture Which of the following are observable features of organizational culture (select all that apply)? Norms of communication Style of dress Myths and stories about an organization’s founder The formality with which meetings are conducted The layout of physical space Question 65 Organizational Culture Which of the following statements about organizational culture (according to Martin and Meyerson) are TRUE (select all that apply)? An integrated organizational culture is characterized by some lack of consensus between sub-cultures, but complete consensus and consistency within sub-cultures An integrated organizational culture is always the most preferable An ambiguous organizational culture is characterized by lack of consensus and clarity about how to implement things and what things mean Question 66 Organizational Culture Which of the following statements about organizational culture are TRUE (select all that apply)? An integrated organizational culture is always best. A differentiated organizational culture is always best. An ambiguous organizational culture is always best. An integrated organizational culture is always better than an ambiguous organizational culture. The best kind of organizational culture for an organization depends on the type of organization and its particular circumstances. Question 67 Engineering Organizational Culture True or false: An organizational self gets displayed through behavior in meetings and presentations, as well as in more informal settings such as lunch. True False Question 68 Engineering Organizational Culture True or false: An organizational self gets displayed through artifacts such as desk paraphernalia and clothing. True False Question 69 Engineering Organizational Culture Which of the following are ways to preserve an authentic, individual self admist a strong organizational culture (select all that apply)? Adamantly protect non-work time Limit your emotional involvement with work Invest all your time and energy in your organization Define your authentic self by non-work interests and identities, such as runner or chef Question 70 Resource Dependence Theory Which of the following statements about Resource Dependence Theory (RDT) are TRUE (select all that apply)? RDT does not really consider an organization’s environment RDT takes an Open Systems perspective on organizations Coalition Theory and RDT are both exchange theories that focus on individuals as the unit of analysis RDT is more concerned with standard operating procedures than with individual sensemaking or meaning Question 71 Resource Dependence Theory Which of the following statements are consistent with Resource Dependence Theory (RDT) (select all that apply)? Two critical questions for understanding an organization’s behavior are, “What are the key resources in an organization’s environment?” and “Who controls those resources?” An organization’s structure and behavior will be heavily determined by its environment. Ambiguity and dependence can be desirable for the organization. An organization’s goals will be contingent on its dependence relations. Question 72 Resource Dependence Theory Which of the following statements about buffering strategies are TRUE (select all that apply)? Storing extra inputs in an organization for times when they are less available in the environment is an example of stockpiling. Forecasting involves anticipating and preparing for upcoming changes in the environment. Adjusting scale or downsizing involves changing the nature of an organization’s technical core in order to meet environmental constraints. Question 73 Resource Dependence Theory Which of the following statements about bridging strategies are TRUE (select all that apply)? The goal of bridging strategies is to shape dependence relations in the environment. Pooling and merging are more involved bridging efforts than are negotiating and exchanging. A joint venture is an example of the bridging strategy known as exchanging. A firm taking over one of its competitors is an example of horizontal merging. Question 74 Resource Dependence Theory Which of the following are critiques of Resource Dependence Theory (RDT) (select all that apply)? RDT assumes that all organizations are more or less similar, whereas in reality some organizations may be more about identity and matching than resource dependence. RDT assumes that a resource’s value is known, but sometimes a resource’s value is unclear. RDT places too much emphasis on organizational culture RDT focuses on pairwise relationships between firms, and fails to consider the environment as a larger network of interconnected organizations. Question 75 Network Analysis of Organizations Which of the following statements are true (select all that apply)? Social embeddedness is the idea that actions are unfettered by social context. Social embeddedness is the idea that actions are socially determined and devoid of choice. Social embeddedness is the idea that, within social structures, actors decide and act in intentional ways. An organization’s opportunities and constraints depend on the form or overall pattern of the network to which it belongs, as well as its location or position within that network. Question 76 Network Analysis of Organizations Network analysts are concerned with which of the following (select all that apply)? Determining a network’s boundaries. Determining where a network begins and ends. Determining when a network begins and ends. Determining where and when important relationships occur. Determining whether the most relevant types of behaviors are connected to observed relations or perceived relations. Question 77 Network Analysis of Organizations True or false: In Network Analysis, "propinquity" is the idea that similarity breeds ties. True False Question 78 Network Analysis of Organizations True or false: In Network Analysis, "homophily" is the idea that similarity breeds ties. True False Question 79 Network Analysis of Organizations True or false: In Network Analysis, "reciprocity" is the idea that proximity breeds ties. True False Question 80 Network Analysis of Organizations Which of the following statements about networks are true (select all that apply)? Infrequent interaction between acquaintances is an example of strong network ties. Weak network ties have bonding capital. Weak network ties have bridging capital. Being a central actor in a network usually has certain advantages. A member of a network can be central because it is prominent (has many ties) or because it is a key mediator (bridges different parts of the network structure). At any one time, people and organizations can be embedded in multiple networks and positions. Question 81 Peer Influence and Network Formation Which of the following statements about peer influence are true (select all that apply)? Peer influence refers to how relations influence behavior. According to peer influence, the people we associate with affect us; they lead us to act in ways we wouldn’t otherwise act. Work on peer influence has shown that weak ties diffuse attitudes and behaviors better than strong ties, both within an organization and between organizations. "The Strength of Weak Ties" refers to the idea that weak ties often bridge groups and bring people into contact with new information they might not otherwise access. Question 82 Peer Influence and Network Formation Which of the following statements about network patterns are true (select all that apply)? Because all network patterns arise from the same tie mechanisms (e.g., propinquity, homophily, reciprocity), they all look more or less the same. Different tie mechanisms usually correspond to different network patterns. Organizational contexts can amplify or dampen the salience of different tie mechanisms. Question 83 Network Forms of Organization Which of the following statements about the social network perspective and Resource Dependence Theory are true (select all that apply)? Resource Dependence Theory is more ego-centric, whereas the social network perspective is more socio-centric. Using the analogy of a traffic jam, Resource Dependence Theory is like looking out from your car at the other cars around you, whereas the social network perspecitve is like looking down at the traffic jam from a helicopter. The social network perspective looks primarily at dyadic exchanges with the focal organization and tends to ignore indirect ties beyond the focal firm. Question 84 Network Forms of Organization True or false: The network form of organization is distinct from both the market and hierarchical forms of organization. True False Question 85 Network Forms of Organization The modular response network form of organization is best at… Solving ambiguous problems that need innovative solutions Solving familiar problems with known responses Solving complex problems where components are known but the sequence of the solution is not Question 86 Network Forms of Organization The customized response network form of organization is best at… Solving ambiguous problems that need innovative solutions Solving familiar problems with known responses Solving complex problems where components are known but the sequence of the solution is not Question 87 Network Forms of Organization The routine response network form of organization is best at… Solving ambiguous problems that need innovative solutions Solving familiar problems with known responses Solving complex problems where components are known but the sequence of the solution is not Question 88 Networks Forms of Organization Which of the following are reasons that network forms arise (select all that apply)? Modern technology makes partnering easier and more feasible. Organizations want to remain wholly independent. An organization lacks a specific capacity, so it connects with another organization that can do the work on its behalf. Clients want integrated services, rather than services from multiple, disconnected organizations. Question 89 Network Forms of Organization Which of the following statements about the network form of organization are true (select all that apply)? Network organization can facilitate experimentation with different alternatives for service provision. Network organization can help an organization focus on its technical core. Network organization can allow for greater responsiveness to citizens and consumers. Trust and intense competition are key to building good partnerships. Question 90 Network Forms of Organization Which of the following are keys to successfully managing a network of organizations (select all that apply)? Develop a strong culture with shared goals and values in order to unite member organizations. Keep performance data private in order to avoid envy, competition, or assigning blame among member organizations. Choose partners carefully, making sure to avoid competition between network members. Build trust Question 91 Neoinstitutional Theory and Organizational Legitimacy Which of the following statements about Regulatory Institutions are true (select all that apply)? Regulatory institutions influence organizational behavior through shared, informal guidelines about what actions are appropriate and how one should and should not behave. Regulatory institutions constrain organizational behavior through explicit rules, laws, and incentives. Regulatory institutions are taken-for-granted behaviors and routines that are deeply ingrained. Because of regulatory institutions, alternative ways of doing things are often inconceivable. Regulatory institutions are one way of controlling an organization’s behavior and rendering it into scripted forms that are deemed legitimate and ideal. Question 92 Institutions and Organizational Legitimacy Which of the following statements best describe Neoinstitutional Theory, as opposed to Resource Dependence Theory (select all that apply)? Organizations change as managers attempt to minimize their dependence on other organizations and their resources. Organizational fields are the primary unity of analysis. Legitimacy is critical for organizational survival. Resources are critical for organizational survival. Organizations in a given field will tend to look increasingly similar as rational myths spread. Question 93 Neoinstitutional Theory and Application True or false: Rationalized myths are institutional rules that organizations incorporate (often ceremonially) into their formal structure because they are believed to be rational. True False Question 94 Neoinstitutional Theory and Application True or false: Adopting a rationalized myth or following an organizational script may confer legitimacy upon an organization, even when it is unclear whether adopting the myth or following the script actually improves an organization’s efficiency or technical performance. True False Question 95 Neoinstitutional Theory and Application Which of the following statements about decoupling are true (select all that apply)? Decoupling refers to the disconnect between more formal, symbolic appearances and more practical, day-to-day operations. Decoupling rarely occurs in organizations. Decoupling enables an organization to respond to inconsistent institutional pressures. Decoupling protects or buffers the formal structure of an organization from the uncertainties and ambiguities of the technical core. Question 96 Neoinstitutional Theory and Application Which of the following best describes the idea of mimetic isomorphism? Organizations in a given field increasingly resemble each other because of the pressures exerted by societal expectations and by other organizations that control critical resources. When faced with ambiguity about how to behave, organizations model themselves on other organizations that appear legitimate and successful. As a result, organizations tend to resemble each other. Organizations in a given field resemble each other because they are adhering to the same professional norms and codes. Question 97 Population Ecology True or false: In Population Ecology, a population is a class of organizations facing similar envionrmental vulnerabilities and sharing the same internal form or technical core. True False Question 98 Population Ecology True or false: Populations of organizations occupy the same niche to the extent that they depend on the same environmental resources. True False Question 99 Population Ecology Which of the following statements are consistent with Resource Partitioning Theory (select all that apply)? Competition among large generalist organizations frees resources at the periphery that can be used by small specialist firms. Specialist firms tend to be smaller and more flexible, making it easier for them to customize their products. Question 100 Identify the Organizational Theory In questions 100-104, please select the appropriate organizational theory or theories. Which of the following organizational theories focus on an organization's environment (select all that apply)? Resource Dependence Theory (RDT) Neoinstitutional Theory Rational Actor (RA) Organizational Process (OP) Question 101 Identify the Organizational Theory Which of the following organizational theories focus on individuals (as opposed to organizations) as the primary unit of analysis (select all that apply)? Resource Dependence Theory (RDT) Neoinstitutional Theory Rational Actor (RA) Organized Anarchies/ Garbage Can (GC) Question 102 Identify the Organizational Theory Which of the following organizational theories focus on a decision or choice (select all that apply)? Network Organization Neoinstitutional Theory Rational Actor (RA) Organized Anarchies/ Garbage Can (GC) Organizational Culture Question 103 Identify the Organizational Theory Which of the following organizational theories focus on an organization's internal adaptation, as opposed to its external adaptation to the environment (select all that apply)? Resource Dependence Theory (RDT) Neoinstitutional Theory Organizational Learning (OL) Question 104 Identify the Organizational Theory Which of the following organizational theories focus on an organization's survival as the primary goal (select all that apply)? Resource Dependence Theory (RDT) Neoinstitutional Theory Rational Actor (RA) Organizational Culture Coalitions/ Bureaucratic Politics (BP) In accordance with the Coursera Honor Code, I (Rene Kizilcec) certify that the answers here are my own work. Submit Answers Save Answers You cannot submit your work until you agree to the Honor Code. Thanks!
© Copyright 2024