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A systematic process of implementing and managing planned changes in organizational structures, culture, and processes to improve performance and effectiveness.
Culture is critical
He said the most important lesson he learned from the experience was that “culture is everything".
__is the relationship between the results with the goal, the greater the contribution that in doing achieving the goal, the more effective the organization
Frontline people tend to be rich repositories of knowledge about
The human resources professionals role in a company is not that essential in hiring new employees, and their work has no impact in the company's goals.
The rights of inherent in a managerial position to give an orders to all management function and expect the orders to be obeyed.
The hardest part of a business transformation
The unbroken line of authority that extends from the top management to the lower management
All environmental forces will cause uncertainty for organizations.
Which of the following are a Cross-cultural Dimensions? Select all the applies.
__in organizational structure is a process in which managers specify (in writing), procedures, rules and responsibilities for the individual employees, organizational units, groups, teams
This function cannot be applied for measuring organizational effectiveness in terms of its contributions to social system.
Work flow is also known as Division of Labor is the degree to which activities in the organizations are subdivided into separate job/work.
The forces that shape in the specific environment and will affect the ability of all organizations in a particular environment to obtain resources.
Leaders also must build an effective top-management team to manage the new organization and develop management practices to support the change process.
Factors, such as interest rates, the state of the economy, the unemployment rate, determine the level of demand for products and the price of inputs.
The extent to which meaning in communication is carried in the words.
The extent to which members of a society tolerate the unfamiliar and unpredictable
There are three types of environments to consider when designing an OT change process, which of the following is not included?
Most of an icebergs bulk lies below the surface. Ships that ignore the ice below the water are in mortal danger.
Leaders shape the organization culture through their behaviors. Once a culture develops it is difficult to change.
A subordinates should have only one superior
In a study done by Sidney Yoshida – called “The iceberg of ignorance”, the study concluded that executive level managers were aware of ____% of day-to-day problems
The bottom management is in charge of cultural change and must have a deep understanding of the different layers and its respective elements and meanings in order to achieve change
A kind of system is one that is independent and requires nothing to sustain its existence
The organization must be engaged any transactions with all stakeholders to obtain resources to survive
Which of the following are the Artefacts in the Culture Model By Edgar Schein. Select all that may apply.
__strategies help organisations deal with environmental dependence and uncertainty as well as included alliances and networks.
An examples of these are the group of employees, finance department, audit department, accounting department, faculty, product, process, function and etc
There are ______________ basic Elements of Organizational Designs
To set new and difficult standards for performance and generate pride in past accomplishments and enthusiasm for the new strategy.
Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is 54 percent. This is far too high.
Which of the following does not influence government policy towards organizations and their stakeholders
Sharp changes in legal, political, economic, and technological conditions that shift the basis for competition within an industry;
EACH OF US HAS A UNIQUE PERSONALITY that influences the way we act and interact. An organization has a personality too—we call it CULTURE.
In the Global Orientation, which of the following is not included?
Which of the following is considered as part of the three factors causing uncertainty
The concentration of management and decision-making power at the top of an organization's hierarchy.
Other change manager do is to believe that communication and some training and changing work system is enough to move the organization to a new place and this worked.
__ organizations never rest on their success and regularly seek to improve even when they are successful
Usually reflects the vision or mission of founders
Which of the following are the Key Organization Design Features in the The Global Orientation
Width of span is affected by the characteristics of the employees.
All organizations possess a unique bundle of resources and processes which, individually or in combination, represent the source of _______________________________.
Organizations Development is still in the process of improvement.
A social unit of people that is structured and managed to meet a need or to pursue collective goals.
It is defined as an extent to which an organization achieves its predetermined objectives with the given amount of resources and means without placing undue strain on its members.
It is a deliberately planned, organization-wide effort to increase an organization’s effectiveness and/or to enable an organization to achieve its strategic goals.
The term __ is sometimes used as a shorthand for an organization’s culture and strategy — a metaphor for what makes it unique.
The forces from outside stakeholder group that directly affect an organization’s ability to secure resources.
The ideal change manager team should have multiple entities engaged first.
Organizations in these cultures tend to encourage personal initiative, value time and autonomy, and accept competition
The role of the leader requires modeling the desired __ and letting others see the desired values in action.
These are forces that influences that developments of new production techniques and new information-processing equipment influence many aspects of organizations operations.
__are key figures in OD because they set the direction of an organization and its activities is to achieve the strategic goal of the company and serve as change agents in moving the
Examine the Gap is the 2nd step in the intentional development and change.
Organizations are open systems - they affect and are affected by their environment.
What is Southwest Airlines central part of its culture?
Change managers should address culture change by first focusing on the culture strength.
What is best way to understand and examine the gap?
Levels of the Organizational Culture Model are sometimes represented as an __ as it is based on different layers.
How much of the percentage of the problems are hidden form the top management based from study of Sidney Yoshida?
Why do we need to compare the desired future of the organization with the current state?
___________________________is a process of which the teams/jobs are combined together into a functional units called as departments on the basis of area of specialization to achieve the organizational goals.
It’s concerned with how members perceive or describe the culture, not with whether they like it.
The concept of organizational effectiveness is not simple because there are many approaches in conceptualizing this term
Even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms.
A __ is an official hierarchy of authority that dictates who is in charge of whom and of whom permission must be asked.
__strategies are the choices organisations make to improve their competitive situation, including integrated strategic change and mergers and acquisitions.
There is changes in size, corporate portfolio strategy, or executive turnover.
Link to consequences is actually administering appropriate consequences in building a strong culture.
repetitive sequences of activities that express and reinforce important organizational values and goals
An example of __ is when a sales agent reports to a Sales manager who reports to a Territorial Sales Manager who reports to the Area Sales Manager who reports to the Regional Manager who reports to the
In this environment, the organizations cannot predict the changes in the environment.
Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and support clear sex roles
You need to create an environment in the organization that we call __, which means every employee in the organization every signal that the organization sends whether its from your manager,its from email, or speech etc they'll get it and they'll know what
The first step to intentional development and change is
Which of the following is not an case for Environmental Complexity.
The choice of an appropriate organizational design will depends on the firm’s such as the environment, strategy for growth, size and operations and information technology.
It is accompanied by delegation of commensurate authority to individuals or units at all levels of an organization even those far removed from headquarters or other centers of power.
It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization.
__is a familiar problem in organizational change management, especially when splashy “whole new day” initiatives are driven from the top.
An organization’s culture may be shaped by one particular cultural dimension more than the others, therefore, it does not influence the organization’s personality and the way organizational members work.
the exhaustion that sets in when people feel pressured to make too many transitions at once.
An __system is dependent on its environment and exposed to constant change
It is the number of subordinates that will directly control by the Managers or Supervisors.
The Global Social Change Organizations are multi-organizational and often cross-sectoral.
Its competitive position in one national market is affected by its competitive position in other national markets
Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation
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