Deck 4: The External Environment

Question 1

In the framework for assessing environmental uncertainty:

A) soft drink bottlers are examples of typical firms in the simple and unstable quadrant.
B) universities are examples of organizations typically found in the complex and stable quadrant.
C) electronic firms are typically found in the simple and stable quadrant.
D) fashion clothing or toy manufacturers would exemplify the complex and unstable quadrant.

Answer 1

B

Question 2

All of the following, except ____, are examples of the general environment.

A) financial resources
B) human resources
C) economic conditions
D) government sector

Answer 2

B

Question 3

Bobby Barista is a researcher in the R&D department at 3M. Part of her job is to read technical and scientific journals, and to attend conferences to find out what new developments are occurring. When she is doing this part of her job she is carrying out a ____ role.

A) buffering
B) maintenance
C) boundary spanning
D) managerial

Answer 3

C

Question 4

Which of the following is a proper dimension of the framework for assessing environmental uncertainty?

A) Stable-unstable
B) Loose-tight
C) Known-unknown
D) High competitiveness-low competitiveness

Question 5

Sectors of the environment which have direct impact on the organization are called the:

A) task environment.
B) general environment.
C) organizational buffers.
D) environmental boundary-spanners.

Question 6

Boundary-spanning roles:

A) primarily link data to information.
B) buffer the manufacturing department from outside intrusion that would interfere with efficiency.
C) bring into the organization information about environmental changes.
D) move the firm to internationalism.

Question 7

Trend-setting toy companies or high-fashion clothing manufacturers have in common:

A) an environment that is stable but complex, therefore requiring a mechanistic structure.
B) an organic structure, from which we can reason that the environment is highly uncertain.
C) a large number of dissimilar external elements, which remain about the same over time.
D) an environment that is simple but unstable, creating relatively high uncertainty.

Question 8

When Johnson & Johnson had to cope with the unpredictable Tylenol poisoning issue, their experience best exemplified the____ dimension of the environment.

A) simple
B) complex
C) stable
D) unstable

Question 9

The greatest uncertainty for an organization occurs in which environment?

A) Complex, stable
B) Complex, unstable
C) Simple, unstable
D) Simple, stable

Question 10

The following examples illustrate how various sectors can impact organizations:

A) in the industry sector, labor unions are a significant force.
B) in the market sector, we see an increasing number of foreign-owned manufacturing plants built in the U.S.
C) in the raw materials sector, we note that steel makers owned the beverage can market until the mid-1960s.
D) in the human resources sector, brand names are fighting it out with lower-cost store brands.

Question 11

Which of the following is a proper dimension of the framework for assessing environmental uncertainty?

A) Dispersion-contiguity
B) Simple-complex
C) Certain-uncertain
D) Internal-external

Question 12

Allowing customers in an auto dealership service department to talk directly to the mechanic rather than to a service manager:

A) is an example of creating a buffering role.
B) is creating a boundary-spanning role.
C) will make the company less fluid.
D) will make the company less responsive to customers.

Question 13

An organization's domain is:

A) the set of positions and departments within the organization.
B) the buildings and grounds that are owned or leased by the organization in which inputs are transformed into outputs.
C) the organization's niche that has been staked out for itself with respect to products, services, and markets served.
D) the technical core that is buffered by other departments so that it can operate as a closed system.

Question 14

An organization's environment includes all except:

A) labor market.
B) city, state, and federal laws.
C) competitors.
D) firm's employees.

Question 15

Assessment of environmental uncertainty of an organization is based primarily on analysis of two dimensions which are:

A) the need for information about the environment and the need for resources from the environment.
B) the number of sectors and the organization's niche.
C) the extent of turbulence and the amount of available resources.
D) differentiation and integration.

Question 16

In the ____ sector, regulations influence every phase of organizational life.

A) sociocultural
B) human resources
C) international
D) government

Question 17

Which of the following means that decision makers do not have sufficient information about environmental factors and they have a difficult time predicting external change?

A) Cooptation
B) Differentiation
C) Uncertainty
D) Integration

Question 18

The ____ includes those sectors that might not have a direct impact on the daily operations of a firm but will indirectly influence it.

A) general environment
B) international context
C) task environment
D) buffering roles

Question 19

Organizations in which of the following types of industries would face the greatest amount of environmental uncertainty?

A) Beer distributors because of simplicity
B) Universities because of complexity
C) Airlines because of instability
D) Appliance manufacturers because of complexity

Question 20

The task environment is:

A) all elements that exist outside the organizational boundary.
B) sectors with which the organization interacts directly.
C) domain.
D) all jobs and positions inherent within the organizational activity.

Question 21

____ result in the creation of a new organization that is formally independent of the parents.

A) Strategic alliances
B) Supplier arrangements
C) Joint ventures
D) Cooptation

Question 22

Which of the following occurs when leaders from important sectors in the environment are made part of an organization?

A) Integration
B) Joint venture
C) Resource dependence
D) Cooptation

Question 23

A(n) ____ is a formal linkage that occurs when a member of the board of directors of one company sits on the board of directors of another company.

A) joint venture
B) interlocking directorate
C) integration
D) indirect interlock

Question 24

Organizations in rapidly changing environments tend to have ____ management processes.

A) differentiated
B) mechanistic
C) organic
D) dependent

Question 25

A(n) ____ involves the purchase of one organization by another so that the buyer assumes control.

A) acquisition
B) merger
C) joint venture
D) domain

Question 26

"Generation C" refers to people born after:

A) 1970.
B) 1980.
C) 1990.
D) 2000.

Question 27

As part of the "green movement," Nike began making shoes with recycled materials and eco-friendly glues. The big oil company Valero is using windmills to run its refineries more efficiently and produce petroleum-based fuels more easily. These examples belong to which sector of the general environment?

A) Sociocultural
B) Economic
C) Government
D) Technology

Question 28

____ refers to the high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant.

A) Business intelligence
B) Competitive intelligence
C) Boundary spanning
D) Environment intelligence

Question 29

Chapter 4's Bookmark examines the volatile nature of today's business world and gives some tips for managing in a fast-shifting environment. Which of the following is not one of those tips?

A) Seek out and welcome diverse ideas
B) Understand the environment as it was in the past
C) Ruthlessly assess your organization
D) Avoid the common causes of manager failure to confront reality, including filtered information and selective hearing

Question 30

Roger Ramon is a militant member of a faculty union at a medium-sized college. When the union's negotiating committee is reporting to a meeting of the faculty, he always finds fault with the work of that committee and strongly advocates striking. When a member of the negotiating committee resigns because of illness, the union's executive committee appoints Roger to take his place. This is an example of:

A) formal strategic alliance.
B) cooptation.
C) change of domain.
D) public relations.

Question 31

____ is a way that high uncertainty influences organizational characteristics.

A) Extensive planning and forecasting
B) Few departments
C) No integrating roles
D) Mechanistic structure

Question 32

____ means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence.

A) Integration
B) Resource dependence
C) Organic process
D) Cooptation

Question 33

____ can be used to erect regulatory barriers against new competitors or to squash unfavorable legislation.

A) Cooptation
B) Contracts
C) Joint venture
D) Political strategy

Question 34

____ is the quality of collaboration among departments.

A) Differentiation
B) Integration
C) Uncertainty
D) Cooptation

Question 35

Oil companies, aerospace firms, and telecommunications firms function within a _____ environment.

A) simple, stable
B) complex, stable
C) sumple, unstable
D) complex, unstable

Question 36

The differences in cognitive and emotional orientations among managers in different functional departments, and the difference in formal structure among these departments is referred to as:

A) integration.
B) resource dependence.
C) cooptation.
D) differentiation.

Question 37

____ is especially important in highly competitive consumer industries and in industries that experience variable demand.

A) Advertising
B) Cooptation
C) Executive recruitment
D) Contracts

Question 38

Which of the following is a cross-functional group of managers and employees, led by a competitive intelligence professional, who work together to gain a deep understanding of a specific business issue?

A) Intelligence team
B) Business team
C) Boundary team
D) Task force

Question 39

In organizations characterized by very ____ and ____ environments, almost no managers are assigned to integration roles.

A) simple, stable
B) simple, unstable
C) complex, stable
D) complex, unstable

Question 40

An organization can change its domain most directly by:

A) hiring a new CEO.
B) changing the nature of the labor-management agreements.
C) divesting a division of the organization.
D) moving to a more favorable structure.

Question 41

The international environment includes sectors with which the organization interacts directly and that have a direct impact on the organization's ability to achieve its goals.

Question 42

The socio-cultural sector refers to city, state, federal laws and regulations, taxes, courts systems, and political processes that may be in an organization's environment.

Question 43

Rather than establish buffer departments, a newer approach in many organizations is to drop the buffers and expose the technical core to its uncertain environment.

Question 44

Incompetence means that decision makers do not have sufficient information about environmental factors.

Question 45

When one individual is the link between two companies, this is typically referred to as a _____ interlock.

A) direct
B) indirect
C) organic
D) mechanistic

Question 46

The technology sector refers to techniques of production, science, computers, information technology, and e-commerce.

Question 47

The purpose of boundary-spanning roles is to absorb uncertainty from the environment.

Question 48

_____ gives top executives a systematic way to collect and analyze public information about rivals and use it to make better decisions.

A) Business intelligence
B) Competitive intelligence
C) Cooptation
D) Integration

Question 49

Complex + Unstable environments = high uncertainty

Question 50

A hardware store would be in a complex environment.

Question 51

As the complexity in the external environment increases, so does the number of positions and departments within the organization, which in turn increases internal complexity.

Question 52

The general environment includes those sectors that might not have a direct impact on the daily operations of a firm but will indirectly influence it.

Question 53

The general environment includes sectors with which the organization interacts directly and which have a direct and regular impact on the organization's ability to achieve its goals.

Question 54

Boundary spanners can prevent the organization from stagnating by keeping top managers informed about environmental changes.

Question 55

The boundary-spanning role is designed to bring information to the organization about changes in the environment, but not to work in reverse to take information into the environment about the organization.

Question 56

Which of the following laws required several types of corporate governance reforms, including better internal monitoring to reduce the risk of fraud, certification of financial results by top executives, and improved measures for internal auditing?

A) Fair Accounting Standards Act
B) Taft-Hartley Act
C) Occupational Safety and Health Act
D) Sarbannes-Oxley Act

Question 57

The complex-stable dimension concerns environmental complexity, which refers to heterogeneity, or the number and dissimilarity of external elements relevant to an organization's operations.

Question 58

The organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.

Question 59

The environmental conditions of complexity and change create a greater need to gather information and to respond based on that information.

Question 60

The greatest uncertainty for an organization occurs in the simple, unstable environment.

Question 61

When organizations depend on the environment but strive to acquire control over resources to minimize their dependence, it is referred to as cooptation.

Question 62

As environmental uncertainty increases, organizations tend to become more mechanistic.

Question 63

An acquisition is the unification of two or more organizations into a single unit.

Question 64

The purpose of task roles is to absorb uncertainty from the environment.

Question 65

A company in a highly uncertain environment is more likely to need a formal integrator.

Question 66

Transferring or exchanging executives offers a method of establishing favorable linkages with external organizations.

Question 67

A soft drink bottler functions in a complex, unstable environment.

Question 68

Competitive intelligence refers to the high-tech analysis of large amounts of internal and external data to spot patterns and relationships that might be significant.

Question 69

Resource dependence means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence.

Question 70

Differentiation refers to differences in cognitive and emotional orientations among managers in different functional departments.

Question 71

When differentiation is high, integration should be high if the level of environmental uncertainty is high.

Question 72

One outcome of high differentiation is that coordination between departments becomes more difficult until integrative devices are put in place.

Question 73

Munificence refers to the amount of resources available to support the organization's growth.

Question 74

Planning guarantees successful coping with an unstable environment.

Question 75

An organization's domain is the chosen environmental field of action, or the organization's niche that has been staked out for itself with respect to products, services, and markets served.

Question 76

In rapidly changing environments, an organic structure is usually better.

Question 77

If the external environment is stable, a mechanistic and formal organization can be successful.

Question 78

An interlocking directorate is a formal linkage that occurs when a member of the board of directors of one company sits on the board of directors of another company.

Question 79

Every organization faces uncertainty globally but not domestically.

Question 80

In addition to establishing favorable linkages to obtain resources, organizations also may try to change the environment.