Abstract This paper examines the structural-contingency model. Both subjective and objective data were used to explore the degree of association between measures of structure and of environmental uncertainty and related measures of complexity, resourcefulness, competition and instability. The analysis of the data did not support the model; that is, environment has structural correlates, except for the variables of resourcefulness and complexity. The results show further that the goodness of fit between environmental and structural variables fails to explain variance in effectiveness. Show
Journal Information Founded in 1956 by James Thompson, the Administrative Science Quarterly is a peer-reviewed, interdisciplinary journal publishing theoretical and empirical work that advances the study of organizational behavior and theory. ASQ publishes articles that contribute to organization theory from a number of disciplines, including organizational behavior and theory, sociology, psychology and social psychology, strategic management, economics, public administration, and industrial relations. ASQ publishes both qualitative and quantitative work, as well as purely theoretical papers. Theoretical perspectives and topics in ASQ range from micro to macro, from lab experiments in psychology to work on nation-states. An occasional feature is the "ASQ Forum," an essay on a special topic with invited commentaries. Thoughtful reviews of books relevant to organization studies and management theory are a regular feature. Special issues have explored qualitative methods, organizational culture, the utilization of organizational research, the distribution of rewards in organizations, and critical perspectives on organizational control. Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Which of the following contingency factors will influence whether an organization is more effective with a primarily mechanistic organization design? A. Service technology B. Large size C. Adaptive culture D. Innovation strategy Which of the following is a difference between organization design and organizational behavior? Organization design might be considered the sociology of organizations, while organizational behavior is the psychology of organizations. A _____ is a narrowly defined piece of work assigned to a person. A. task B. role C.job D. designation An organization exists when people interact with one another to perform essential functions that help attain goals. _____ refers to the amount of resources used to achieve an organization’s goals. A. Contingency B. Efficiency C. Sustainability D. Effectiveness Social media programs decrease efficiency and productivity and facilitate slower operations. _____ refers to technologies, skills, and processes for searching and examining massive sets of data to uncover hidden patterns and correlations. A. a social media program B. Social business C. Big data analytics D. Scientific management Which of the following is true of contingency factors? A. They create a basis for measuring and comparing organizations. B. They describe the organizational setting that influences and shapes the structural dimensions. C. They describe who reports to whom and the span of control for each manager. D. They provide labels to describe the internal characteristics of an organization. Organizations are social entities that are only linked to the internal environment. Organizations are social entities that are only linked to the internal environment. A. Scientific management B. Hierarchy of authority C. Adminstrative principles D. Organizational technology _____ refers to the tools, techniques, and actions used to transform inputs into outputs. A. Organizational design B. Organizational behavior C. Organizational technology D. Organizational performance _____ complexity is the number of levels in the hierarchy of an organization. A. Lateral B. Spatial C. Horizontal D. Vertical _____ pertains to the amount of written documentation in an organization. A. Decentralization B. Formalization C. Specialization D. Centralization _____ complexity is the degree to which an organization’s departments and personnel are dispersed geographically. A. Horizontal B. Spatial C. Vertical D. Lateral Large universities tend to be low on formalization. _____ describes who reports to whom and the span of control for each manager. A. Hierarchy of authority B. Administrative principles C. Organizational technology D. Scientific management A _____ has discretion and responsibility, allowing a person to use his or her judgment and ability to achieve an outcome or meet a goal. A. Role B. system C. task D. structure _____ provide labels to describe the internal characteristics of an organization. A. Administrative principles B. Functional dimensions C. Contingency factors D. Structural dimensions Subzero Enterprises is a publishing company based in the United States of America. The company has 70 employees. Information flows in all directions within and across departments and hierarchical levels. The rules and regulations at Subzero Enterprises are flexibly applied. Subzero Enterprises follows a(n) _____ design. A. organic B. mechanistic C. vertical D. specialized Jason is employed at Cloover Inc. At Cloover Inc., management’s primary goals are increasing the ratio of output to input, using the resources used to produce a unit of output efficiently, and generating more revenue than the expenses. Cloover Inc.’s management values are represented by _____. A. the internal process emphasis B. the human relations emphasis C. the rational goal emphasis D. the open systems emphasis A company's ___ refers to something an organization does especially well in comparison to its competitors. A. mission statement B. balanced scorecard C. strategic intent D. core competence A ___ is a plan for interacting with the competitive environment to achieve organizational goals. A. strategy B. mission statement C. policy D. vision statement According to Miles and Snow’s strategy typology, the defender strategy can be successful when an organization exists in a declining industry or a stable environment. In the context of the competing values model, the resource-based approach looks at the input side of the transformation process. _____ describe specific measurable outcomes and are often concerned with the short run. A. Strategic goals B. Operating goals C. Visionary goals D. Official goals In the context of Porter’s strategy model, a(n) ____ is concerned primarily with stability rather than taking risks or seeking new opportunities for innovation and growth. A. innovation strategy B. prospector strategy C. differentation strategy D. low-cost leadership strategy According to Miles and Snow’s strategy typology, the defender strategy neither innovates nor seeks to grow. In the context of the competing values model, the internal process emphasis is more concerned with human resources than with other internal processes that lead to efficiency. _____ pertain to internal flexibility and readiness to adapt to unexpected changes in the environment. A. Productivity goals B. Market goals C. Innovation goals D. Profitability goals The _____ tries to balance a concern with various parts of an organization rather than focusing on one part. A. rational goal model B. internal process model C. competing values model D. open systems model In the context of the competing values model, a combination of external focus and flexible structure leads to a(n) _____ where management’s primary goals are growth and resource acquisition. A. internal process emphasis B. human relations emphasis C. rational goal emphasis D. open systems emphais In the context of the competing values model, the primary outcome of the ____ is a stable organizational setting that maintains itself in an orderly way. A. rational goal emphasis B. human relations emphasis C. internal process emphasis D. open systems emphasis According to Miles and Snow’s strategy typology, managers have left the organization with no direction and no clear approach to design with a reactor strategy. In Miles and Snow’s strategy typology, the prospector strategy: A. responds to environmental threats in an ad hoc fashion without revealing a clear strategy. B. attempts to maintain a stable business environment by finding a middle ground between stability and innovation. C. most closely resembles Porter's low-cost leadership strategy. D. seeks innovation or risk taking and is therefore best suited to a dynamic environment. Organizational effectiveness is created and defined by existing independently in the external world. Which of the following approaches is most likely to be used when one is measuring work climate, group loyalty, and worker-management communication as measures of effectiveness? A. Quality control approach B. Internal process approach C. Stakeholder approach D. External process approach Organizational effectiveness is a _____, meaning that it is created and defined by an individual or group rather than existing independently in the external world. A. social construct B. core competence C. competitive advantage D. strategic intent The direction-setting process typically begins with the administration and execution of the strategic plan. Which of the following is true of a functional structure? A. It cannot work in small organizations. B. It has a strong need for horizontal coordination C. It often results in hierarchy overload. D. It reacts quickly to environmental changes. _____ places together employees who perform similar functions or work processes or who bring similar knowledge and skills to bear. A. Horizontal grouping B. Multifocused grouping C. Functional grouping D. Divisional grouping Divisional structures are centralized, while functional structures are decentralized. _____ are used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization. A. Functional groups B. Divisional groups C. Vertical linkages D. Horizontal linkages Which of the following is true of full-time integrators? A. They are usually a part of the team being coordinated. B. They communicate with and are responsible for one department. C. They have a lot of authority but little responsibility. D. They need excellent people skills. In a _____, activities are grouped together by common function from the bottom to the top of the organization. A.hybrid structure B. functional structure C. geographic structure D. divisional structure The term _____ means the redesign of a vertical organization along its horizontal workflows and processes. A. vertical network grouping B. vertical linkage C. reengineering D. innovating A. has the responsibility of coordinating only one department. B. has a title such as brand manage or product manager. C. reports to one of the functional departments being coordinated D. improves vertical linkages in an organization With a _____, separate divisions can be organized with responsibility for individual products, services, product groups, major projects or programs, divisions, businesses, or profit centers A. geographic structure B. functional structure C. hybrid structure D. divisional structure Which of the following is true of a divisional structure? A. It is also known as chain of command. B. It is used to promote flexibility and change. C. It is also called a U-form (unitary) structure. D. It is a centralized structural form. When functional and divisional structures do not work for a particular function or product, then matrix structure will not work either. The purpose of the organization chart is to encourage and direct employees into activities and communications that enable the organization to achieve its goals. For the organization to be effective, departments should be located together in one geographic location rather than being spread all over the world. With _____, decision authority is pushed downward to lower organization levels A. task forces B. centralization C. full-time integration D. decentralization A. has the responsibility of coordinating only one department. B. reports to one of the functional departments being coordinated. C. has a title such as brand manage or product manager. D. improves vertical linkages in an organization. A functional structure is also called an M-form (multidivisional) structure. Alternatives for grouping employees and departments into overall structural design include functional grouping, divisional grouping, multifocused grouping, horizontal grouping, and virtual network grouping. A(n) _____ is a group that is made up of organizationally or geographically dispersed members who are linked primarily through advanced information and communications technologies. A. vertical linkage B. virtual team C. organizational committee D. functional department Which of the following is true of a functional structure? A. It reacts quickly to environmental changes. B. It cannot work in small organizations. C. It often results in hierarchy overload. D. It has a strong need for horizontal coordination. _____ are used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization. A. Functional groups B. Divisional groups C. Horizontal linkages D. Vertical linkages Which of the following stages of the population ecology model of organizations refers to the preservation and institutionalization of selected organizational forms? A. Retention B. Variation C. Exertion D. Selection Which of the following is true of collaborative roles played by managers? A.They have direct control over people and resources. B. They are accountable for specific business results. C. They are rigid and passive. D.They have direct authority over horizontal colleagues. All of the following except _____ are the stages of the population ecology model of organizations. A. retention B. variation C. exertion D. selection In the _____, companies join together to become more competitive and to share scarce resources. A. institutional perspective B.resource-dependence perspective C. population-ecology perspective D. collaborative-network perspective A company may use any or all of the mechanisms of mimetic, coercive, or normative forces to change itself for greater _____ in the institutional environment. A. profit B. market share C. resource dependency D. legitimacy _____ means identifying who is best at something in an industry and then duplicating the technique for creating excellence, perhaps even improving it in the process. A. Retention B. Benchmarking C. Ballooning D. Variation In the context of the population-ecology perspective, which of the following is a difference between specialists and generalists? A. Specialists offer a broader range of products or services than generalists. B. Specialists move slower than generalists and are less flexible. Correct! C. Specialists are generally more competitive than generalists. D. Specialists are generally larger than generalists. In the population-ecology model of organizations, _____ means the appearance of new, diverse forms in a population of organizations. A. retention B. selection C. variation D. legitimacy _____ are the external pressures exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations. A. Mimetic forces B. Coercive forces C. Normative forces D. Generic forces In resource-dependence relationships, large independent companies have power over smaller suppliers or partners. Managers in collaborative roles have direct authority over horizontal colleagues or partners. Arkal Corp. manufactures wooden chairs and Borston Corp. manufactures plastic chairs. Arkal Corp. wants to enter into a resource-dependence relationship with Borston Corp. Which of the following types of resource-dependence relationships is most likely to result in Arkal Corp. gaining full control over the joint outcome? A. Acquisition B. Joint Venture C. Strategic Alliance D. Interlock In the population-ecology model of organizations, _____ means the appearance of new, diverse forms in a population of organizations. A.retention B. selection C. variation D. legitimacy Garin Corp., an automobile manufacturing company, tried to increase its sales by releasing car models with new colors. In the light of its huge success, other automobile manufacturers began doing the same. Which of the following mechanisms for institutional adaptation is best illustrated in this scenario? A. Mimetic forces B. Coercive forces C. Normative forces D. Generic forces A strategic alliance is more formal and binding than a joint venture. The term frenemies refers to the trend toward companies being both collaborators and competitors. _____ are the external pressures exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations. A. Mimetic forces B. Coercive forces C. Normative forces D. Generic forces Interorganizational linkages encourage risk taking. One of the main reasons for inter-organizational collaboration is sharing risks when entering new markets. What are the four contingency variables that an Organisation's structure depends on?The contingency variables are business strategy, external environment, company size and type.
Which of the following is a contingent factor of performance for an organization?Contingency factors include size, organizational technology, environment, goals and strategy, and culture.
Which of the following contingency factors will influence whether an organization is more effective with a primarily mechanistic organization design?The primary contingency that shapes whether an organization will function best with an organic or a mechanistic design is: the degree of uncertainty in the external environment.
What are the 4 types of organizational structures quizlet?This includes Simple Structure, Functional Structure, Divisional Structure and Matrix Structure. This is found in the early stages of a firm. The organization is apt to reflect desires of owner.
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Which of the following is a contingency rather than a structural dimension of an organization?
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