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Quiz Feedback | Organizational Analysis
Feedback — Week 4 - Quiz
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You submitted this quiz on Wed 30 Oct 2013 3:49 AM PDT (UTC -0700). You got a score of 10.88 out of
13.00.
Question 1
Organized Anarchy
Which of the following are characteristic of an organized anarchy view of organizational decision-making (select all that
apply)?
Your Answer
Score
A sense of chaos and dynamism
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0.20
Easily identifiable and consistent platforms and identities
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0.20
Proposed solutions that change over the course of bargaining
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0.00
Problems and solutions that arrive independently and are loosely coupled
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0.20
Everyone’s point of view is known and expressed, whether they happen to be
present for a particular conversation or not
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0.20
Total
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Explanation
0.80 / 1.00
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Quiz Feedback | Organizational Analysis
Question 2
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)?
Your Answer
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
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0.33
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0.33
Explanation
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 (i.e., they happen to be in the same place at the same
time) than by their substance or content
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0.67 / 1.00
Question 3
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Quiz Feedback | Organizational Analysis
Organized Anarchy
Which of the following are true of organized anarchies (select all that apply)?
Your Answer
In organized anarchies with democratic access structures, every individual has
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In organized anarchies with hierarchical access structures, each individual has
access to a particular choice arena to which he or she is well-suited.
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The arrival time of problems, solutions, participants, and choice arenas may be
routine and predictable.
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In an organized anarchy, a choice arena always leads to a decision or solution.
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0.25
Explanation
access to every choice arena.
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0.25 / 1.00
Question 4
Managing Organized Anarchy
For questions 4 - 7, please select the management style (reformer, enthusiast, or pragmatist) that is best reflected by 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
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Quiz Feedback | Organizational Analysis
meaningfully discussed.
Your Answer
Score
Explanation
Reformer
Enthusiast
Pragmatist
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Total
1.00
1.00 / 1.00
Question 5
Appreciating digressions and impractical suggestions for the opportunity they give individuals to work out their thoughts and
to feel included.
Your Answer
Score
Explanation
Reformer
Enthusiast
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1.00
Pragmatist
Total
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Question 6
Restricting access to a meeting so that only those who agree with you can attend.
Your Answer
Score
Explanation
Reformer
Enthusiast
Pragmatist
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Total
1.00
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Question 7
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.
Your Answer
Reformer
Score

Explanation
1.00
Enthusiast
Pragmatist
Total
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5/10
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Question 8
Garbage Can Theory and the San Francisco Unified School District Desegregation Case
True or false: Every major problem going on at the time--such as the teacher’s strike, lawsuit, and teacher/student boycott-found its way into the desegregation meetings.
Your Answer
Score
Explanation
True
False
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1.00
1.00 / 1.00
Question 9
Garbage Can Theory and the San Francisco Unified School District Desegregation Case
True or false: Having citizen advisory council meetings during the day meant that most participants were white, middle class
women.
Your Answer
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Explanation
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True
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1.00
False
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1.00 / 1.00
Question 10
Garbage Can Theory and the San Francisco Unified School District Desegregation Case
True or false: Given that 24 potential solutions were developed, it is safe to say that no feasible solutions went
unconsidered.
Your Answer
Score
Explanation
True
False
Total
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1.00
1.00 / 1.00
Question 11
Garbage Can Theory and Legislation
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Which of the following are potential aspects of the legislative process that origin, rational choice, and incrementalist theories
fail to address (select all that apply)?
Your Answer
The constant flow of participants into and out of the legislative process.
Legislators decide on legislation by first identifying a problem, then evaluating all
the potential legislative solutions to that problem, and finally choosing the legislation
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0.25
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Explanation
that represents the best solution to that problem.
Many legislative solutions exist before it is clear what problem they are meant to
solve.
Most new legislation is just a slightly modified version of previous legislation.
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0.50 / 1.00
Question 12
Garbage Can Theory and No Child Left Behind
Which of the following are true about Title V of NCLB (which provides federal grant support for innovative programs and
public charter schools) (select all that apply)?
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Your Answer
Score
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0.33
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0.33
Explanation
One could present Title V as a solution to a variety of disparate problems, including
failing schools, lack of competition for public schools, lack of innovation in public
schools, and unequal opportunity for lower income children.
In order for Title V to be considered a solution, it must solve what everyone
recognizes is a real problem.
Nothing like Title V or NCLB had ever existed before. They were created as a
unique response to the particular challenges of the time.
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0.67 / 1.00
Question Explanation
Only a subset of the population needs to believe a problem exists in order to entertain solutions to it. Additionally, NCLB
was built on previous legislative effort extending back to 1965.
Question 13
Gabage Can Theory/Organized Anarchies
Which of the following are key tenets of the Organized Anarchy view of organizational decision-making (select all that
apply)?
Your Answer
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Explanation
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Quiz Feedback | Organizational Analysis
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
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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.
Total
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1.00 / 1.00
10/10