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Exam Feedback | Organizational Analysis
Feedback — Final Exam
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You submitted this exam on Fri 13 Dec 2013 9:00 AM PST. You got a score of
107.67 out of 111.00.
You have 3 hours to complete this exam from the time you begin taking it. Good luck!
Question 1
Defining an Organization
Which of the following is REQUIRED in order to have an organization (select all that apply)?
Your Answer
Score
Multiple people
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0.17
Coordinated behavior
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0.17
A shared physical space
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0.17
A common goal or purpose
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0.17
A product that can be purchased

0.17
An official name, logo, and license

0.17
Total
Explanation
1.00 / 1.00
Question Explanation
An organization must consist of multiple people coordinating their behavior in order to achieve
a shared goal or purpose. However, those people need not form an official, legal entity or even
share a physical space. Moreover, the common purpose which they share doesn't necessarily
have to be a product or service that can be purchased (though often it is). For example, a
recreational basketball team is very much an organization.
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Question 2
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 environmental context.
Your Answer
True
Score

Explanation
1.00
False
Total
1.00 / 1.00
Question 3
Change in Organizations
Which of the following best describes the issue of change in organizations (select all that apply)?
Your Answer
It is rare for an individual, group, or society to attempt to
change an organization in meaningful ways. Once
Score

0.25

0.25

0.25

0.25
Explanation
organizations are established, they remain essentially the
same unless they are shut down.
Organizations are usually fluid and flexible, and respond easily
to attempts at change and improvement.
It is not uncommon for individuals, groups, or society to try to
change an organization in order to make it better.
Implementing reforms, however, is fraught with challenges and
complications.
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Attempts to change an organization may fail because the
environment in which a reform was tested is different from the
environment in which it is being implemented.
Total
1.00 /
1.00
Question 4
Functions of the Organization
Which of the following is a question that organizations struggle to answer (select all that apply)?
Your Answer
What should be the organization’s goal or purpose?
How should the organization coordinate the activities of its
members to best achieve its goals?
How should the organization recruit and replace its
Score

0.25

0.25

0.25

0.25
Explanation
members?
What kind of environment is a good fit for the organization?
Total
1.00 /
1.00
Question 5
The Value of Organizational Theory
Which of the following are reasons why organizational theories are important (select all that
apply)?
Your Answer
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Explanation
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They afford perspectives beyond your own individual
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0.20
They allow you to better understand and interpret complex
phenomena
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0.20
They provide generalizable knowledge that can be useful in
a variety of familiar and unfamiliar contexts, rather than
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0.20

0.20

0.20
experience
particular knowledge that is relevant only to a single situation
or organization
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
Total
1.00 /
1.00
Question 6
Key Components of an Organization
True or False: Organizational participants consist only of individuals with specified roles and
responsibilities.
Your Answer
Score
Explanation
True
False
Total

1.00
1.00 / 1.00
Question Explanation
False: In addition to individuals, organizational participants can also include other
organizations or firms in a given field or sector.
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Question 7
Key Components of an Organization
Which of the following accurately describes social structures in an organization (select all that
apply)?
Your Answer
Score
They can be formal or informal
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0.20
They can shape recurring patterns of interaction
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0.20
They are fully captured by an organizational chart detailing
each person’s job title, superiors, and subordinates.
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0.20
They can reflect deeply held cultural beliefs and
understandings
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0.20

0.20
Formal social structures are always more important than
Explanation
informal social structures when trying to understand how
organizations operate
Total
1.00 /
1.00
Question 8
Key Components of an Organization
True or 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.
Your Answer
Score
Explanation
True
False

1.00
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Total
1.00 / 1.00
Question Explanation
False: An organizational technology need not require computers or machines. For example,
teaching is the technology by which a school turns teenagers who do not know algebra
(inputs) into teenagers who do (outputs).
Question 9
Key Components of an Organization
Which of the following constitute an organization's environment (select all that apply)?
Your Answer
Score
Technological surroundings
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0.25
Physical surroundings
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0.25
Cultural surroundings
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0.25
Social surroundings
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0.25
Total
Explanation
1.00 / 1.00
Question 10
Identifying Organizational Theories
In questions 10 - 15, you will be shown six different statements about organizations. Each
statement expresses the point of view of one of the three classes of organizational theories
(Rational, Natural, and Open) we have discussed. 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
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actors often form emergent and organic coalitions.
Your Answer
Score
Explanation
Rational
Natural

1.00
Open
Total
1.00 / 1.00
Question 11
Identifying Organizational Theories
The organization is thought to function as a coherent, unitary actor.
Your Answer
Rational
Score

Explanation
1.00
Natural
Open
Total
1.00 / 1.00
Question 12
Identifying Organizational Theories
The organization is viewed as part of a broad system encompassing multiple organizations.
Your Answer
Score
Explanation
Rational
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Natural
Open

Total
1.00
1.00 / 1.00
Question 13
Identifying Organizational Theories
The organization’s environment is thought to play a major role in its behavior.
Your Answer
Score
Explanation
Rational
Natural
Open

Total
1.00
1.00 / 1.00
Question 14
Identifying Organizational Theories
The organization’s environment is largely ignored when considering its behavior.
Your Answer
Score
Explanation
Rational
Natural
Open
Total
0.00 / 1.00
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Question 15
Identifying Organizational Theories
Organizations are viewed less as making decisions and more as responding and adapting to
their environment.
Your Answer
Rational
Score

Explanation
0.00
Natural
Open
Total
0.00 / 1.00
Question 16
Logic of Consequence vs Logic of Appropriateness
In questions 16 - 19, please identify whether each of the following four decision justifications
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.”
Your Answer
Logic of consequence
Score

Explanation
1.00
Logic of appropriateness
Total
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Question 17
“As a member of the military, I did what someone in the military is expected to do.”
Your Answer
Score
Explanation
Logic of consequence
Logic of appropriateness
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Total
1.00
1.00 / 1.00
Question 18
“I choose not to steal because stealing is wrong.”
Your Answer
Score
Explanation
Logic of consequence
Logic of appropriateness

Total
1.00
1.00 / 1.00
Question 19
“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.”
Your Answer
Logic of consequence
Score

Explanation
1.00
Logic of appropriateness
Total
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Question 20
Which of the following are necessary in order to make fully or ideally rational decisions (select all
that apply)?
Your Answer
Score
Knowledge of all your possible actions or choices.
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0.25
Knowledge of the consequences associated with each
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0.25
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0.25
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0.25
Explanation
possible action or 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.
Total
1.00 /
1.00
Question 21
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)?
Your Answer
Unlike a fully rational decision-maker who always considers
Score

Explanation
0.25
every possible alternative, a boundedly-rational decisionmaker starts by considering a subset of alternatives.
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
0.25

0.25

0.25
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.
Total
1.00 /
1.00
Question 22
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.
Your Answer
True
Score

Explanation
1.00
False
Total
1.00 / 1.00
Question 23
Logic of Consequence and Logic of Appropriateness
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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.
Your Answer
Score
Explanation
True
False

Total
1.00
1.00 / 1.00
Question Explanation
False: While a logic of appropriateness may mean less ambiguity and uncertainty about
consequences and preferences, one may still face a great deal of ambiguity and uncertainty
attempting to identify situations, identities, and rules.
Question 24
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.
Your Answer
True
Score

Explanation
1.00
False
Total
1.00 / 1.00
Question 25
Logic of Consequence and Logic of Appropriateness
True or false: The logic of appropriateness and the logic of consequences are equally
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concerned with the expected consequences of a particular action.
Your Answer
Score
Explanation
True
False

Total
1.00
1.00 / 1.00
Question Explanation
As the name suggests, the logic of consequences places great emphasis on outcomes. The
logic of appropriateness, however, often demands behavior with little or no regard for its
consequences.
Question 26
Rational Actor Model
Which of the following are associated with the Rational Actor Model as opposed to the
Organizational Process Model (select all that apply)?
Your Answer
The assumption that actions are taken by intentional actors
Score

0.17
A focus on organizational routines
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0.17
The evaluation of options and their consequences

0.17
The use of standard operating procedures
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0.17
Tradition and heuristics
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0.17
The use of power, coalition building, and compromise
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0.17
Explanation
for the achievement of known goals or purposes
Total
1.00 /
1.00
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Question 27
The Bureaucratic Politics Model
Which of the following are characteristic of the Bureaucratic Politics Model (select all that apply)?
Your Answer
The assumption of a unified actor without competing
Score

0.25
Coalitions formed through political processes
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0.25
Negotiation among organization members
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0.25

0.25
Explanation
objectives
The use of power and points of leverage in bargaining
processes that determine coalitions and organizational action
Total
1.00 /
1.00
Question 28
Rational Actor, Organizational Process, and Bureaucratic Politics Models
Which of the following statements are true (select all that apply)?
Your Answer
The Rational Actor, Organizational Process, and
Score

0.17

0.17

0.17
Explanation
Bureaucratic Politics models can all help us better understand
an organization’s behavior, but they all have their limitations
as well.
The Rational Actor Model is best for understanding how an
organization reacts to a crisis.
The Organizational Process Model is best for
understanding how an organization plans for a crisis.
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The Bureaucratic Politics Model is best for understanding

0.17

0.17
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0.17
how an organization changes a tentative decision it has
already reached.
There is some concern that the Rational Actor Model may
exaggerate an individual's or an organization's agency.
The Rational Actor, Organizational Process, and
Bureaucratic Politics models can be combined and
synthesized to achieve a more thorough and nuanced
understanding of organizational behavior.
Total
1.00 /
1.00
Question 29
Organizational Theory and Management Strategy
For questions 29 - 31, select the organizational theory that would lead to the management
strategy described.
Management Strategy: Know what organizations are involved, what standard operating
procedures are in place, and which organizations are best suited to which problems.
Your Answer
Score
Explanation
Rational Actor
Organizational Process

1.00
Bureaucratic Politics
Total
1.00 / 1.00
Question 30
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Management Strategy: Identify key players and know their interests, points of leverage, and
weaknesses. Work relationships and allignments to your advantage.
Your Answer
Score
Explanation
Rational Actor
Organizational Process
Bureaucratic Politics

Total
1.00
1.00 / 1.00
Question 31
Management Strategy: Know alternatives and their consequences; improve the quality of
information you receive.
Your Answer
Rational Actor
Score

Explanation
1.00
Organizational Process
Bureaucratic Politics
Total
1.00 / 1.00
Question 32
Why Study Organizational Theory?
Which of the following are potential benefits and applications of studying organizational theories
or lenses (select all that apply)?
Your Answer
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Explanation
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
0.20

0.20

0.20

0.20

0.20
Organizational theories offer a systematic way of thinking
about an organization and its problems.
Organizational theories allow you to solve specific problems
in an organization without consulting its members, even if you
are an outsider to that organization.
Organizational theories can help you better understand
your own personal experiences, though they cannot provide
access to perspectives and examples beyond the ones with
which you have firsthand experience.
Organizational theories provide a vocabulary that is easy to
understand, giving you a simple language and set of terms for
communicating what is going on in an organization to any of its
members.
Organizational theories provide a sense of the many relevant
facets of organizational life, some of which many organization
members may not consider when evaluating an organizational
problem.
Total
1.00 /
1.00
Question Explanation
Organizational theories allow you to better understand what is happening, but solutions almost
always need to come from within the organization if they are to be implemented successfully.
Furthermore, the language of organizational theory can be academic or filled with jargon; the
concepts, however, can be useful for illuminating what is happening in an organization.
Learning to apply these concepts to a particular organizational context and to communicate
their implications clearly and simply is one of the most valuable skills an organizational analyst
can possess.
Question 33
Coalitions
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True or false: A coalition consists of multiple individuals or organizations with potentially
competing or unrelated interests
Your Answer
True
Score

Explanation
1.00
False
Total
1.00 / 1.00
Question 34
Coalitions
True of false: Though a coalition may be stable and enduring, it is often temporary
Your Answer
True
Score

Explanation
1.00
False
Total
1.00 / 1.00
Question 35
Coalitions and the Process of Exchange
Which of the following characterize the exchange process (select all that apply)?
Your Answer
Score
The process is characterized by bargaining and negotiation

0.25
Exchange relations are subject to specified rules

0.25
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A powerful participant can force others into exchanges they
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0.25

0.25
do not want to make
Mutually acceptable trades are carried out until no more
are available or until time for trading runs out
Total
1.00 /
1.00
Question Explanation
In an exchange model, all trades are mutually acceptable, rather than coerced.
Question 36
Successful Exchanges
Which of the following can help you fulfill your preferences or identity in an exchange
relationship (select all that apply)?
Your Answer
Score
The ability to write the rules of exchange

0.25
The ability to offer a wealth of resources that no one else

0.25
The ability to influence preferences and identities

0.25
The ability to control exchange deadlines

0.25
Explanation
wants or needs
Total
1.00 /
1.00
Question 37
Which of the following best captures the idea of "log-rolling" or "quid pro quo"?
Your Answer
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Explanation
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One person agrees to do another person a favor with the
understanding that the other person will then return the favor.

1.00
Going out into the forest and cutting down a tree.
Individuals do what they think is right without coordinating
with others or expecting anyone else to do them favors in the
future.
Total
1.00 /
1.00
Question 38
Maintaining a Coalition
Which of the following threaten a coalition (select all that apply)?
Your Answer
Score
Ambiguity

0.25
Exaggerated initial support

0.25
Log-rolling

0.25
A breakdown in trust

0.25
Total
Explanation
1.00 / 1.00
Question 39
Why Join a Coalition?
Which of the following are reasons an individual or organization might join a coalition (select all
that apply)?
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Your Answer
Score
Coalition membership can provide access to desirable

0.25

0.25

0.25

0.25
Explanation
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
Total
1.00 /
1.00
Question 40
Types of Coalition Membership
For questions 40 - 43, please state whether each of the participant characteristics described is
most typical of core, specialist, or peripheral coalition members.
Having one’s name associated with the coalition is one's primary interest
Your Answer
Score
Explanation
Core member
Specialist member
Peripheral member

Total
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Question 41
A high level of involvement in all issues faced by the coalition
Your Answer
Core member
Score

Explanation
1.00
Specialist member
Peripheral member
Total
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Question 42
An interest in coalition by-products
Your Answer
Score
Explanation
Core member
Specialist member
Peripheral member

Total
1.00
1.00 / 1.00
Question 43
Issue honing
Your Answer
Core member
Score

Explanation
0.00
Specialist member
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Peripheral member
Total
0.00 / 1.00
Question 44
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)?
Your Answer
Capitalizing on potential ties and exchanges before they
Score

0.20

0.20

0.20
Identifying the relevant histories and linkages of staff
members

0.20
Defending against opposing coalitions who may try to

0.20
Explanation
disappear
Knowing what individuals or organizations may be
interested in joining your coalition
Knowing the preferences and objectives of potential
coalition members
attract some of your specialist or tag-along members
Total
1.00 /
1.00
Question 45
Organized Anarchy
Which of the following are characteristic of an organized anarchy view of organizational decisionmaking (select all that apply)?
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Your Answer
Score
A sense of chaos and dynamism

0.20
Easily identifiable and consistent platforms and identities

0.20
Proposed solutions that change over the course of

0.20
Problems and solutions that arrive independently and are
loosely coupled

0.20
Everyone’s point of view is known and expressed, whether

0.20
Explanation
bargaining
they happen to be present for a particular conversation or not
Total
1.00 /
1.00
Question 46
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
Score
Solutions look for problems at the same time that problems
look for solutions

0.33
As with the Rational Actor model, all decision alternatives

0.33

0.33
Explanation
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
(i.e., they happen to be in the same place at the same time)
than by their substance or content
Total
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1.00
Question 47
Organized Anarchy
Which of the following are true of organized anarchies (select all that apply)?
Your Answer
Score
In organized anarchies with democratic access structures,
every individual has access to every choice arena.

0.25
In organized anarchies with hierarchical access structures,

0.25

0.25

0.25
Explanation
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 always leads to a
decision or solution.
Total
1.00 /
1.00
Question 48
Managing Organized Anarchy
For questions 48 - 51, 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 meaningfully discussed.
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Your Answer
Score
Explanation
Reformer
Enthusiast
Pragmatist

Total
1.00
1.00 / 1.00
Question 49
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

1.00
Pragmatist
Total
1.00 / 1.00
Question 50
Restricting access to a meeting so that only those who agree with you can attend.
Your Answer
Score
Explanation
Reformer
Enthusiast
Pragmatist
Total

1.00
1.00 / 1.00
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Question 51
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
1.00 / 1.00
Question 52
Gabage Can Theory/Organized Anarchies
Which of the following are key tenets of the Organized Anarchy view of organizational decisionmaking (select all that apply)?
Your Answer
Score
Decisions occur when problems, solutions, and participants
come together in a choice arena.

0.25
Which problems, solutions, and participants happen to be
in a given choice arena may be arbitrary, rather than

0.25

0.25

0.25
Explanation
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.
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Total
1.00 /
1.00
Question 53
Organizational Learning
Which of the following statements about organizational learning are true (select all that apply)?
Your Answer
Organizational learning places greater emphasis on
Score

0.25

0.25

0.25

0.25
Explanation
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.
Total
1.00 /
1.00
Question Explanation
Though the idea that an organization can learn may seem odd at first, learning does in fact go
on at the organizational unit of analysis that cannot be reduced to individual learning. The
organization itself has a knowledge base, parts of which individuals can access or learn from,
but that no individual possesses.
Question 54
Organizational Learning
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Which of the following distinguish work practices from ostensive rules you may read in a
textbook, handbook, or manual (select all that apply)?
Your Answer
Score
Practices are collaborative

0.33
Practices are shared and understood through formalisms

0.33
Practices entail improvisation and adaptation via use

0.33
Total
Explanation
1.00 / 1.00
Question 55
Organizational Learning
How can you encourage a learning organization (select all that apply)?
Your Answer
When employees try to improvise their own way of doing a
Score

0.33

0.33

0.33
Explanation
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
Total
1.00 /
1.00
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Question 56
Organizational Learning and Learning Curves
Which of the following statements about organizational learning curves are TRUE (select all that
apply)?
Your Answer
Learning curves tend to plateau eventually
If a learning curve shows progress on learning indicators or
metrics, you can always be confident that the organization
Score

0.33

0.33

0.33
Explanation
itself is actually learning
Improving personnel, routines, and technology are all
potential ways of generating steeper learning curves
Total
1.00 /
1.00
Question Explanation
An organization’s learning curve can show progress on learning indicators or metrics without
the organization itself actually learning. This is why good learning indicators and metrics that
reflect the actual behavior one cares about are so important.
Question 57
Organizational Learning, Memory, and Forgetting
Which of the following can contribute to organizational forgetting (select all that apply):
Your Answer
Disruptions to routines that prevent practitioners from
recording and sharing what works
Lack of collaboration and communication
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Score

0.25

0.25
Explanation
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Having people in an organization with important practical

0.25

0.25
and tacit knowledge, but not having that knowledge written
down
Personnel turnover
Total
1.00 /
1.00
Question 58
Organizational Learning and Communities of Practice
Which of the following are true about communities of practice (select all that apply):
Your Answer
Communities of practice teach their members how to do
certain things, but not how to be certain types of people.
Score

0.25

0.25

0.25

0.25
Explanation
Communities of practice are about skills, not identities.
In a community of practice, one learns by reading and
studying more than by doing.
Communities of practice can be fostered by encouraging
collaboration.
Meetings in a community of practice should insist on
decisions and action, rather than sense-making or meaningmaking.
Total
1.00 /
1.00
Question 59
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Organizational Learning and Networks of Practice
Which of the following statements about networks of practice are true (select all that apply)?
Your Answer
Networks of practice address some of the shortcomings of
Score

0.17

0.17
Members of a network of practice share identities, which
facilitates communication and knowledge transfer

0.17
Networks of practice usually offer as much of a sense of
community as do communities of practice

0.17
Networks of practice offer more “learning about” than

0.17

0.17
Explanation
communities of practice, such as their homogeneity and lack
of reach
Members of a network of practice may never meet in
person
“learning to be”
Networks of practice render communities of practice
unnecessary
Total
1.00 /
1.00
Question 60
Organizational Learning, Exploration, Exploitation, and Learning Traps
Which of the following are associated with organizational exploration (select all that apply)?
Your Answer
Taking risks, generating variation, and seeking out new
alternatives
Score

0.20
The potential of falling into a competency trap

0.20
Refining, honing, increasing efficiency, and getting better at

0.20
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Explanation
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doing what one has done before
An increased potential for bold innovation

0.20
An increased risk of failure

0.20
Total
1.00 /
1.00
Question 61
Organizational Learning
When is an organizational learning model most relevant (select all that apply)?
Your Answer
When an organization has the capacity to alter and improve
Score

0.25

0.25

0.25

0.25
Explanation
its core practices
When an organization does not receive feedback about its
performance from the environment (feedback is usually
distracting or confusing)
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
Total
1.00 /
1.00
Question 62
Identify the Organizational Theory
For questions 62-69, please identify the organizational theory being described.
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In this theory, there are multiple actors with inconsistent preferences and identities, none of
whom can go it alone without assistance from others.
Your Answer
Score
Explanation
Rational Actor (RA)
Organizational Process (OP)
Coalitions/Bureaucratic Politics (BP)

1.00
Organized Anarchies/Garbage Can (GC)
Organizational Learning (OL)
Total
1.00 / 1.00
Question 63
Identify the Organizational Theory
In this theory, there is a unified actor with consistent preferences, lots of information, clear goals,
and time to calculate.
Your Answer
Rational Actor (RA)
Score

Explanation
1.00
Organizational Process (OP)
Coalitions/Bureaucratic Politics (BP)
Organized Anarchies/Garbage Can (GC)
Organizational Learning (OL)
Total
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Question 64
Identify the Organizational Theory
In this theory, solutions are unclear, participants turn over, and preferences/identities are
inconsistent.
Your Answer
Score
Explanation
Rational Actor (RA)
Organizational Process (OP)
Coalitions/Bureaucratic Politics (BP)
Organized Anarchies/Garbage Can (GC)

1.00
Organizational Learning (OL)
Total
1.00 / 1.00
Question 65
Identify the Organizational Theory
In this theory, there are clear feedback loops, adaptations, memory, and support of actorexpertise/adaptations of rules to local reality.
Your Answer
Score
Explanation
Rational Actor (RA)
Organizational Process (OP)
Coalitions/Bureaucratic Politics (BP)
Organized Anarchies/Garbage Can (GC)
Organizational Learning (OL)
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
1.00
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Total
1.00 / 1.00
Question 66
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).
Your Answer
Score
Explanation
Rational Actor (RA)
Organizational Process (OP)

1.00
Coalitions/Bureaucratic Politics (BP)
Organized Anarchies/Garbage Can (GC)
Organizational Learning (OL)
Total
1.00 / 1.00
Question 67
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.
Your Answer
Score
Explanation
Rational Actor (RA)
Organizational Process (OP)
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Coalitions/Bureaucratic Politics (BP)

1.00
Organized Anarchies/Garbage Can (GC)
Organizational Learning (OL)
Total
1.00 / 1.00
Question 68
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.
Your Answer
Score
Explanation
Rational Actor (RA)
Organizational Process (OP)
Coalitions/Bureaucratic Politics (BP)
Organized Anarchies/Garbage Can (GC)

1.00
Organizational Learning (OL)
Total
1.00 / 1.00
Question 69
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
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conducting sequential attention to objectives (localized searches until problems are resolved).
Action is guided by processes and available routines.
Your Answer
Score
Explanation
Rational Actor (RA)
Organizational Process (OP)

1.00
Coalitions/Bureaucratic Politics (BP)
Organized Anarchies/Garbage Can (GC)
Organizational Learning (OL)
Total
1.00 / 1.00
Question 70
Organizational Culture
Which of the following statements about organizational culture are TRUE (select all that apply)?
Your Answer
Score
Examples of Google’s culture include its campus, free food,
and play areas

0.25
Within an organizational culture, actors make sense of their
existence according to identities and norms that are often
constructs afforded them by the organization

0.25
Organizational culture includes normative aspects, but it
does not include cognitive ones

0.25

0.25
Organizational culture can be a tool for managerial control
Explanation
and influence
Total
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1.00
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Question 71
Organizational Culture
Which of the following are observable features of organizational culture (select all that apply)?
Your Answer
Score
Norms of communication

0.20
Style of dress

0.20
Myths and stories about an organization’s founder

0.20
The formality with which meetings are conducted

0.20
The layout of physical space

0.20
Total
Explanation
1.00 / 1.00
Question 72
Organizational Culture
Which of the following statements about organizational culture (according to Martin and
Meyerson) are TRUE (select all that apply)?
Your Answer
An integrated organizational culture is characterized by
some lack of consensus between sub-cultures, but complete
Score

0.00

0.33

0.33
Explanation
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
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Total
0.67 /
1.00
Question 73
Organizational Culture
Which of the following statements about organizational culture are TRUE (select all that apply)?
Your Answer
Score
An integrated organizational culture is always best.

0.20
A differentiated organizational culture is always best.

0.20
An ambiguous organizational culture is always best.

0.20

0.20

0.20
An integrated organizational culture is always better than
an ambiguous organizational culture.
The best kind of organizational culture for an organization
Explanation
depends on the type of organization and its particular
circumstances.
Total
1.00 /
1.00
Question 74
Engineering Organizational Culture
True or false: An organizational self gets displayed through behavior in meetings and
presentations, but not in more informal settings such as lunch.
Your Answer
Score
Explanation
True
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False

Total
1.00
1.00 / 1.00
Question Explanation
False: Organizational selves are displayed in both formal and informal settings.
Question 75
Engineering Organizational Culture
True or false: An organizational self gets displayed through artifacts such as desk paraphernalia
and clothing.
Your Answer
True
Score

Explanation
1.00
False
Total
1.00 / 1.00
Question 76
Engineering Organizational Culture
Which of the following are ways to preserve an authentic, individual self admist a strong
organizational culture (select all that apply)?
Your Answer
Score
Adamantly protect non-work time

0.25
Limit your emotional involvement with work

0.25
Invest all your time and energy in your organization

0.25
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Explanation
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Define your authentic self by non-work interests and

0.25
identities, such as runner or chef
Total
1.00 /
1.00
Question 77
Resource Dependence Theory
Which of the following statements about Resource Dependence Theory (RDT) are TRUE (select
all that apply)?
Your Answer
RDT does not really consider an organization’s
environment
Score

0.25
RDT takes an Open Systems perspective on organizations

0.25
Coalition Theory and RDT are both exchange theories that

0.25

0.25
Explanation
focus on individuals as the unit of analysis
RDT is more concerned with standard operating
procedures than with individual sense-making or meaning
Total
1.00 /
1.00
Question Explanation
RDT focuses heavily on an organization's environment. Unlike coalition theory, RDT uses the
organization as the primary unit of analysis, rather than the individual.
Question 78
Resource Dependence Theory
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Which of the following statements are consistent with Resource Dependence Theory (RDT)
(select all that apply)?
Your Answer
Two critical questions for understanding an organization’s
Score

0.25

0.25

0.25

0.25
Explanation
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 have little to do with its
dependence relations.
Total
1.00 /
1.00
Question 79
Resource Dependence Theory
Which of the following statements about buffering strategies are TRUE (select all that apply)?
Your Answer
Score
Leveling is an active strategy that attempts to keep supply
and demand constant by influencing the environment.

0.25
Storing extra inputs in an organization for times when they

0.25

0.25

0.25
Explanation
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
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environmental constraints.
Total
1.00 /
1.00
Question Explanation
When an organization adjusts its scale or downsizes, it changes the size or scale of its
technical core, but not its nature.
Question 80
Resource Dependence Theory
Which of the following statements about bridging strategies are TRUE (select all that apply)?
Your Answer
Score
The goal of bridging strategies is to shape dependence
relations in the environment.

0.25
Pooling and merging are more involved bridging efforts
than are negotiating and exchanging.

0.25

0.25

0.25
A joint venture is an example of the bridging strategy known
Explanation
as exchanging.
A firm taking over one of its competitors is an example of
horizontal merging.
Total
1.00 /
1.00
Question 81
Resource Dependence Theory
Which of the following are critiques of Resource Dependence Theory (RDT) (select all that
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apply)?
Your Answer
RDT assumes that all organizations are more or less
similar, whereas in reality some organizations may be more
Score

0.25

0.25
RDT places too much emphasis on organizational culture.

0.25
RDT focuses on pairwise relationships between firms, and

0.25
Explanation
about identity and matching than resource dependence.
RDT assumes that a resource’s value is known, but sometimes
a resource’s value is unclear.
fails to consider the environment as a larger network of
interconnected organizations.
Total
1.00 /
1.00
Question 82
Network Analysis of Organizations
Which of the following statements are true (select all that apply)?
Your Answer
Score
Social embeddedness is the idea that actions are
unfettered by social context.

0.20
Social embeddedness is the idea that actions are socially
determined and devoid of choice.

0.20

0.20

0.20
Social embeddedness is the idea that, within social
Explanation
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.
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
0.20
The structure of social networks can change over time.
Total
1.00 /
1.00
Question 83
Network Analysis of Organizations
Network analysts are concerned with which of the following (select all that apply)?
Your Answer
Score
Determining a network’s boundaries.

0.20
Determining where a network begins and ends.

0.20
Determining when a network begins and ends.

0.20
Determining where and when important relationships occur.

0.20

0.20
Determining whether the most relevant types of behaviors
are connected to observed relations or perceived relations.
Total
Explanation
1.00 /
1.00
Question 84
Network Analysis of Organizations
True or false: In Network Analysis, "propinquity" is the idea that similarity breeds ties.
Your Answer
Score
Explanation
True
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False

Total
1.00
1.00 / 1.00
Question 85
Network Analysis of Organizations
True or false: In Network Analysis, "homophily" is the idea that similarity breeds ties.
Your Answer
True
Score

Explanation
1.00
False
Total
1.00 / 1.00
Question 86
Network Analysis of Organizations
True or false: In Network Analysis, "reciprocity" is the idea that proximity breeds ties.
Your Answer
Score
Explanation
True
False
Total

1.00
1.00 / 1.00
Question Explanation
False: Propinquity is the idea that proximity breeds ties.
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Question 87
Network Analysis of Organizations
Which of the following statements about networks are true (select all that apply)?
Your Answer
Infrequent interaction between acquaintances is an
example of strong network ties.
Score

0.17
Weak network ties have bonding capital.

0.17
Weak network ties have bridging capital.

0.17
Being a central actor in a network usually has certain

0.17

0.17

0.17
Explanation
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.
Total
1.00 /
1.00
Question 88
Peer Influence and Network Formation
Which of the following statements about peer influence are true (select all that apply)?
Your Answer
Score
Peer influence refers to how relations influence behavior.

0.25
According to peer influence, the people we associate with

0.25
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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.

0.25

0.25
"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.
Total
1.00 /
1.00
Question 89
Peer Influence and Network Formation
Which of the following statements about network patterns are true (select all that apply)?
Your Answer
Because all network patterns arise from the same tie
mechanisms (e.g., propinquity, homophily, reciprocity), they all
look more or less the same.
Score

0.33

0.33

0.33
Explanation
Different tie mechanisms usually correspond to different
network patterns.
Organizational contexts can amplify or dampen the salience of
different tie mechanisms.
Total
1.00 /
1.00
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Question 90
Network Forms of Organization
Which of the following statements about the social network perspective and Resource
Dependence Theory are true (select all that apply)?
Your Answer
Score

0.33

0.33

0.33
Explanation
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.
Total
1.00 /
1.00
Question 91
Network Forms of Organization
True or false: The network form of organization is distinct from both the market and hierarchical
forms of organization.
Your Answer
True
Score

Explanation
1.00
False
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Question 92
Network Forms of Organization
The modular response network form of organization is best at…
Your Answer
Score
Explanation
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

Total
1.00
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Question 93
Network Forms of Organization
The customized response network form of organization is best at…
Your Answer
Solving ambiguous problems that need innovative solutions
Score

Explanation
1.00
Solving familiar problems with known responses
Solving complex problems where components are known
but the sequence of the solution is not
Total
1.00 /
1.00
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Question 94
Network Forms of Organization
The routine response network form of organization is best at…
Your Answer
Score
Explanation
Solving ambiguous problems that need innovative solutions
Solving familiar problems with known responses

1.00
Solving complex problems where components are known
but the sequence of the solution is not
Total
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1.00
Question 95
Networks Forms of Organization
Which of the following are reasons that network forms arise (select all that apply)?
Your Answer
Modern technology makes partnering easier and more
Score

0.25

0.25
An organization lacks a specific capacity, so it connects with
another organization that can do the work on its behalf.

0.25
Clients want integrated services, rather than services from
multiple, disconnected organizations.

0.25
Explanation
feasible.
Organizations want to remain wholly independent.
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Question 96
Network Forms of Organization
Which of the following statements about the network form of organization are true (select all that
apply)?
Your Answer
Network organization can facilitate experimentation with
different alternatives for service provision.
Score

0.25

0.25
Network organization can allow for greater responsiveness
to citizens and consumers.

0.25
Trust and intense competition are key to building good
partnerships.

0.25
Network organization can help an organization focus on its
Explanation
technical core.
Total
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1.00
Question Explanation
Competition is more likely to destroy, rather than help build, a successful partnership.
Question 97
Network Forms of Organization
Which of the following are keys to successfully managing a network of organizations (select all
that apply)?
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Your Answer
Developing a strong culture with shared goals and values in
Score

0.25

0.25

0.25

0.25
Explanation
order to unite member organizations.
Keeping performance data private.
Choosing partners carefully, making sure to avoid
competition between network members.
Building trust.
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Question 98
Neoinstitutional Theory and Organizational Legitimacy
Which of the following statements about Regulatory Institutions are true (select all that apply)?
Your Answer
Regulatory institutions influence organizational behavior
through shared, informal guidelines about what actions are
appropriate and how one should and should not behave.
Score

0.25

0.25

0.25

0.25
Explanation
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.
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Question 99
Institutions and Organizational Legitimacy
Which of the following statements best describe Neoinstitutional Theory, as opposed to
Resource Dependence Theory (select all that apply)?
Your Answer
Score
Organizations change as managers attempt to minimize
their dependence on other organizations and their resources.

0.20
Organizational fields are the primary unity of analysis.

0.20
Legitimacy is critical for organizational survival.

0.20
Resources are critical for organizational survival.

0.20

0.20
Organizations in a given field will tend to look increasingly
similar as rational myths spread.
Total
Explanation
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Question 100
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.
Your Answer
True
Score

Explanation
1.00
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False
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Question 101
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.
Your Answer
Score

Explanation
1.00
True
False
Total
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Question 102
Neoinstitutional Theory and Application
Which of the following statements about decoupling are true (select all that apply)?
Your Answer
Decoupling refers to the disconnect between more formal,
symbolic appearances and more practical, day-to-day
Score

0.25
Decoupling rarely occurs in organizations.

0.25
Decoupling enables an organization to respond to

0.25
Explanation
operations.
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inconsistent institutional pressures.
Decoupling protects or buffers the formal structure of an
organization from the uncertainties and ambiguities of the
technical core.

Total
0.25
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Question 103
Neoinstitutional Theory and Application
Which of the following best describes the idea of mimetic isomorphism?
Your Answer
Score
Explanation
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

1.00
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.
Total
1.00 /
1.00
Question 104
Population Ecology
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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.
Your Answer
True
Score

Explanation
1.00
False
Total
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Question 105
Population Ecology
True or false: Populations of organizations occupy the same niche to the extent that they
depend on the same environmental resources.
Your Answer
True
Score

Explanation
1.00
False
Total
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Question 106
Population Ecology
Which of the following statements are consistent with Resource Partitioning Theory (select all
that apply)?
Your Answer
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Score
Explanation
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Competition among large generalist organizations frees
resources at the periphery that can be used by small specialist
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0.50

0.50
firms.
Specialist firms tend to be smaller and more flexible, making
it easier for them to customize their products.
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Question 107
Identify the Organizational Theory
For questions 107-111, please select the appropriate organizational theory or theories.
Which of the following organizational theories focus on an organization's environment (select all
that apply)?
Your Answer
Score
Resource Dependence Theory (RDT)

0.25
Neoinstitutional Theory

0.25
Rational Actor (RA)

0.25
Organizational Process (OP)

0.25
Total
Explanation
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Question 108
Identify the Organizational Theory
Which of the following organizational theories focus on individuals (as opposed to organizations)
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as the primary unit of analysis (select all that apply)?
Your Answer
Score
Resource Dependence Theory (RDT)

0.25
Neoinstitutional Theory

0.25
Rational Actor (RA)

0.25
Organized Anarchies/ Garbage Can (GC)

0.25
Total
Explanation
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Question 109
Identify the Organizational Theory
Which of the following organizational theories focus on a decision or choice (select all that
apply)?
Your Answer
Score
Network Organization

0.20
Neoinstitutional Theory

0.20
Rational Actor (RA)

0.20
Organized Anarchies/ Garbage Can (GC)

0.20
Organizational Culture

0.20
Total
Explanation
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Question 110
Identify the Organizational Theory
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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)?
Your Answer
Score
Resource Dependence Theory (RDT)

0.33
Neoinstitutional Theory

0.33
Organizational Learning (OL)

0.33
Total
Explanation
1.00 / 1.00
Question 111
Identify the Organizational Theory
Which of the following organizational theories focus on an organization's survival as the primary
goal (select all that apply)?
Your Answer
Score
Resource Dependence Theory (RDT)

0.20
Neoinstitutional Theory

0.20
Rational Actor (RA)

0.20
Organizational Culture

0.20
Coalitions/ Bureaucratic Politics (BP)

0.20
Total
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