MGMT 3180 Exam Questions Answered Correctly Latest Update 2025-2026
organizational culture - Answers shared assumptions, values and artifacts that dictate to
employees what behaviors are considered appropriate
Contingency (or situational) Theory: - Answers different contexts require different approaches
Chester Barnard taught - Answers Entropy/Negative Entropy
Von Bertanfly - Answers Organizations as organizisms
Stack ranking - Answers performance evaluation model by which employee's ranked directly
against every other employee in their team/unit with a certain % required to be labeled as "good",
"average", "below ave," "poor"
Organizational Structure - Answers coordinates people, tasks, and activity to carry out a purpose
-companies must readdress structure to fit biz landscape
-designing organizational structure for 200+ yrs
Organizational Chart - Answers communicates a companies organization
Departmentalization - Answers grouping people with related duties/skills
Division of Labor - Answers Chain of Command
Simple Structure
Functional Structure
Divisional Structure
Vertical Organizational structure
Horizontal organizational structure
Chain of Command - Answers (Structure up) span of control (structure down)
Who dictates? - Answers Authority
Responsibility
Delegation
Structural Rigidity - Answers Centralization/Decentralization/Formalization
Simple Structure - Answers Decision making centralized with business owner, no layers of
management, may lead to paralysis or stagnation
,functional structure - Answers group employees according to tasks, employees managed by
means of clear authority
divisional structure - Answers groups employees by products, services, geography or customers
Vertical organizational structure - Answers traditional company structure based on a chain of
command
Horizontal organizational structure - Answers focuses on teamwork to achieve goals, rapidly
expanding companies may experience problems, difficult and time consuming to restructure
cotemporary organizational structure - Answers move away from traditional hierarchy
-matrix organizations
-flatter organizational structure
Determine structure type: - Answers Environment
-mechanistic model
-organic model
-environmental stability
-strategy
-technology
-size
-financial condition
External Forces Driving Change: - Answers response to outside forces,
demographic/generational characteristics, customer and market change, social and political
pressure, technological advance
internal forces driving change: - Answers issues impacting productivity, management change,
organizational restructuring, positive disruptors
Why People Resist Change - Answers requires mental resources, personal threat,
uncertainty/distrust, fear and doubt about abilities, clashing perspectives
How employees react - Answers DADA syndrome:
Denial
Anger
, Depression
Acceptance
*Worst case, they leave
Lewins Basic Change Model - Answers unfreeze
change
re-freeze
70% of change programs fail due to... - Answers human issues (50%)
5 sources of meaning - Answers society and mission, customer, company, team, and me
Change Video: 5 Steps - Answers 1. Aspire: visual, strategize, targets
2. Assess: capabilities, mindset
3. Architect: plan, how to change people, role model, process
4. Act: story, wins
5. Advance: build leadership skills
Reduce change resistance - Answers education, communication, participation, negotiation,
manipulation (danger), coercion (danger)
Goal - Answers specific commitment to achieve a desired result, goals must be set within a
strategic framework.
-Theory of goal setting is one of the most researched topics in management
SMART goals - Answers specific, measurable, achievable, realistic/relevant, time-bound
-When SMART goals work: established, stable situations
-When SMART goals don't work: fast paced, fluctuating environments
Result-centered Approach - Answers Benefits: easily understood and measurable, can be
specified in advanced
Downsides: May not accurately measure performance
Process centered approach - Answers Benefits: views performance holistically rather than
based solely on outcomes, growth mindset
organizational culture - Answers shared assumptions, values and artifacts that dictate to
employees what behaviors are considered appropriate
Contingency (or situational) Theory: - Answers different contexts require different approaches
Chester Barnard taught - Answers Entropy/Negative Entropy
Von Bertanfly - Answers Organizations as organizisms
Stack ranking - Answers performance evaluation model by which employee's ranked directly
against every other employee in their team/unit with a certain % required to be labeled as "good",
"average", "below ave," "poor"
Organizational Structure - Answers coordinates people, tasks, and activity to carry out a purpose
-companies must readdress structure to fit biz landscape
-designing organizational structure for 200+ yrs
Organizational Chart - Answers communicates a companies organization
Departmentalization - Answers grouping people with related duties/skills
Division of Labor - Answers Chain of Command
Simple Structure
Functional Structure
Divisional Structure
Vertical Organizational structure
Horizontal organizational structure
Chain of Command - Answers (Structure up) span of control (structure down)
Who dictates? - Answers Authority
Responsibility
Delegation
Structural Rigidity - Answers Centralization/Decentralization/Formalization
Simple Structure - Answers Decision making centralized with business owner, no layers of
management, may lead to paralysis or stagnation
,functional structure - Answers group employees according to tasks, employees managed by
means of clear authority
divisional structure - Answers groups employees by products, services, geography or customers
Vertical organizational structure - Answers traditional company structure based on a chain of
command
Horizontal organizational structure - Answers focuses on teamwork to achieve goals, rapidly
expanding companies may experience problems, difficult and time consuming to restructure
cotemporary organizational structure - Answers move away from traditional hierarchy
-matrix organizations
-flatter organizational structure
Determine structure type: - Answers Environment
-mechanistic model
-organic model
-environmental stability
-strategy
-technology
-size
-financial condition
External Forces Driving Change: - Answers response to outside forces,
demographic/generational characteristics, customer and market change, social and political
pressure, technological advance
internal forces driving change: - Answers issues impacting productivity, management change,
organizational restructuring, positive disruptors
Why People Resist Change - Answers requires mental resources, personal threat,
uncertainty/distrust, fear and doubt about abilities, clashing perspectives
How employees react - Answers DADA syndrome:
Denial
Anger
, Depression
Acceptance
*Worst case, they leave
Lewins Basic Change Model - Answers unfreeze
change
re-freeze
70% of change programs fail due to... - Answers human issues (50%)
5 sources of meaning - Answers society and mission, customer, company, team, and me
Change Video: 5 Steps - Answers 1. Aspire: visual, strategize, targets
2. Assess: capabilities, mindset
3. Architect: plan, how to change people, role model, process
4. Act: story, wins
5. Advance: build leadership skills
Reduce change resistance - Answers education, communication, participation, negotiation,
manipulation (danger), coercion (danger)
Goal - Answers specific commitment to achieve a desired result, goals must be set within a
strategic framework.
-Theory of goal setting is one of the most researched topics in management
SMART goals - Answers specific, measurable, achievable, realistic/relevant, time-bound
-When SMART goals work: established, stable situations
-When SMART goals don't work: fast paced, fluctuating environments
Result-centered Approach - Answers Benefits: easily understood and measurable, can be
specified in advanced
Downsides: May not accurately measure performance
Process centered approach - Answers Benefits: views performance holistically rather than
based solely on outcomes, growth mindset
