MBA 704 Exam 2; Chapter 3 Questions
and Answers
what iiare iithe iiroots iiof iithe iiorganizational iitheory iifoundation? ii- iiAnswers ii-the
iihierarchical iibureaucracy iifrom iithe iibeginning iiemphasized iithe iineed iito iiadapt
iienvironmental iichange. iiUntil iirecently, iimodern iiorganizations iiwere iilargely iiself-
contained iiand iia iivertical iichain iiof iicommand iiwith iihigh iidegrees iiof iicontrol.
how iidid iiChester iibarnard iidefine iithe iiformal iiorganization? ii- iiAnswers ii-it iiis iia iisystem
iiof iiconsciously iicoordinated iiactivities iiof iitwo iior iimore iipersons. iithere iiis iian iiemphasis
iion iisystem iiand iipersons. iipeople iimake iiup iia iiformal iiorganization.
what iiwas iiChester's iiproblem iiwith iithe iiOG iitraditional iiorganizational iitheory ii-
iiAnswers ii-it iiwas iitoo iidescriptive iiand iisuperficial. iihe iiwas iidissatisfied iiwith iithe
iiclassical iibureaucratic iiview iithat iiauthority iishould iicome iifrom iithe iitop iidown;
iiauthority iishould iicome iifrom iithe iibottom iiup
barnard iistress iithe iicooperative iiaspects iiof iiorganizations. iihow? ii- iiAnswers ii-it
iireflects iithe iiimportance iihe iiattached iito iithe iihuman iielement iiin iiorganization
iistructure iiand iianalysis. iithe iiexistence iiof iia iicooperative iisystem iiis iicontingent iion iithe
iihuman iiparticipants' iiability iito iicommunicate iiand iitheir iiwillingness iito iiserve iiand
iistrive iitoward iia iicommon iipurpose. iithe iihuman iiplays iithe iimost iiimportant iirole iiin iithe
iicreation iiand iiperpetuation iiof iiformal iiorganizations
what iiwas iithe iifirst iimajor iidevelopment iiin iiorganization iitheory? ii- iiAnswers ii-viewing
iithe iiorganization iias iia iisystem iimade iiup iiof iiinteracting iiparts. iithe iiopen iisystems
iiconcept, iiwhich iistresses iithe iiinput iiof iithe iiexternal iienvironment, iihas iihad iia
iitremendous iiimpact iion iimodern iiorganization iitheory.
this iidevelopment iiwas iifollowed iiby iian iianalysis iiof iiorganizations iiin iiterms iiof iitheir
iiability iito iiprocess iiinformation iiin iiorganization iitheory iiis iithe iicontingency iiapproach.
iithe iipremise iiof iithe iicontingency iiapproach iiis iithat iithere iiis iino iisingle iibest iiway iito
iiorganize. iithe iiorganizational iidesign iimust iibe iifitted iito iithe iiexisting iienvironmental
iiconditions
what iiis iithe iimore iimodern iinatural iiselection/ecological iiview iiof iiorganizations? ii-
iiAnswers ii-challenges iithe iicontingency iiapproach. iiwhereas iithe iicontingency iiapproach
iisuggests iithat iiorganizations iichange iithrough iiinternal iitransformation iiand iiadaptation,
iithe iieco iiapproach iisays iithat iiit iiis iimore iia iiprocess iiof iithe iisurvival iiof iithe iifittest;
iithere iiis iia iiprocess iiof iiorganizational iiselection iiand iireplacement
, what iiare iithe iiinformation iiprocessing iiand iiorganizational iilearning? ii- iiAnswers ii-these
iiapproaches iito iiorganization iitheory iiare iibased iilargely iion iisystems iitheory iiand
iiemphasize iithe iiimportance iiof iigenerative iiover iiadaptive iilearning iiin iifast-changing
iiexternal iienvironments
Chris iiArgyris iix iilearning iiorganization: iiwhat iiis iithe iisingle-loop iiand iidouble-loop? ii-
iiAnswers ii-single-loop iilearning iiinvolves iiimproving iithe iiorganization's iicapacity iito
iiachieve iiknown iiobjectives. iiit iiis iiassociated iiwith iiroutine iiand iibehavioral iilearning.
iithe iiorganization iiis iilearning iiwithout iisignificant iichange iiin iiits iibasic iiassumptions ii
double-loop iilearning iireevaluates iithe iinature iiof iithe iiorganization's iiobjectives iiand iithe
iivalues iiand iibeliefs iisurrounding iithem. iithis iitype iiof iilearning iiinvolves iichanging iithe
iiorganizations iiculture. iiit iiconsists iiof iithe iiorganization's iilearning iihow iito iilearn
generative iilearning iivs iiadaptive iilearning ii- iiAnswers ii-Peter iisenge iiportrayed iithis
iitype iiof iiorganization iifrom iia iisystems iitheory iiperspective iiand iimade iithe iiimportant
iidistinction iibetween iiadaptive iiand iigenerative iilearning. iiadaptive iilearning iiis iisimple
iiand iiis iithe iifirst iistage iiof iithe iilearning iiorganization, iiadapting iito iienvironmental
iichanges ii
to iiadapt iito iichanging iicustomer iiexpectations iifor iiquality iiand iiservice, iiorganizations
iihave iistill iistruggled iiwith iitheir iibasic iiassumptions, iicultural iivalues, iiand iistructure.
iithey iihaven't iigone iibeyond iimere iiadaptive iilearning. iithe iimore iiimportant iigenerative
iilearning iiwas iineeded
generative iilearning iiinvolves iicreativity iiand iiinnovation, iigoing iibeyond iijust iiadapting
iito iichange iito iibeing iiahead iiof iiand iianticipating iichange. iithe iignerative iiprocess iileads
iito iia iitotal iireframing iiof iian iiorganization's iiexperiences iiand iilearning iifrom iithat
iiprocess
learning iiorganization
- iipresence iiof iitension
- iisystems iithinking ii
- iicultural iifacilitating iilearning ii- iiAnswers ii-presence iiof iitension
- iigap iibetween iivision iiand iireality ii
- iiquestioning/inquiry
- iichallenging iistatus iiquo ii
- iicritical iireflection ii
systems iithinking ii
- iishared iivision ii
- iiholistic iithinking ii
- iiopenness
cultural iifacilitating iilearning iiteamwork ii
- iiteamwork
and Answers
what iiare iithe iiroots iiof iithe iiorganizational iitheory iifoundation? ii- iiAnswers ii-the
iihierarchical iibureaucracy iifrom iithe iibeginning iiemphasized iithe iineed iito iiadapt
iienvironmental iichange. iiUntil iirecently, iimodern iiorganizations iiwere iilargely iiself-
contained iiand iia iivertical iichain iiof iicommand iiwith iihigh iidegrees iiof iicontrol.
how iidid iiChester iibarnard iidefine iithe iiformal iiorganization? ii- iiAnswers ii-it iiis iia iisystem
iiof iiconsciously iicoordinated iiactivities iiof iitwo iior iimore iipersons. iithere iiis iian iiemphasis
iion iisystem iiand iipersons. iipeople iimake iiup iia iiformal iiorganization.
what iiwas iiChester's iiproblem iiwith iithe iiOG iitraditional iiorganizational iitheory ii-
iiAnswers ii-it iiwas iitoo iidescriptive iiand iisuperficial. iihe iiwas iidissatisfied iiwith iithe
iiclassical iibureaucratic iiview iithat iiauthority iishould iicome iifrom iithe iitop iidown;
iiauthority iishould iicome iifrom iithe iibottom iiup
barnard iistress iithe iicooperative iiaspects iiof iiorganizations. iihow? ii- iiAnswers ii-it
iireflects iithe iiimportance iihe iiattached iito iithe iihuman iielement iiin iiorganization
iistructure iiand iianalysis. iithe iiexistence iiof iia iicooperative iisystem iiis iicontingent iion iithe
iihuman iiparticipants' iiability iito iicommunicate iiand iitheir iiwillingness iito iiserve iiand
iistrive iitoward iia iicommon iipurpose. iithe iihuman iiplays iithe iimost iiimportant iirole iiin iithe
iicreation iiand iiperpetuation iiof iiformal iiorganizations
what iiwas iithe iifirst iimajor iidevelopment iiin iiorganization iitheory? ii- iiAnswers ii-viewing
iithe iiorganization iias iia iisystem iimade iiup iiof iiinteracting iiparts. iithe iiopen iisystems
iiconcept, iiwhich iistresses iithe iiinput iiof iithe iiexternal iienvironment, iihas iihad iia
iitremendous iiimpact iion iimodern iiorganization iitheory.
this iidevelopment iiwas iifollowed iiby iian iianalysis iiof iiorganizations iiin iiterms iiof iitheir
iiability iito iiprocess iiinformation iiin iiorganization iitheory iiis iithe iicontingency iiapproach.
iithe iipremise iiof iithe iicontingency iiapproach iiis iithat iithere iiis iino iisingle iibest iiway iito
iiorganize. iithe iiorganizational iidesign iimust iibe iifitted iito iithe iiexisting iienvironmental
iiconditions
what iiis iithe iimore iimodern iinatural iiselection/ecological iiview iiof iiorganizations? ii-
iiAnswers ii-challenges iithe iicontingency iiapproach. iiwhereas iithe iicontingency iiapproach
iisuggests iithat iiorganizations iichange iithrough iiinternal iitransformation iiand iiadaptation,
iithe iieco iiapproach iisays iithat iiit iiis iimore iia iiprocess iiof iithe iisurvival iiof iithe iifittest;
iithere iiis iia iiprocess iiof iiorganizational iiselection iiand iireplacement
, what iiare iithe iiinformation iiprocessing iiand iiorganizational iilearning? ii- iiAnswers ii-these
iiapproaches iito iiorganization iitheory iiare iibased iilargely iion iisystems iitheory iiand
iiemphasize iithe iiimportance iiof iigenerative iiover iiadaptive iilearning iiin iifast-changing
iiexternal iienvironments
Chris iiArgyris iix iilearning iiorganization: iiwhat iiis iithe iisingle-loop iiand iidouble-loop? ii-
iiAnswers ii-single-loop iilearning iiinvolves iiimproving iithe iiorganization's iicapacity iito
iiachieve iiknown iiobjectives. iiit iiis iiassociated iiwith iiroutine iiand iibehavioral iilearning.
iithe iiorganization iiis iilearning iiwithout iisignificant iichange iiin iiits iibasic iiassumptions ii
double-loop iilearning iireevaluates iithe iinature iiof iithe iiorganization's iiobjectives iiand iithe
iivalues iiand iibeliefs iisurrounding iithem. iithis iitype iiof iilearning iiinvolves iichanging iithe
iiorganizations iiculture. iiit iiconsists iiof iithe iiorganization's iilearning iihow iito iilearn
generative iilearning iivs iiadaptive iilearning ii- iiAnswers ii-Peter iisenge iiportrayed iithis
iitype iiof iiorganization iifrom iia iisystems iitheory iiperspective iiand iimade iithe iiimportant
iidistinction iibetween iiadaptive iiand iigenerative iilearning. iiadaptive iilearning iiis iisimple
iiand iiis iithe iifirst iistage iiof iithe iilearning iiorganization, iiadapting iito iienvironmental
iichanges ii
to iiadapt iito iichanging iicustomer iiexpectations iifor iiquality iiand iiservice, iiorganizations
iihave iistill iistruggled iiwith iitheir iibasic iiassumptions, iicultural iivalues, iiand iistructure.
iithey iihaven't iigone iibeyond iimere iiadaptive iilearning. iithe iimore iiimportant iigenerative
iilearning iiwas iineeded
generative iilearning iiinvolves iicreativity iiand iiinnovation, iigoing iibeyond iijust iiadapting
iito iichange iito iibeing iiahead iiof iiand iianticipating iichange. iithe iignerative iiprocess iileads
iito iia iitotal iireframing iiof iian iiorganization's iiexperiences iiand iilearning iifrom iithat
iiprocess
learning iiorganization
- iipresence iiof iitension
- iisystems iithinking ii
- iicultural iifacilitating iilearning ii- iiAnswers ii-presence iiof iitension
- iigap iibetween iivision iiand iireality ii
- iiquestioning/inquiry
- iichallenging iistatus iiquo ii
- iicritical iireflection ii
systems iithinking ii
- iishared iivision ii
- iiholistic iithinking ii
- iiopenness
cultural iifacilitating iilearning iiteamwork ii
- iiteamwork
