BOLMAN - AND - DEAL Test Bank by Barbara McKeon

REFRAMING ORGANIZATIONS TEST BANK
Chapter 1
True/False
1. The structural frame sees organizations as factories.
2. The primary sources of managerial cluelessness are personality disorders and IQ.
3. Frames are also called maps, mental models, cognitie lenses, schema, and mind sets.
!. The e"plosie technological and social changes of recent years hae simplified our lies
and our understandings of the #orld.
$. The most effectie managers choose a single perspectie or frame, and %ecome highly&s'illed
specialists.
(. )ccording to *olman and +eal, multiframe thin'ing typically leads to confusion and
paralysis.
,. -odern organizations rely too much on an artistic approach to management and too little on
an engineering approach.
.. *olman and +eal argue that most managers and leaders hae trou%le understanding comple"
situations, not %ecause they lac' the intelligence, %ut %ecause they are una%le to adopt
multiple perspecties.
Answers
1. T /0. 1$1& 2hile the structural frame sees organizations as factories and machines3 the human
resource frame sees organizations as a family, the political frame sees organizations as
4ungles, and the sym%olic frame sees organizations as carnials, temples and theater.
2. F /0p. ,&.1 5 2hile it is true that some managerial cluelessness comes from psychological
fla#s, personality disorders, and IQ3 managerial cluelessness is primarily caused %y
clinging to entrenched mental models. This action does not allo# the manager to ma'e
sense of situations or it encourages the misinterpretation of those situations that do not
conform to these entrenched #ays of thin'ing.
3. T /0. 161 5 )ll of the images %rought to mind %y these different la%els help to illustrate the
notion of the use of frames.
!. F /0. (1 5 These e"plosie technological and social changes hae produced a #orld that is far
more interconnected, frantic and complicated. 2e find ourseles in oer our heads
/7egan, 188.1. Forms of management and organization #hich #ere effectie a fe# years
ago are no# o%solete.
$. F / 0. 1$1
(. F /0. 1.1
,. F /0p. 26&11
.. T
Multiple Choie
1. If, as a manager, you encounter an important pro%lem that seems almost impossi%le to sole3
*olman and +eal #ould li'ely suggest that you9
a. :ire a consultant #ho %rings the right 'no#ledge and e"pertise to the pro%lem
%. ;tand out of the #ay and let someone else #or' on the issue
c. Try using different lenses to analyze the pro%lem and deelop strategies
d. <all a meeting of eeryone #ho 'no#s a%out the issue and ma'e a group decision a%out
#hat to do
2. It is argued that een the smartest managers ta'e foolish actions in decision&ma'ing %ecause
they9
a. )re too cleer for their o#n good
%. :ae a parochial and distorted ie# of the pro%lem at hand
c. )re drien %y self&loe and ego, #hich stifle their a%ility to understand a situation
correctly
d. Fall into the trap of personality foi%les such as pride, haughtiness and unconscious need
to err
3. The political frame sees organizations as
a. <arnials
%. Factories
c. Families
d. =ungles
!. The most successful mangers rely on #hich of the four frames to diagnose their situation>
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
e. )ll of the a%oe
$. 2hich is not one of the four characteristics of the intuitie %lin' process>
a. <onscious
%. @ery fast
c. :olistic
d. ?esults in affectie 4udgments

(. *olman and +eal descri%e the actions of the successful manager as similar to a s'illed
carpenter using the right tools for the 4o%. Thus, a successful manager must9
a. -a'e sure their organizations are leel /i.e., %alanced1
%. 0ossess a dierse collection of high&Auality implements /i.e., frames1 along #ith the
'no#ledge of #hen and ho# to use them
c. -easure t#ice %ut cut once /i.e., not ma'e hasty decisions1
d. :ae the right #ood /i.e., employees1 for the 4o%
,. *olman and +eal %eliee
a. )ll of the social science research in organizational studies can %e meaningfully
categorized into four frames
%. That the field of management research is Auic'ly moing to#ards a unified approach to
understanding organizations
c. The ma4or schools of thought a%out organizations in the social sciences possess similar
assumptions %ut differ in their understandings of organizations
d. )cademic research has not contri%uted much to improe management practice
.. -ultiframe thin'ing
a. )llo#s managers to discern #hich of the four frames in their model is most effectie in
understanding a particular situation they are facing
%. <onfuses mangers %y presenting too many #ays to interpret a particular situation they
are facing.
c. )llo#s a manager to o%tain a more meaningful understanding of the situation they are
facing that any one frame alone #ould not proide
d. <larifies the ran' order of the accurateness of the multiple frames
Answers
1. c /0. 1.1 5 Bach frame has its o#n image of reality. )pplying and understanding the four
frames deepens your understanding of organization. This approach #ill allo# you to
deelop a solution %y #ay of a clearer understanding of the nature of the pro%lem. ;ince
you directly e"perience the pro%lem in a #ay a consultant cannot, an internal solution
may %e arried at more easily, #ithout the added e"pense of the consultants time.
2. % /0p. ,&.1 & -anagers get trapped in entrenched mental models that do not allo# them to
ma'e sense of or misinterpret situations that do not conform to these entrenched #ays of
thin'ing. This leads to foolish actions and decision ma'ing.
3. d /0. 1(1 & 2hile the political frame see organizations as 4ungles, the structural frame sees
organizations as factories and machines, the human resource frame sees organizations as
a family, and the sym%olic frame sees organizations as carnials, temples and theater
!. e /0. 181 5 ;uccessful managers do not rely on any one particular frame, rather employ
multiple frames to ma'es sense of situations they encounter.
$. a /0. 111 5 <onscious is not one of the four characteristics of the intuitie %lin' process
%ecause the %lin' process is engaged #ithout conscious a#areness.
(. % /0p. 13&1!1 5 Ci'e maps, frames are %oth #indo#s on a territory and tools for naigation.
Bery tool has distinct strengths and limitations. The right tool ma'es a 4o% easier. *ut
the #rong one gets in the #ay.
,. a. /0. 1!1 & The authors %eliee that the social science researchers hae deeloped multiple
perspecties through #hich to research and understand organizations. Bach perspectie
holding a uniAue set of assumptions. Bach of these perspecties proides a different
frame through #hich to e"amine organizations. They hae sorted these perspecties into
four underlying frames.
.. c /0p. 1.&181 5 Bach of the four frames proides a different image of organizations and a
different understanding of a particular situation a manager faces. Thus, using the four
frames creates a more meaningful understanding of organizations than any one frame
#ould alone.
Coneptual/Open!en"e" #uestions
1. Dltimately, #hat do *olman E +eal see at the primary the reason *o% Fardelli failed as
<BG of :ome +epot>
2. 2hat is a frame and #hat does it allo# a manger to accomplish>
3. 2hat is reframing and #hy is it an important s'ill for managers>
!. +escri%e the cognitie process called anchoring>
Answers
1. *o% Fardelli failed as <BG for :ome +epot %ecause he #as only a%le to see part of the
picture of #hat he #as facing. ;uccessful leaders hae the a%ility to see the #hole picture
from multiple frames. In the case study, the <BG of :ome +epot, *o% Fardelli, had an
incomplete picture of the operation that negatiely impacted :ome +epotHs results. :e
possessed that incomplete or distorted picture %ecause he oerloo'ed or misinterpreted
important signals. Implementing a command and control structure, he focused only on
operational efficiency at :ome +epot and he neglected the aspects of customer care that
made :ome +epot successful. Through his actions, he fundamentally changed :ome +epotHs
culture, #hich led to a decline in employee morale and customer serice. This course of
action seerely damaged his relationship #ith inestors and the %oard of directors of :ome
+epot. /0p. 3&!1
2. It is a set of ideas and assumptions that help a manager understand and negotiate a particular
territory. It permits a manger to register and assem%le 'ey %its of perceptual data into a
coherent picture of #hat is happening. It allo#s a manger to 'no# #hat she is up against and
ultimately, #hat she can do a%out it. /0. 111
3. ?eframing is the a%ility to %rea' frames 5 the a%ility to moe from utilizing one frame to
utilizing another frame to ma'e sense of the situation a manager faces. :aing the a%ility to
employ multiple frames allo#s a manger to create a more meaningful understanding of the
multitude of different situations she faces. ?eframing encourages a manager to use more
than one frame to ma'e sense of the situation. Bery frame has strengths and limitations, and
thus, each frame is more or less alua%le for ma'ing sense of a particular situation. /0p. 12&
131
!. )nchoring is a cognitie process that occurs #hen a decision ma'er loc's into a particular
ans#er to a pro%lem or understanding of a situation in spite of the fact that some of the facts
of the situation do not fit decision ma'erHs ans#er or understanding of the situation. /0. 121
Mathin$
1. -atch each frame #ith its corresponding metaphor9
FRAME META%&OR
;ym%olic Family
0olitical <arnial
;tructural =ungle
:uman ?esource Factory
Answers
1. B"hi%it 1.1, 0. 1.
The follo#ing frame and metaphor correspond #ith one another9
FRAME META%&OR
;ym%olic <arnial
0olitical =ungle
;tructural Factory
:uman ?esource Family
Chapter '
True/False
1. )ccording to *olman and +eal, the #orld #e see is primarily constructed from #ithin on the
%asis of the ideas and needs #e %ring to a situation. II thin' this one is too specific to a
particular authorJ
2. ?esearch has sho#n that indiiduals spin reality to support their e"isting %eliefs.
3. *olman and +eal argue that the most important causes of organizational pro%lems are
indiidual ineptitude, %ureaucratic red tape, and political thirst for po#er.
!. *olman and +eal %eliee that the field of organizational studies is fragmented.
$. ) 'ey source of error in the incident in #hich pilots mista'enly shot do#n friendly
helicopters oer IraA #as that the pilots sa# #hat they e"pected to see rather than #hat
#as there.
(. *olman and +eal %eliee that stricter rules and policies are the %est #ay of ma'ing a sic'
organization %etter.
,. ;enge and Gshry argue that Kfailure to read system dynamics traps us in a cycle of
%lame and self&defense.
.. *olman and +eal say that organizations are comple", surprising, frenetic, and am%iguous.
Answers
1. T /0. 381
2. T /0p. 38&!61 5 *ecause our theories are self&sealing filters, they tend to %loc' us from seeing
our errors. 2e are encouraged to see the #orld in a #ay that supports our e"isting %eliefs,
%ut not in #ays that challenge and disrupt our e"isting %eliefs.
3. F /0p. 2$&2.1 5 These perceied causes are common fallacies in e"plaining organizational
pro%lems.
!. F /0. !11 5 They %eliee it to %e pluralistic. It offers a rich assortment of lenses for
understanding organizations.
$. T /0p. 3(&3,1 5 Gften, %ecause of our e"isting mental models, #e see #hat #e 'no# or
%eliee rather than #hat is actually happening. The pilots had %een trained to learn scripts of
destroying enemy aircrafts that they loc'ed on and this inhi%ited them from seeing #hat #as
actually there.
(. F /0p. 2,&2.1 5 ;tricter policies might #or' in cases #here an organization needs more
control, %ut often #ill ma'e things #orse %y generating %ureaucratic rigidity, inhi%iting
freedom and fle"i%ility, stifling innoation and generating reams of red tape.
,. T /0. 3$1
.. F /0p. 31&321
Multiple Choie
1. In their %oo' entitled Organizations, =ames -arch and :er%ert ;imon %eliee
a. in the rational man theory.
%. that organizational mem%ers ma"imize their utility #hen ma'ing decisions.
c. that organizational mem%ers satisfice #hen ma'ing decisions.
d. that organizational mem%ers consider all of the possi%le options aaila%le and pic'
the %est one #hen ma'ing decisions.
2. +ecision ma'ers tend to respond LLLLLLLLLL to an option that has a ,6 per cent chance of
success as compared to an option that has a 36 percent chance of failure.
a. Cess faora%ly
%. -ore faora%ly
c. BAually faora%ly
3. *olman and +eal discuss four %asic characteristics of organizations that challenge managers.
Grganizations are9
a. <omple", surprising, deceptie, am%iguous
%. )imless, am%ling, a#'#ard, apra"ic
c. Free&flo#ing, fla#ed, frenetic, far&flung
d. +ysfunctional, disappointing, disorganized, demoralizing
!. 2hich one of these is not a common fallacy in e"plaining organizational pro%lems identified
%y *olman and +eal>
a. *laming people
%. Thirsting for po#er
c. ;ystem #ea'nesses
d. *laming the %ureaucracy
$. )ccording to *olman and +eal, tur%ulent, rapidly shifting situations reAuire the organization
to LLLLLLLLLL.
a. <ontinuously inest in the latest technologies
%. Dtilize only short&term sources of capital
c. <reate strategies for (&month periods
d. Cearn %etter and faster
(. *arry Gshry %eliees that system %lindness
a. Gccurs in a limited amount of organizations
%. Is caused %y feeling oer#helmed %y comple"ity, responsi%ility and oer#or' in
employees at the %ottom
c. Is rooted in trou%led relationships %et#een groups that hae little grasp of #hatHs a%oe
or %elo# their leel
d. Traps us in a cycle of %laming and self defense
e. c and d
,. *olman and +eal %eliee that organizations dealing #ith a complicated and uncertain
enironment should try to ma'e it simpler %y
a. +eeloping %etter systems and technology to collect and process information
%. +eeloping %etter mental maps to anticipate complicated and unforeseea%le pro%lems
c. *rea'ing comple" issues into smaller chun's and assign them to specialized indiiduals
of units
d. :iring or deeloping professionals #ith sophisticated e"pertise in handling thorny
pro%lems.
.. The #orld that #e perceie is for the most part9
a. constructed o%4ectiely
%. e"isting independent of us
c. constructed internally on the %asis of indiidualsH %eliefs and perceptual filters
d. +ependent upon the Auality of our sight
Answers
1. c /0p. 2(&2,1 & =ames -arch and :er%ert ;imon do not %eliee a, %, or d. They %eliee
indiiduals and organizations hae limited information and restricted a%ility to process #hat
is aaila%le. Thus, organizational mem%ers satisfice9 #hen ma'ing decision rather than
consider all of the possi%le options aaila%le and pic' the %est one.
2. % /0. !61 Ben though they are statistically identical, the decision ma'er responds more
faora%ly to a ,6M chance of success. This e"ample demonstrates the po#er of framing a
situation. The framing of a situation determines its meaning, not the situation itself.
3. a /0p. 31&321
!. c /0. 2$&281 5 a, %, and d are all fallacies in that they are oersimplifications of the pro%lem.
There is usually a larger systematic pro%lem in the organization that needs to %e addressed.
$. d /0. 331 5 They %eliee organizations need to learn %etter and faster from e"periences if
they are to %e successful.
(. e /0. 3$ 1 5 ;ystems %lindness is rooted in trou%led relationships %et#een groups that hae
little grasp of #hatHs a%oe or %elo# their leel and it traps us in a cycle of %laming and self
defense. It is top managers that feel oer#helmed %y comple"ity, responsi%ility and
oer#or'.
,. % /0. 3(1 5 2hile a, c, and d are options for help in dealing #ith a complicated and uncertain
enironment, *olman and +eal %eliee they are not sufficient. The 'ey to dealing #ith these
eents is to deelop %etter mental maps to anticipate complicated and unforeseea%le
pro%lems
.. c /0. 381 5Gur personal theories construct our realities %y guiding us as to #hat to attend to in
our enironment. There is simply too much happening for us to attend to eerything. Gnce
#e perceie this limited amount of information from our enironment, our personal theories
determine ho# #e interpret this information to construct our reality.
1. In the e"ample in the te"t, the t#o D.;. F&1$< pilots patrolling the no&fly zone in post Nulf
2ar Forthern IraA, #ho shot do#n the t#o )merican *lac'ha#' helicopters, #ere descri%ed
as doing the normal human thing in the face of am%iguous perceptual data. 2hat #as that
normal human thing>
2. )ccording to *olman and +eal, #hat are the t#o adantages of #ell&grounded, deeply
ingrained, personal theories>
3. 2hat are three of the ma4or sources of am%iguity in organizations identified %y *olman and
+eal>
!. B"plain #hat *olman and +eal mean #hen they state #hat #e e"pect determines #hat #e
get> Dse the e"amples in the te"t to e"plain.
Answers
1. They filled in gaps %ased on #hat they 'ne#, #hat they e"pected, and #hat they #anted to
see. The lead pilot thought he had spotted t#o :inds 5 ;oiet&made helicopters used %y
the IraAis. *ut in reality they #ere t#o )merican D:&(6 *lac' :a#' helicopters. Gnce the
pilot sa# the helicopters, he believed he #as seeing enemy helicopters. :e then
selectiely matched up incoming scraps of isual data #ith a reasona%le cognitie scheme
of an enemy silhouette /;noo', 2666, p. .61. /0p. 3(&3,1
2. They tell us #hat is important in a situation and #hat can %e safely ignored and they group
scattered %its of information into managea%le patterns. /0. 381
3. The sources are9 aaila%le information is incomplete or ague3 different people interpret
information in different #ays depending on mindsets and organizational doctrines3
sometimes it is intentionally generated as a smo'e screen to conceal pro%lems or steer clear
of conflict, much of the time3 eents and processes are so intricate, scattered, and
uncoordinated that no one can fully understand the real truth3 #e are not sure #hat the
pro%lem is3 #e are not sure #hat is really happening3 #e are not sure #hat #e #ant3 #e do
not hae the resources #e need3 #e are not sure #ho is supposed to do that3 #e are not sure
ho# to get #hat #e #ant3 #e are not sure ho# to determine if #e hae succeeded. /0. 331
!. Fot only do our frames /i.e., mental maps1 influence ho# #e interpret our #orld, they
influence ho# our e"periences unfold. In support of this, *olman and +eal use the e"ample
of the place%o effect and school teachers #ho #ere told that random students #ere
spurters. The studentHs academic performance actually did spurt. Thus, the patientsH and
teachersH %eliefs %ecame reality, not %ecause they #ere true %ut simply %ecause they %elieed.
/0. !61
Chapter (
True/False
1. Gne of the assumptions of the structural frame is that organizations #or' %est #hen
rationality preails oer personal agendas and e"traneous pressure.
2. The essence of lateral coordination is that higher leels control the #or' of su%ordinates
through authority, rules and policies, and planning and control systems.
3. =ames +. Thompson in his %oo' Organizations in Action: Social Science Bases of
Administrative Theory Uncertainties states that uncertainty poses ma4or challenges to
rational thin'ing in organizations, and he further argues that technologies and
enironments are sources of uncertainty.
!. ?ules, policies, standards, and standard operating procedures limit indiidual discretion and
help ensure that %ehaior is predicta%le and consistent.
$. Grganizations are most effectie #hen indiiduals and su%&units stic' to their 'nitting and
focus on their o#n priorities.
(. The ;tructural perspectie emphasizes dealing #ith organizational issues %y changing people
through training, rotation, promotion and dismissal.
,. Grganizational gro#th spa#ns informality and simplicity.
.. *olman and +eal tell us that formal meetings in organizations are a form of ertical
coordination.
Answers
1. T /0. !,1 5 0ersonal agendas and e"traneous pressure are not consistent #ith achieing the
esta%lished goals and o%4ecties of the organization 5 its raison dHOtre.
2. F /0p. $!, $(1 5 This is the definition of vertical coordination. Cateral coordination
techniAues include formal and informal meetings, tas' forces coordinating roles, matri"
structures, and net#or's.
3. T /0. !81 5 The t#o primary sources of this uncertainty are technology and the enironment.
!. T /0. $!1 5 ?ules and policies goern conditions of #or' and specify standard #ays of
completing tas's, handling personnel issues, and relating to customers and other 'ey
players in the outer enironment. This helps ensure that similar situations are handled in
compara%le #ays, reducing particularism /0erro#, 18.(1 5 responding to specific
issues on the %asis of personal #hims or political pressures unrelated to organizational
goals.
$. F /0. $31 5 This leads to su%optimization of organizational effectieness since each unit
focuses on achieing its o#n goals rather than focusing on the organizations oerall
mission. Bfforts %ecome fragmented and performance suffers. Indiidual units must
coordinate their effort #ith other units to ma"imize organizational effectieness.
(. F /0. !,1 5 This is #hat the human resource approach emphasizes, #hile the structural
perspectie emphasizes putting people in the right roles and relationships.
,. F /0. (21 Grganizational gro#th spa#ns formality and comple"ity.
.. F /0. $,1
Multiple Choie
1. 2hen defining an organizationHs structure, the 'ey consideration should inole9
a. )llocation of responsi%ilities across different units and mem%ers, as #ell as the
integration of these efforts in pursuit of common goals.
%. The num%er of organizational leels and their %readth.
c. The leel of centralization ersus decentralization of responsi%ilities.
d. :o# to effectiely motiate organizational mem%ers to ma"imize their performance.
2. )n organizationHs structure should not %e dependent upon
a. Its #or'force
%. Noals
c. Bmotional lia%ility
d. Technology
3. 0atriarchal organizations are characterized %y a9
a. Fi"ed diision of la%or
%. :ierarchy of offices
c. ;et of rules goerning performance
d. +ominant father figure, a ruler #ith almost unlimited authority and po#er
!. The e"ample of Dnited 0arcel ;erice /D0;1 #as used to illustrate that>
a. 0eople prefer organizational structures #ith more choice and latitude
%. Coosely structured organizations create enironments that enhance innoation
c. Formal structure enhances morale if it helps organizational mem%ers complete their #or'
d. 0eople prefer %eing controlled %y organizations
$. 2hen designing the structure of an organization, creating roles and units yields the %enefits
of specialization %ut creates pro%lems of LLLLL>
a. 0ay scales for the arious roles
%. :o# to motiate the employees in each unit
c. <oordination and control
d. 2here to locate the different units

(. *olman and +eal attri%ute FB-)Hs failure to adeAuately respond to :urricane 7atrina to9
a. FB-) +irector -ichael *ro#nHs lac' of leadership.
%. FB-)Hs reduced autonomy and shift in priorities to national security and a#ay from
disaster management #hen it %ecame part of the +epartment of :omeland ;ecurity.
c. FB-)Hs lac' of e"pertise in disaster management.
d. The sheer size of the catastrophe.
,. The t#o primary methods of coordinating indiidual and group efforts and lin'ing local
initiaties #ith oerall organizational goals are9
a. -onthly and %i&annual coordination
%. 2ee'ly and monthly coordination
c. Bmail and ideo conferencing coordination
d. @ertical and lateral coordination
.. Forecasting and measuring organizational performance is accomplished through LLLLLL.
a. 0lanning and control systems.
%. ?ules and regulations.
c. Formal authority.
d. ;tandard operating procedures.
8. Cateral coordination is often achieed through
a. ?ules and regulations
%. )uthority and delegation
c. -eetings and tas' forces
d. ) clear chain of command
16. LLLLLLLLLL are %ecoming more prealent in fast moing fields li'e %iotechnology, #here
'no#ledge is so comple" and #idely dispersed that organizations find it impractical to
e"ercise initiaties alone.
a. Inter&organizational net#or's
%. -atri" structures
c. Tas' forces
d. ?ules and regulations
11. 2hen deciding ho# to coordinate #or' roles and units in an organization it is %est to
a. Dse either ertical or horizontal coordination %ut not %oth
%. *ase the choice on the #or'ersH preference
c. *ase the decision on the leaderHs preference
d. *ase the choice on the organizationHs enironment
Answers
1. a /0p. !,, $21 5 it has to do #ith ho# to diide the organizationHs #or' /differentiation1 and
then ho# to coordinate it /integration1. * and c are concerns %ut not the 'ey Auestions
around deeloping an organizational structure. 2hile d is a concern of the human
resource frame.
2. c /0. !,1 5 a, %, and d are all things that should %e ta'en into account #hen esta%lishing an
organizationHs structure., #hile emotionality should not %e a ma4or factor in
organizational design.
3. d /0. !.1 5 a, %, and c are features of #hat 2e%er descri%ed as a monocratic %ureaucracy,
#hich is an organization structure %ased on rationality rather than personal po#er and
relationships in patriarchal organizations.
!. c /0p. $6&$11 5 0eople li'e formal structure only #hen it helps them get their #or' done. It
has a negatie impact if it gets in the #ay of people doing their 4o%s, %uries them in red
tape, or ma'es it too easy for management to maintain a tight control.
$. c /0. $31 5 a, %, and d #hile concerns, are not directly related to organizational design. 2or'
needs to %e integrated across roles and units for the organization to %e effectie in
achieing its mission.
(. % /0. $31 5 2ith this e"ample, *olman and +eal are ma'ing the point that central control,
#hile sometimes %eneficial, may also %e detrimental. 2hile, the creation of the
+epartment of :omeland ;ecurity came #ith the %enefit of coordinating disparate
goernment organizations that dealt #ith terrorism, it also reduced FB-)Hs autonomy
and shifted its priorities a#ay from disaster management #hich did not allo# it to
effectiely respond to :urricane 7atrina.
,. d /0p. $!, $(1 5 The t#o primary #ays are ertically through the formal chain of command
and laterally through meetings committees, coordinating roles, or net#or' structures.
.. a /0. $(1 5 )ll ans#ers hae to do #ith coordination and control %ut only a has to do #ith
forecasting and measuring.
8. c /0. $,1 5 a., %., and d. are methods of achieing ertical coordination.
16. a /0. $81 5 %., c., and d. are #ithin organization coordination and control efforts. 2hile a.
allo#s coordination across organizations.
11. d /0. (61 5 <oordination inside an organization should %e determined %ased on the
enironmental circumstances that e"ist in that specific organization.
1. 2hat is a core premise of the structural lens>
2. In #hat situations is a tightly controlled, top&do#n organizational structure effectie> In
#hat situations is it ineffectie>
3. 2hat are the structural imperaties identified %y *olman and +eal> In other #ords, #hat
is the uniersal set of internal and e"ternal parameters that organizations need to respond to
#hen choosing its structure>
!. :o# does structure influence #hat happens in the #or'place>
Answers
1. <lear #ell understood goals, roles, relationships and adeAuate coordination are essential to
organizational performance. The right structure forms a solid underpinning to com%at the
ris' that indiiduals #ill %ecome confused, ineffectie, apathetic or hostile. /0. !(1
2. It is effectie in simple, sta%le enironments. It is ineffectie in fluid, am%iguous ones.
3. ;ize and age, core process, enironment, strategy and goals, information technology, and the
nature of the #or'force. These are the dimensions of an organizationHs operational conte"t
that should %e considered #hen choosing an organizationHs structure. The implications of
each are outlined in B"hi%it 3.2, p. (3.
!. It proides a %lueprint for officially sanctioned e"pectations and e"changes among internal
players and e"ternal constituencies. Thus, it enhances and constrains #hat an organization
can accomplish. /0. $61
Chapter )
True/False
1. ;ally :elgesen, in discussing her conceptualization of structural possi%ilities, argues that the
idea of hierarchy is primarily a male&drien depiction, Auite different from structures
created %y female e"ecuties.
2. In -intz%ergHs model, the strategic ape" of an organization primarily e"erts pressures to
standardize.
3. In a machine %ureaucracy, the %ul' of the #or' is done in Auasi&autonomous units.
!. *olman and +eal attri%ute FB-)Hs failure to effectiely respond to :urricane 7atrina to a
failed restructuring plan.
$. +uring restructuring, the fie components of -intz%ergHs model of structural possi%ilities
indicate that top management has the most influence on the final outcome.
(. )s the comple"ity of the role structure of an organization gro#s, it needs more sophisticated
coordination strategies.
,. *olman and +eal use case e"amples from Nreyhound @an Cines and 7oda' to sho# that
reengineering normally produces dramatic organizational gains.
.. :elgesenHs #e% of inclusion model promotes a circular rather than hierarchical form, in
#hich #ea'nesses either at the center or the periphery of the #e% undermine the strength of
the oerall net#or'.
Answers
1. T /0. .(1 5 The #omen :elgesen studied had %uilt profoundly integrated and organic
organizations in #hich the focus #as on nurturing good relationships3 in #hich the
niceties of hierarchical ran' and distinction played little part3 and in #hich lines of
communication #ere multiplicitous, open, and diffuse /:elgesen, 188$, p. 161. 2omen
put themseles at the center of the organization, rather than the top.
2. F /0. ..1 5 The technostructure e"erts pressure to standardize.
3. F /0. .31 5 This description refers to the diisionalized form in -intz%ergHs model.
!. T /0. ,31 5 )lthough -ichael *ro#n to the hit for the failure, it #as attri%uta%le to the failed
restructuring plan that too' place #hen FB-) %ecome part of the +epartment of
:omeland ;ecurity. It gae FB-) another reporting leel and left its funding for
disaster relief ulnera%le due to the ne# emphasis on terrorism.
$. F /0p. ..&.81 5 +uring restructuring, each of the fie components has more or less influence
on the final outcome dependent on the organizations current structural configuration /i.e.,
#hether they are a machine %ureaucracy, professional %ureaucracy, simple structure,
diisionalized form or adhocracy1.
(. T /0. ,31 5 ?ules, policies, and commands hae to %e augmented %y lateral strategies 5
coordination strategies.
,. F /0p. .(, ..&.81
.. T /0p. .(&.,1
Multiple Choie
1. If employees are unclear a%out #hat they are supposed to do, they often
a. Tailor their roles around the most professional standards.
%. Tailor their roles around personal preferences.
c. Tailor their roles around industry standards.
d. Tailor their roles around organizational goals.
2. In Theory of the Firm9 -anagerial *ehaior, )gency <osts and G#nership ;tructure,
-ichael =ensen and 2illiam -ec'ling espouse that the primary alue of stoc' analysts is
a. Their a%ility to accurately pic' stoc's
%. Their a%ility to accurately alue stoc's
c. To proide insight on organization optimal structure
d. To proide oersight that puts heat on mangers to sere shareholdersH interest
3. The chief contri%ution of :enry -intz%ergHs conception of structural possi%ilities is9
a. ) detailed prescription of ho# to structure an organization in response to different
missions and e"ternal challenges to enision organizations as #e%s of inclusion
%. <lustering arious functions into groupings and sho#ing their relatie size and clout in
response to different missions and e"ternal challenges.
c. To enision organizations as organic, circular architectural forms
!. )s conceptualized %y -intz%erg, a simple structure consists of>
a. ) loose, fle"i%le, self&rene#ing organic form tied together mostly through lateral means.
%. )n operating core that is large relatie to its other structural parts and fe# managerial
layers e"ist %et#een the strategic ape" and operating core.
c. ) strategic ape" and an operating leel.
d. ) large support staff and a sizea%le technostructure, #ith many layers %et#een the ape"
and operating leels. +ecisions are made at the strategic ape", and day&to&day operations
are controlled %y managers and standardized procedures.
$. Cinu" Inc. is an e"ample of>
a. ) machine %ureaucracy organization
%. ) #e% organization
c. )n adhocracy organization
d. ) professional %ureaucracy organization

(. In -intz%ergHs model, LLLLLLLLLL resist control from the top and tend to pull an
organization to#ards %al'anization.
a. Top management
%. ;uperisors
c. Front&line employees
d. -iddle managers
,. 2hen a process is reengineeredK
a. Bmployees %egin to ma'e choices and decisions on their o#n
%. -anagers finally %egin to act li'e %osses
c. 2or'ers %ecome more #illing to follo# orders
d. =o%s get narro#er and more routine.
.. The reengineering effort at LLLLLLLLLL led to the crash of the companyHs stoc' and the
forcing out of management.
a. 7oda'
%. *eth Israel :ospital
c. <itit%an'
d. Nreyhound
8. In :enry -intz%ergHs conception of structural possi%ilities, the LLLLLLLLLL is composed of
specialists, technicians and analysts #ho standardize, measure, and inspect outputs and
procedures.
a. Gperating core
%. Technostructure
c. ;upport staff
d. )dministratie component
16. In :enry -intz%ergHs conception of structural possi%ilities, the LLLLLLLLLL is composed of
the #or'ers #ho proide products and serices to customers.
a. Gperating core
%. Technostructure
c. ;upport staff
d. )dministratie component
Answers
1. % /0. ,!1 If employees are unclear a%out #hat they are supposed to do, they often tailor their
roles around personal preferences.
2. d /0. ,,1 Through proiding oersight that puts heat on mangers to sere shareholdersH
interest stoc' analysts reduce agency costs for shareholders.
3. c /0. ,.1 5 % and d descri%e ;ally :elgesenHs model and a is the opposite of the ans#er, c.
-intz%ergHs model is a rough atlas of the structural terrain that helps managers get their
%earings.
!. c /0. ,81 5 a is an adhocracy, % is professional %ureaucracy, and d is machine %ureaucracy
$. % /0. .,1
(. d /0. ..1 5 -iddle managers resist control from the top and tend to pull the organization
to#ard %al'anization.
,. a /0. 811 5 %, c, and d are the opposite of #hat occurs under reengineering.
.. d./0. 831 5 a, %, and c all had successful implementations of reengineering.
8. % /0. ,.1 5 )ccounting and Auality control departments in industry, audit departments in
goernment agencies, and flight standards departments in airlines perform such technical
functions.
16. a /0. ,.1 5 teachers in schools, assem%ly&line #or'ers in factories, physicians and nurses in
hospitals, and flight cre#s in airlines perform such operating core functions.
1. 2hat do *olman and +eal mean #hen they state, #hen responsi%ilities are oerdefined,
people conform to prescri%ed roles and protocols in %ureaupathicH #ays>
2. 2hat #as the authorsH purpose in utilizing the e"ample of managed health care in #hich
medical decisions are reie#ed %y insurance companies, giing cler's far remoed from
the patientHs %edside the authority to approe or deny treatment>
3. )s descri%ed %y -ichael =ensen and 2illiam -ec'ling in their article entitled )gency costs
and o#nership structure, #hat is the agency pro%lem that e"ists in corporations>
!. *riefly e"plain -intz%ergHs conceptualization of structural possi%ilities and the modelHs
ma4or contri%ution the field of organizational theory.
Answers
1. They mean that employees rigidly follo# 4o% descriptions regardless of ho# much the
serice or product suffers. /0. ,!1
2. It is an e"ample an organizational structure that is too tight. Tight structures stifle fle"i%ility
and cause people to spend much of their time trying to %eat the system. In this e"ample,
the result is that many physicians lament spending more time tal'ing on the phone #ith
insurance representaties than seeing patients, and as a result of the tight controls,
insurance proiders sometimes deny treatments that physicians see as urgent. /0p. ,$&(1
3. )n agency relationship is a structural arrangement created #heneer one party engages
another to underta'e some tas'. This relationship e"ists in corporations %et#een the
shareholders /the o#ners1 and the mangers /their agents1. The shareholders and o#ners
%oth see' to ma"imize their utility, %ut their interests often dierge. If you are a sole
proprietor, a dollar of the firmHs money is a dollar of yours as #ell. *ut if you are an
employee #ith no o#nership interest, you hae an incentie to pad your e"pense account or
schedule a %usiness meeting at an e"pensie resort %ecause youHre spending someone elseHs
money 5 this is the agency pro%lem in corporations. /0. ,,1
!. -intz%ergHs model hae fie components9 operating core, administratie component,
strategic ape", technostructure, and support staff. It is a %road description of the structural
terrain of organizations. It clusters arious functions of organizations into grouping and
sho#ing their relatie size and clout in response to different missions and e"ternal
challenge. It is composed of fie %asic structural configurations9 simple structure, machine
%ureaucracy, professional %ureaucracy, diisionalized form and adhocracy. /0p. ,.&81
Chapter *
True/False
1. -ore complicated pro4ects generally reAuire structure #ith clearly defined roles,
elementary forms of interdependence and coordination %y plan or command.
2. It is difficult to com%at )l QaedaHs decentralized and loose structure #ith traditional
command and control strategies.
3. Dnli'e %ase%all, foot%all reAuires intricate strategy and tightly meshed e"ecution.
!. )ccording to 7atzen%ach and ;mith, high&performance teams reAuire deelop an oerall
mission %ut it is not important that they create specific and measura%le performance goals
%ecause these #ould %e impede the teamHs performance.
$. To ensure organizational effectieness, structures should %e consistent across all teams
#ithin a particular organization.
(. ) groupHs structure needs to align #ith the #or' to %e done.
Answers
1. F /0. 1621 5 -ore complicated pro4ects generally reAuire more comple" forms9 fle"i%le roles,
reciprocal gie&and&ta'e, and synchronization through lateral dealings and communal
feed%ac'.
2. T /0. 1611 <ommand and control organizations are too infle"i%le and slo# to react to )l
QaedaHs hydra&li'e team structure.
3. T /0. 16.1 5 Cineman and offensie %ac's hear, see and often touch one another. Bach play
inoles eery player on the field. Bfforts re seAuentially lin'ed in a prearranged plan.
The efforts of indiidual players are independent %ut instead are tightly coordinated.
!. F /0. 1111 5.*oth an oerall mission and specific and measura%le performance goals are
necessary to create a high&performance team. 0erformance goals 'eep the team focused
and united and facilitate superior performance.
$. F /0. 1161 5 Ben #ithin an organization, team structures should ary %ased on the teamHs
purpose and conte"t.
(. T /0. 1621 5 The tas's assigned to groups ary in clarity, predicta%ility, and sta%ility. Tas'&
structure relationship in small groups is parallel to that in large organizations.
Multiple Choie
1. *olman and +eal %eliee the 'ey ingredient of a top&notch team is dependent on
a. <hoosing right leader for the team.
%. )deAuately funding the team.
c. The diersity of group mem%ers.
d. The appropriate %lueprint of roles and relationships.
2. 2hich team configuration is e"tensiely used at the 2hite :ouse to free the president to
focus on mission and e"ternal relations #hile leaing operational details to the chief of staff>
a. Gne %oss
%. +ual authority
c. ;imple hierarchy
d. )ll&channel net#or'
3. 2hich type of team configuration #or's #ell for amorphous or complicated tas's, %ut is
slo# and inefficient for simple tas's>
a. +ual authority
%. ;imple hierarchy
c. <ircle net#or'
!. 2hich type of team configuration #or's #ell #hen a tas' is diisi%le>
a. +ual authority
%. ;imple hierarchy
c. <ircle net#or'
$. 2hich one of the follo#ing teams is descri%ed %y *olman and +eal as li'e an
improisational 4azz %and>
a. *ase%all
%. Foot%all
c. *as'et%all
d. Nolf

(. )ccording to 7atzen%ach and ;mith /18831, high performance teams
a. Feed at least ten mem%ers for sufficient %readth of e"pertise
%. ;hould %e the smallest size that can get the 4o% done.
c. ;hould %e %et#een fie and seen mem%ers
d. ;hould %e the largest size that can %e afforded
,. The D.;. )rmy commando team descri%ed in the chapter #as successful %ecause
a. It aried its structure %ased in response to change in tas' and circumstances
%. It only too' on lo#&ris' operations compared to other commando teams
c. It had more talented mem%ers than other commando teams
d. It receied more education and training than other commando teams
.. In #hich sport is it easiest for players to transfer from one team to another>
a. *ase%all
%. Foot%all
c. *as'et%all
d. @olley%all
Answers
1. d /0. 1611 5 2hile all are important, the 'ey ingredient identified %y *olman and +eal is the
appropriate %lueprint of roles and relationships set in motion to attain common goals.
2. c /0. 16!1 In this configuration, a middle manager reports to the %oss and in turn superises
and communicates #ith others
3. d /0p. 16$&(1 This configuration creates multiple connections so that each person can tal' to
anyone else. Information flo#s freely.
!. a /0. 16!1 5 The dual authority configuration reduces the %ossHs span of control, freeing up
time to concentrate on mission, strategy or relationships #ith higher&ups.
$. c /0. 1681 5 *as'et%all teams reAuire a high leel of spontaneous, mutual ad4ustment.
(. % /0. 1111 5 :igh&performance teams should aim for the smallest size that can get the 4o%
done3 they should %e %et#een t#o and t#enty fie people.
,. a /0. 1661 5 %, c, and d are false. They did not ta'e on lo#&ris' operations compared to other
commando teams, hae more talented mem%ers than other commando teams, or receie
more education and training than other commando teams. ?esearchers pinpointed the
reason for the groupHs success9 the a%ility to reconfigure its structure to fit the situation.
.. a /0. 16.1 5 In all of the other teams, playersH performance is much more interdependent.
Thus, it is more difficult for a player to transfer from one team to another.
1. Identify the si" distinguishing characteristics of high&performance teams identified %y
7atzen%ach and ;mith /18831.
2. 2hat are the characteristics of a self&managed #or' team>
3. 2hat did the D.;. commando team do differently in deeloping their %attle plan and then in
e"ecuting this %attle plan.
!. 7atzen%ach and ;mith /18831 %eliee there is a clear difference %et#een undifferentiated
groups and sharply focused teams. :o# do they define a team>
Answers
1. 0. 111&2
They shape purpose in response to a demand or opportunity placed in their path,
usually %y higher management
They translate common purpose into specific, measura%le performance goals
They are of managea%le size
They deelop the right mi" of e"pertise
They deelop a common commitment to #or'ing relationships
-em%er of these teams hold themseles collectiely accounta%le
2. 0. 113
They manage themseles
They assign 4o%s to mem%ers
They plan and schedule #or'
The ma'e production 5 or serice&related decisions
They ta'e action to remedy pro%lems
3. In deeloping a %attle plan, the team #as participatie, democratic and reached decision %y
consensus. This participation encouraged creatiity, o#nership and understanding of the
%attle plan. In e"ecuting the %attle plan, the team had a #ell&defined, tightly controlled chain
of command. Bach indiidual had a specific assignment. )uthority, accounta%ility, and
clarity ena%led the team to #ith speed and efficiency during the %attle. /0. 166&11
!. ) team is a small num%er of people #ith complementary s'ills, #ho are committed to a
common purpose, set of performance goals and approach for #hich they hold themseles
mutually accounta%le /7atzen%ach and ;mith, 1883, 1121. /0. 1111
Chapter +
True/False
1. ?esearch in %ehaioral genetics regularly concludes that peopleHs genes and enironment
interact in comple" #ays to determine ho# they act.
2. *ecause of the preponderance of eidence, -aslo#Hs ie# is #idely accepted and
enormously influential in management practice.
3. )rgyris and -cNregor %eliee there is no inherent person&structure conflict %uilt into
traditional principles of organizational design and management.
!. )s reported %y 7leinfeld /188(1, according to a poll ta'en in 188(, ,$M of D.;. #or'ers felt
companies had %ecome less loyal to their employees, %ut (!M of #or'ers felt that
employees remained loyal to their companies. /I thin' this item is too specific to a
particular poll in a specific year1
$. ?esearch sho#s that do#nsizing often hurts firm performance more than it helps.
(. 0rior to the esta%lishment of the human resource frame, it #as #idely assumed that the
#or'ers duty #as to simply #or' and follo# orders, #ith no rights %eyond a paychec'.
,. )ccording to )rgyris and -cNregor, employee a%senteeism, alienation, and resistance are a
predicta%le conseAuence of traditional principles of organizational design and
management.
.. )ccording to *olman and +eal, the theories of -aslo#, -cNregor, and )rgyris suggest that
the conflict %et#een indiiduals and organizations #ould %e eliminated as people %ecame
more highly educated and more affluent.
Answers
1. T /0. 1231 5 In e"treme forms, %oth the nature and nurture arguments are misleading. The
ma4ority of scholars see human %ehaior as resulting from and interplay of heredity
and enironment.
2. F /0. 12$1 & -aslo#Hs ie# is #idely accepted and enormously influential in management
practice %ut not %ecause of the preponderance of eidence. )ttempts to alidate the
model hae produced mi"ed results.
3. F /0. 12,1 5 )rgyris and -cNregor sa# person&structure conflict %uilt into traditional
principles of organizational design and management. The structural concept of tas'
specialization defines 4o%s as narro#ly as possi%le to improe efficiency. *ut this
tas' specialization ma'es people feel dehumanized, frustrated and angry.
!. F /0. 13$1 5 #hile the first part of the statement is true, the second part is false. (!M of D.;.
#or'er felt that employees #ere less loyal to the companies.
$. T /0. 13!1 5 Ben #hen it has paid off in manufacturing #hen ne# technology and smart
management com%ine to ena%le fe#er people to do more, it ris's trading short&term
gains for long&term decay. *ut oerall, research sho#s that cutting employees hurts
firm performance more often than helps.
(. T /0. 1211 5 The human resource frame criticized this assumption on t#o grounds9 it #as
unfair, and it #as %ad psychology.
,. T /0p. 118&261
.. F /0. 12!1
Multiple Choie
1. -ary Follett and Blton -ayo argued that
a. 2or'ersH s'ills attitudes, energy, and commitment are ital resources that can ma'e or
%rea' an enterprise.
%. 2or'ers rarely #or' as hard as they should.
c. It is the duty of the employee to #or' hard and follo# orders.
d. 2or'ers need organizations much more that organizations need #or'ers.
2. In academic circles,
a. There is shared understanding that managers #ould %enefit from focusing on employeesH
psychic needs as opposed to specific performance goals
%. The concept of need has %een proen meaningless.
c. Beryone appreciates the concept of need.
d. The concept of need is controersial.
3. -aslo#Hs :ierarchy of Feeds model
a. :as %een scientifically alidated
%. )ssumes that lo#er leel needs must %e fulfilled %efore higher leels needs can %e
fulfilled
c. Identifies esteem need as the highest human need
d. Identifies loe as the most %asic human need
!. Theory P assumes that
a. The tas' of management is to arrange conditions so that people can achiee their o#n
goals %y directing their efforts to#ard organizational re#ards
%. ;u%ordinates are actie, am%itious, and li'e to ta'e initiatie
c. ;u%ordinates are passie and lazy
d. -anagement needs to align organizational reAuirements #ith employeesH self interest.
$. 2hat is the message of the <harlie <haplin film Modern Times>
a. Industrial organizations e"ist to ma"imize profit.
%. Industrial organizations a%use #or'ers and treat them li'e infants.
c. Industrial organizations ma"imize efficiency.
d. Industrial organizations respect #or'ers as long as they are productie.

(. )s a result of a shift from a production&intensie to an information&intensie glo%al
economyK
a. -anufacturing 4o%s are ma'ing a come%ac'.
%. Co#&s'ill #or'ers hae %etter 4o% prospects than in the past.
c. =o%s reAuire much higher s'ill leels than in the past.
d. Grganizations are %ecoming more centralized.
,. The e"ample of )l +unlap #hen he headed ;cott 0aper is used to illustrate
a. The long&term effectieness of do#nsizing on organizational performance.
%. The long&term negatie effects of do#nsizing on employee morale and organizational
performance.
c. The positie effects of employee stoc' options on organizational performance.
d. The effectieness of employee %enefits programs on organizational performance.
.. )t the top of -aslo#Hs :ierarchy on needs is
a. ;elf&actualization
%. 0hysiological
c. ;afety
d. Bsteem
8. The human resource frame focuses on9
a. The relation %et#een moties and personal gro#th.
%. The e"istential dilemmas of the human condition.
c. )lignment %et#een the characteristics of people and organizations.
d. 2hy human resources are more important than financial resources to organizational
success.
16. The %est summary of -cNregorHs Theory P and Theory Q is9
a. Theory P #or's %est #hen employees hae limited motiation and s'ill, #hile Theory
Q is more appropriate for employees #ith higher leels of motiation and s'ill.
%. Theory P generates a self&fulfilling prophecy, %ut Theory Q does not.
c. Theory P relies on e"ternal direction #hereas Theory Q relies on self&control and
internal motiation.
d. Theory Q is %ased on -a" 2e%erHs theory of %ureaucracy, #hereas Theory P is
deried from -aslo#Hs hierarchical theory of motiation.
Answers
1. a /0. 1211 %, c, and d are the opposite of #hat Follett and -ayo %elieed.
2. d /0. 1221 a, %, and c are false. ;ome theorists argue that the idea is too ague and refers to
something difficult to o%sere. Gthers say that people hae needs that are so aria%le and
strongly influenced %y their surroundings that the concept offers little help in e"plaining
%ehaior.
3. % /0p. 12!&$1 a, c, and d are false.
!. c /0p. 12$&(1 5 a, %, and d are assumptions of Theory Q.
$. % /0. 12,1 5 2hile a and c might %e true, they are not the message of the film. Ben if
#or'ers are productie, the film implies that industrial organizations neer respect
#or'ers.
(. c /0p. 132&31.
,. % 2hile ;cott 0aper did initially realize short economic %enefits, its employee morale and
mar'et share %oth decreased oer the long term.
.. a /0. 12!1 5 )t the %ottom of -aslo#Hs :ierarchy of Feeds is physiological needs %elo#
safety, socialR%elonging, esteem and self&actualization needs, respectiely. Gnly once a
lo#er need is fulfilled are indiiduals motiated %y higher leel needs.
c 1 5 It introduces the human resource frame. It focuses on the human side of
organizations. It summarizes the assumptions underlying the human resource frame,
e"amines ho# peopleHs needs are either satisfied or frustrated at #or', and loo's at
todayHs changing employment contract and its impact on people and organizations.
8. c.
16. c.
1. *olman and +eal descri%e -c2ane and Fucor as representing opposite poles in a perennial
de%ate a%out the relationship %et#een people and organization. 0lease descri%e these
opposite poles.
2. 2hat are the core assumptions of the human resource frame>
3. +efine the concept of need>
!. 2hat does it mean that the Theory P approach is self&fulfilling>
$. Identify the si" #ays that <hris )rgyris identified that employees try to stay sane %y loo'ing
for #ays to escape the po#erlessness and frustrations associated #ith %eing in a 4o% that are
defined as narro#ly as possi%le to improe efficiency such as on an automo%ile assem%ly
line.
Answers
1. Gn one pole, -c2ane sees indiiduals as o%4ects to %e e"ploited %y organizations. Gn the
opposite pole, Fucor holds that the needs of indiiduals and organizations can %e aligned,
engaging peopleHs talent and energy #hile the enterprise profits. /0. 1211
2. /0. 1221
Grganizations e"ist to sere human needs rather than the conerse.
0eople and organizations need each other. Grganizations need ideas, energy, and
talent3 people need careers, salaries, and opportunities.
2hen the fit %et#een indiiduals and system is poor, one or %oth suffer. Indiiduals
are e"ploited or e"ploit the organization 5 or %oth %ecome ictims.
) good fit %enefits %oth. Indiiduals find meaningful and satisfying #or', and
organizations get the talent and energy they need to succeed.
3. ) need is a genetic predisposition to prefer some e"perience oer others. Feeds energize and
guide %ehaior and ary in potency at different times. /0. 1231
!. 2hether hard or soft, the Theory P approach is self&fulfilling9 if you treat people as if theyHre
lazy and need to %e directed, they conform to your e"pectations. /0. 12(1
$.
They #ithdra# 5 through chronic a%senteeism or simply %y Auitting.
They stay on the 4o% %ut #ithdra# psychologically, %ecoming indifferent, passie and
apathetic.
They resist %y restricting output, deception, feather%edding, or sa%otage.
Try to clim% the hierarch to %etter 4o%s.
They form alliances /such as la%or unions1 to redress the po#er im%alance.
They teach their children to %eliee that #or' is unre#arding and hopes for adancement
are slim.
Chapter ,
True/False
1. )lthough it is a no%le idea, no research eidence e"ists that supports the notion of inesting
in employees and responding to their needs.
2. )lthough eidence is mounting that high inolement, high performance or high
commitment management practices demonstrate positie economic returns, trends in actual
management practice are often moing e"actly opposite to #hat this eidence indicates.
3. Frederic' :erz%erg felt that improing hygiene factors #as central to increasing #or'erHs
motiation.
!. *ecause gain sharing plans hae had a positie impact on performance, they hae %een
Auic'ly adopted %y the ma4ority of companies.
$. Bffectie implementation of employee stoc' o#nership programs /B;G0s1 is dependent upon
employees learning and driing the %usiness disciplines that help the company do #ell.
(. 2hen a group of pilots applying #ith ;outh#est )irlines #as as'ed to change into *ermuda
shorts for their interie#s, t#o pilots declined. These #ere not hired.
,. In the doll&painting case, the %lue&collar #or'ers controlled the speed of the %elt, #hich
produced a su%stantial loss of speed and efficiency.
.. T&Nroups and ;urey Feed%ac' %oth played an important role in the eolution of
organization deelopment /G+1.
Answers
1. F /0. 1!61 5 Fumerous studies hae supported this notion.
2. T /0. 1!11 5 -anagers might pursue less effectie strategies %ecause they operate under
Theory P assumptions. Thus, they fear losing control or indulging #or'ers. )lso,
inesting in #or'ers reAuires time and persistence to yield a payoff. Faced #ith relentless
pressure for immediate results, mangers often conclude that slashing costs, changing
strategy, or reorganizing is more li'ely to produce a Auic' hit.
3. F /0. 1$31 5 :erz%ergHs %elief that improing motivators through 4o% enrichment #as
essential to improing employee motiation.
!. F /0. 1!,1 5 )lthough they hae %een sho#n to hae a positie impact on performance and
profita%ility /7anter, 18.81, they hae spread slo#ly %ecause they reAuire significant
changes9 cross&unit teams, suggestion systems, and more open communication of financial
information to employees.
$. T /0. 1!.1 5 ?osen and others /266$1 argue that B;G0Hs success is dependent on effectie
implementation of three elements of the eAuity model /p. 1819
Bmployees must hae a significant o#nership share in the company.
The organization needs to %uild an o#nership culture /p. 3!1 %y sharing
financial data, inoling employees in decisions, %rea'ing do#n the hierarchy,
emphasizing teams and cross&training, and protecting 4o%s.
It is important that employee %oth learn and drie the %usiness disciplines that
help their company do #ell /p. 3.1. +epending on the company, the 'ey
discipline might %e technical innoation, cost control, or customer serice, %ut
employees understand #hat it ta'es to ma'e the company competitie and focus
on ma'ing it #or'.
(. T /0. 1!31 5 This e"ample #as used to demonstrate the importance of hiring people that fit
the companyHs mold or culture.
,. F /0. 1$61
.. T /0p. 1$,&.1
Multiple Choie
1. 2hich of the follo#ing companies hires %ased primarily on intelligence>
a. -icrosoft
%. Noogle
c. ;outh#est
d. Bnterprise
2. To %ecome the industryHs most profita%le firm, <ostcoHs formula for success is to pay
employees LLLLLLLLLL and charge customers LLLLLLLLLL than its %iggest competitor, ;amHs
<lu%.
a. less, less
%. less, more
c. more, less
d. more, more
3. ;tudies hae sho#n that employee participation
a. Increases morale %ut not productiity
%. Increases productiity %ut not morale
c. Increases neither productiity nor morale
d. Increases productiity and morale
!. Bgalitarianism implies
a. ) #or'place #here the emergent leader ma'es all of the decisions
%. ) democratic #or'place #here employees participate in decision ma'ing
c. ) #or'place #here the designated leader ma'es are 'ey decisions
d. ) repu%lican #or'place #here people are a%le to ma'e all of their o#n decisions
$. Total Quality -anagement /TQ-1 is
a. ) comprehensie strategy that com%ines structural and human resource elements.
%. ) comprehensie strategy %ased on the human resources frame.
c. ) comprehensie strategy %ased on the structural frame.
d. ) team structure that com%ines structural and human resource elements

(. The 2or'&Gut, implemented to address the slo# pace of change in his organization, #as
initiated %y
a. <olin 0o#ell of the D.;. )rmy
%. *ill Nates at -icrosoft
c. =ac' 2elch at Neneral Blectric
d. :er% 7eller at ;outh#est )irlines
,. The FD--I e"ample of the 4oint enture %et#een Neneral -otors and Toyota, #hile
recognizing that it #as not a trou%le&free paradise, #as used in the te"t to demonstrate
a. a successful implementation of TQ-
%. a successful implementation of T&groups
c. a successful implementation of surey feed%ac'
d. a successful implementation of team %uilding
.. For#ayHs legally mandated #or'er participation in decision ma'ing in 18,, has %een
a. *oth a success and a failure, as eidenced %y their rating near the %ottom of the %est
country to #or' in ran'ings, #ith %road prosperity, and lo# unemployment in a #ea'
economy
%. ) failure, as eidenced %y their rating near the %ottom of the %est country to lie in
ran'ings, #ith a #ea' economy, narro# prosperity at the top and high unemployment.
c. *oth a success and failure, as eidenced %y their rating near the top of the %est country
to #or' in ran'ings, #ith a strong economy, %ut #ith narro# prosperity at the top and
high unemployment
d. ) success, as eidenced %y their rating near the top of the %est country to lie in,
ran'ings, #ith a strong economy, %road prosperity, and lo# unemployment
8. The e"ample of <ircuit <ity and *est *uy #as used to demonstrate
a. The long&term competitie adantage of layoffs
%. The short&term competitie adantage of layoffs
c. The competitie adantage of 4o% security
d. The long&term competitie adantage of aggressie pricing
16. In discussing the changing %asis for pay, 7anter emphasizes the follo#ing trend9
a. ) decline in pay for all %ut the most senior e"ecuties.
%. ;u%stantial increases in pay for 'no#ledge #or'ers, %ut a decline for eeryone else.
c. ) shift from pay %ased on status to pay %ased on contri%ution.
d. ) shift to more egalitarian pay structure.
Answers
1. a /0. 1!31 5 Noogle hires on intelligence %ut also team#or'. Bnterprise actually hires from
the half of the class that ma'es the top half possi%le3 they focus on people s'ills.
;outh#est hires people #ith positie attitudes and #ell&honed interpersonal s'ills,
including a sense of humor.
2. c /0. 1!!1 5 <ompared #ith its competitors, <ostco has achieed higher sales olumes, faster
inentory turnoer and lo#er shrin'age.
3. d /0. 1$11 5 There more satisfaction in doing good #or' than in simply doing more /Ca#ler,
18.(1.
!. % /0. 1$$1 5 Bgalitarianism implies a democratic #or'place #here employees participate in
decision ma'ing %ut it is not necessarily that they ma'e all of the decision.
$. a /0. 1$81 5 It is a comprehensie strategy that com%ines structural and human resource
elements. TQ- emphasizes #or'force inolement, participation and teaming as
essential component of a serious Auality effort.
(. c /0p. 1(2&31 5 2elch conened a series of to#n hall meetings to identify and resole issues
that participants thought #ere dum%, a #aste of time, or needed to %e changed /*un'er
and )l%an, 188(, p.1,61.
,. a /0p. 1$8&(11 5 TQ- is a comprehensie strategy that com%ines structural and human
resource elements. These programs differ on specifics, %ut all TQ- programs emphasize
#or'force inolement, participation, and teaming as essential components of a serious
Auality effort.
.. d /0. 1$$1 5 -a4or corporations pioneered efforts to democratize and improe the Auality of
#or' life in For#ay. Three decades later, the results of the For#egian model loo'
impressie.
8. c This e"ample and others #ere used to focus on the adantage of 4o% security.
1. Cist the reasons cited in the te"t as #hy managers persist in pursuing less effectie strategies
than those o%tained through high inolement, high performance or high commitment
management practices.
2. )s outlined %y *olman and +eal, although eery organization #ith productie people
management has it uniAue approach, most of their strategies can %e captured in si" general
strategies. 2hat are these si" %asic human resource strategies>
3. Fame the three #ays identified in the te"t to align employee re#ards more directly #ith
%usiness success>
!. 2hat is the central idea in the autonomous team approach and #hat does it reAuire to %e
effectie>
Answers
1. 0. 1!1
Theory P managers fear losing control or indulging #or'ers.
Inesting in people reAuires time and persistence to yield a payoff.
Faced #ith relentless pressure for immediate results, mangers often conclude that
slashing costs, changing strategy, or reorganizing is more li'ely to produce a Auic' hit
The dominance of the financial perspectie that sees the organization as simply a
portfolio of financial assets.
2. 0. 1!2
*uild and implement an :? strategy
:ire the right people
7eep them
Inest in them
Bmpo#er them
0romote diersity
3. Nain&sharing, profits&sharing, and employee stoc' o#nership plans /B;G0s1. 0/. 1!,1
!. The central idea in the autonomous team approach is giing groups responsi%ility for a
meaningful #hole 5 a product, su%assem%ly, or complete serice 5 #ith ample autonomy and
resources and #ith collectie accounta%ility for results. Teams need ample training to
operate effectiely as an autonomous team. 2or'ers need group s'ills and a %roader range of
technical s'ills so that each mem%er understands and can perform someone elseHs 4o%. /0.
1$$1

Chapter -
True/False
1. )lthough people %ring patterns of %ehaior to the #or'place that hae roots in early life,
these patterns change Auic'ly and easily once on the 4o%.
2. In their research, )rgyris and ;chon /18,!, 188(1 found insignificant discrepancies %et#een
espoused theories and theories-in use.
3. In )rgyrisH and ;chonHs -odel I, the modelHs assumptions s lead to minimal learning,
strained relationships, and deterioration in decision ma'ing.
!. The -yers&*riggs Type Indicator is popular #ith academic psychologists.
$. The primary reason that change initiaties fail is that managersH intentions are insincere.
(. -anagers spend most of their time relating to people.
,. )ccording to *olman and +eal, a theory of action is a program, or cognitie map that
informs and guides an indiidualHs actions.
.. ) Stheory in useS, according to *olman and +eal, is a scientific theory that is supported %y
e"isting research and used %y researchers in the field.
Answers
1. F /0. 1((1 5 The patterns and %ehaiors that people %ring to the #or'place that
hae roots in their early lies tend to repeat themseles and are difficult to change.
2. F /0. 1(81 5 -anagers often gie reasons for their actions that are different from
the reasons they actually engage in certain %ehaiors. )rgyris and ;chon found significant
discrepancies %et#een espoused theories and theories in use.
3. T /0. 1,11 5 Cur'ing in -odel I is the core assumption that an organization is a
dangerous place #here you hae to loo' out for yourself or someone else #ill do you in. The
result is minimal learning, strained relationships, and deterioration in decision ma'ing.
!. F /0. 1,81 5 2hile the -yers&*riggs Type Indicator is #idely used in
management deelopment, it is not popular #ith academic psychologist. )cademic
psychologists prefer the *ig $ model of personality %ecause it has stronger research
support.
$. F /0. 1,(1 5 -ost change initiaties fail %ecause managers are una%le to handle
the social challenges of changing and not %ecause the intentions of managers are incorrect or
insincere.
(. T /0. 1((1 5 -anagers spend most of their time in conersations and meetings,
in groups and committees, oer coffee or lunch, on the phone, or on the Internet.
,. T /0. 1(81
.. F /0. 1(81
Multiple Choie
1. In -. ;. NranoetterHs article entitled Bconomic )ction and ;ocial ;tructure9 The 0ro%lem
of ;ocial Bm%eddedness, he contrasts the assumptions of ho# people ma'e decisions in the
fields of
a. ;ociology and psychology
%. ;ociology and economics
c. 0sychology and economics
d. Bconomics and mathematics
2. In -. ;. NranoetterHs article entitled Bconomic )ction and ;ocial ;tructure9 The 0ro%lem
of ;ocial Bm%eddedness, he contends that
a. Bconomic actors are atomized indiiduals #hose decisions are little affected %y their
relationship #ith others
%. Bconomic actors acAuire custom, ha%its, norms that are follo#ed mechanically,
irrespectie of their %earing on rational choice
c. 0eopleHs actions are em%edded in concrete, ongoing systems of social relations. )ctors
ma'e choices that are essentially random.
3. -anagers typically see themseles as
a. -ore rational %ut less autocratic than they are seen %y colleagues.
%. Cess rational %ut more democratic and caring than they are seen %y colleagues.
c. Cess rational, open, concerned for others and democratic than they are seen %y
colleagues.
d. -ore rational, open, concerned for other and democratic than they are seen %y
colleagues.
!. )rgyrisH and ;chonHs -odel II does FGT emphasize #hich of the follo#ing>
a. Integration of adocacy and inAuiry.
%. G#ning and controlling #hateer is releant to your interests.
c. Dnilaterally protecting oneself.
d. +esigning and managing the enironment unilaterally.
$. motional intelligence #as popularized %y LLLLLLLLLL %ut inented %y LLLLLLLLLL>
a. Noleman3 ;aloey and -ayer
%. ;aloey and -ayer3 +aniel Noleman
c. Thorndi'e3 )rgyris and ;chon
d. Thorndi'e3 Noleman

(. -yers&*riggs Type Indicator is a tool that is used to assess a personHs
a. Theories of action
%. Bmotional intelligence
c. Ceadership competencies
d. 0ersonal type or management style
,. 2hen compared to the -yers&*rigs Type Indicator, a ma4or disadantage of the *ig $ model
of personality for management deelopment is that it
a. has #ea'er research support than the -yers&*riggs Type Indicator
%. has fie dimensions ersus -yers&*riggs four dimensions
c. coneys stronger alue 4udgments than the -eyers&*riggs Type Indicator
d. is popular #ith academic psychologists.
.. Nroups operate on t#o leels9 an oert, conscious leel focused on LLLLLLLLLL and a more
implicit leel of LLLLLLLLLL.
a. process, tas'
%. emotions, cognition
c. cognition, emotions
d. tas', process
8. Informal group norms
a. +efine #hich mem%ers #ill complete #hat organizational tas's.
%. Noern ho# the group functions and ho# mem%ers conduct themseles.
c. )re the patterns of #ho relates to #hom.
d. rely on the rigidity of social relations
16. In response to the rumors of a se"ual relationship %et#een he and her %oss, -odel II suggests
that )nne *arrettaHs most effectie strategy is9
a. ?esign immediately %ecause the damage is done and no one #ill eer %eliee her
denials.
%. ?etain a la#yer, and %egin legal action against %oth :arry and :illcrest <orporation.
c. ;pread an eAually&deastating rumor a%out :arry.
d. <onfront :arry openly and directly.
Answers
1. % /0. 1(,1 & -. ;. Nranoetter contrasts the #ay people ma'es decisions in the fields of
sociology and economics.
2. c /0p. 1(,&.1 5 0eople ma'e choices, %ut their choices are ineita%ly influenced %y the
social conte"t #ithin #hich they the decision.
3. d. /0. 1(81 5 -anagersH self&understanding often differs from ho# they are perceied %y
their colleagues. They typically see themseles as more rational, open, concerned for other
and democratic than they are seen %y colleagues.
!. a /0. 1,21 5 %, c, and d are all action strategies associated #ith -odel I. -odel II
emphasizes the integration of adocacy and inAuiry. It as's managers to actiely e"press
openly #hat they thin' and feel and to actiely see' understanding of othersH thoughts and
feelings. )lso, it emphasizes common goals and mutual influence and communicating
openly %y pu%licly testing assumptions and %eliefs.
$. a /0. 1,(1 5 ;aloey and -ayer inented the term emotional intelligence3 it updated
Thorndi'eHs concept of social intelligence. +aniel Noleman made the idea of emotional
intelligence famous through his %oo' called motional !ntelligence.
(. d /0.1,.1 5 -yers&*riggs Type Indicator is %uilt on the principles of =ungian psychology.
It assesses four dimensions /introersion ersus e"traersion, sensing ersus intuition,
thin'ing ersus feeling, and perceiing ersus 4udging1. Gn the %asis of scores on these
dimensions, it categorizes an indiidual into one of si"teen types. Interpersonal
relationships are less confusing and frustrating if indiiduals understand and appreciate
their style and those of co#or'ers. Fo style is %etter than the rest.
,. c /0. 1,81 5 The *ig $ model of personality has the disadantage of coneying stronger
alue 4udgments than the -eyers&*riggs Type Indicator. Thus, managers ta'ing the test are
more li'ely to misinterpret and get defensie a%out results than a%out the -yers&*riggsH
results. This can impede management deelopment.
.. d /0. 1.61 5 Nroups, li'e modern art, are comple" and su%tle. They operate on t#o leels9
an oer, conscious leel focused on tas" and a more implicit leel of process, inoling
group maintenance and interpersonal dynamics.
8. % /0. 1.21 5 Bery group deelops informal norms to lie %y. These norms are rules that
goern ho# the group functions and ho# mem%ers conduct themseles.
16. d /0. 1,21
1. 2hat are the three recurrent Auestions a%out relationships that regularly confront managers>
2. In his %oo' entitled Bmotional Intelligence, #hat %asic argument does +aniel Noleman put
forth>
3. 2hat is emotional intelligence> 2hat term #ere ;aloey and -ayer updating #hen they
created the concept of emotional intelligence>
!. 0lease define espoused theories and theories-in-use. These theories are used to e"plain
#hich managerial phenomenon>
$. 2hat are the four central issues of group process discussed in <hapter .>
Answers
1. <hris )rgyris /18(31 emphasizes the importance of interpersonal competence as a %asic
managerial s'ill. The three recurrent Auestions a%out relationship that regularly confront are9
2hat is really happening in this relationship>
2hat moties are %ehind other peoplesH %ehaiors>
2hat can I do a%out it>
/0. 1(.1
2. +aniel Noleman made the concept of emotional intelligence famous #ith his %oo' entitled
motional !ntelligence. In this %oo', NolemanHs %asic argument is that emotional
intelligence /BQ1, rather than intellectual a%ilities /measure through the intelligence #uotient
/IQ11, accounts for most of the ariance in effectieness among managers, particularly at the
senior leel. /0. 1,(1
3. motional intelligence includes the s'ills of a#areness of self and other and the a%ility to
handle emotions and relationships. ;aloey and -ayer found that indiiduals #ho scored
relatiely high in the a%ility to perceie accurately, understand and appraise othersH emotions
could respond more fle"i%ly to changes in their social enironments and #ere %etter a%le to
%uild supportie social net#or's. ;aloey and -ayer #ere updating Thorndi'eHs concept of
social intelligence 5 the a%ility to understand and manage men and #omen, %oys and girls&
to act #isely in human relations /1826, p. 22.1. /0p. 1,$&(1
!. spoused theories are accounts gien %y indiiduals #heneer they try to descri%e, e"plain,
or predict their %ehaior. Theories-in-use guide #hat people actually do. These t#o theories
are used to e"plain ho# managersH self&descriptions are often disconnected from their
actions. These discrepancies e"ist %ecause managers donHt learn ery #ell from their
e"perience. /0. 1(81
$. The authorHs map emphasizes four central issues in group process. They are informal roles,
informal norms, interpersonal conflict, and leadership and decision ma'ing. /0. 1.61
Chapter .
True/False
1. It is naTe and romantic to hope that organizational politics can %e eliminated.
2. 0olitical actiity is more isi%le and dominant under conditions of homogeneity than
diersity.
3. In a family conte"t, parents function as partisans.
!. <onflict encourages ne# ideas and approaches to pro%lems, stimulating innoation.
$. The political frame %lames organizational politics on indiidual characteristics such as
selfishness, myopia, and incompetence.
(. The %lue&ri%%on commission that inestigated the $olumbia tragedy concluded that the loss
of the <olum%ia #as as much an organizational as a technical failure.
,. ) zone of indifference is an area or unit in an organization in #hich most employees are
alienated and %ored %y their #or'.
.. )ccording to the political frame, organizational goals are not set %y the %oard or the <BG,
%ut through a negotiation process inoling multiple coalition mem%ers.
Answers
1. T /0. 18!1 5 It is naTe and romantic to hope organizational politics can %e eliminated,
regardless of indiidual players. -anagers can, ho#eer, learn to ac'no#ledge, understand,
and manage political dynamics rather than shy a#ay from them.
2. F /0. 18(1 5 )greement and harmony are easier to achiee #hen eeryone shares similar
alues, %eliefs, and cultural #ays. 0olitical actiity is more isi%le and dominant under
conditions of diersity than of homogeneity.
3. F /0. 2621 5 0arents ma'ing %inding decision a%out such things as %edtime, teleision
ie#ing, or #hich child uses a particular toy. They function as authorities #ithin the conte"t
of the family. The children function as partisan %y trying to influence their parents.
!. T /0. 26,1 5 2ell handled conflict can stimulate creatiity and innoation that ma'e an
organization a lielier, more adaptie, and effectie place.
$. F /0. 18!1 5 The political frame proposes that interdependence, diergent interests, scarcity,
and po#er relations ineita%ly spa#n political actiity rather than organizational mem%ersH
indiidual characteristics.
(. T /0. 1811 5 )lthough the ultimate causes #ere technical failures, organizational failures lead
to the technical failure. In the case of the <olum%ia, the <olum%ia )ccident Inestigation
%oard concluded that organizational %rea'do#ns included the original compromises that
#ere reAuired to gain approal for the shuttle, su%seAuent years of resource&constraints,
fluctuating priorities, schedule pressures, mischaracterization of the shuttle as operational
rather than deelopmental, and lac' of an agreed national ision for human space flight
/2663, p. 18$1.
,. F. /0. 18(1
.. T. /0p. 1.(&,1
Multiple Choie
1. In the case of the e"plosion of the $hallenger,
a. 0olitical agendas corrupted engineersH technical 4udgments and caused them to
recommend launching the $hallenger.
%. 0olitical agendas dominated, and the 4udgment of technical e"perts #as disregarded #hen
ma'ing the final decision to launch the $hallenger.
c. Technical e"perts failed to foresee the possi%ility of a $hallenger e"plosion.
d. 2eather conditions #ere identified as the main cause of the $hallenger e"plosion.
2. The political frame emphasizes that organizational goals are
a. ;et %y edict at the top of the organization.
%. -utually agreed upon %y the organizationHs coalitions.
c. Boled through an ongoing process of negotiation and %argaining.
d. ;et through a process of consensus.
3. ) potential partisan is>
a. )ny mem%er of a coalition #ho #ants to e"ert %ottom&up pressure
%. )ny organizational mem%er #ho, %y irtue of position, is entitled to ma'e decisions
%inding on su%ordinates
c. )ny mem%er of senior management #ho e"erts authority %y irtue of their position.
d. )ny mem%er of a coalition #ho lac's the courage of his or her conictions.
!. <oercie po#er
a. ?ests on oneHs attractieness and social adeptness.
%. ?ests on oneHs occupation of a position that has legitimate authority.
c. ?ests on the a%ility to pass out re#ards
d. ?ests on the a%ility to constrain, %loc', interfere, or punish.
$. 0ersonal po#er
a. ?ests on oneHs attractieness and social adeptness.
%. ?ests on oneHs occupation of a position that has legitimate authority.
c. ?ests on the a%ility to re#ards such as 4o%s, money and political support.
d. ?ests on the a%ility to constrain, %loc', interfere, or punish.

(. The e"ample of ?epu%lican electoral success %ased on the a%ility to recast, for e"ample, the
estate ta" as the death ta" #as used to demonstrate to the po#er of
a. )ccess and control of agendas.
%. )lliances and net#or's.
c. Framing.
d. 0ersonal po#er.
,. Dnder ;addam :ussein, IraA #as an e"ample of
a. ) %alanced system
%. )n oer%ounded system
c. ) system of diffuse po#er
d. )n under%ounded system
.. Dnder #hich frame is conflict not ie#ed as something that can or should %e tamped do#n or
stamped out>
a. :uman ?esource.
%. ;tructural.
c. ;ym%olic.
d. 0olitical.
8. <oncerning organizational conflict, it is not the case that
a. :o# the conflict is managed is more important than the amount of conflict
%. )n organization can e"perience too much or too little conflict.
c. Interentions may %e needed to tamp do#n or sto'e the intensity of conflict, depending
on the situation.
d. <onflict is unli'ely to occur at organizational %oundaries, or interfaces, %et#een
departments or diisions.
16. )uthorities are recipients of LLLLLLLLLL, and agents or initiators of LLLLLLLLLL.
a. personal po#er, reputation
%. influence, social control
c. access, referent po#er
d. coercie po#er, alliances
Answers
1. % /0p. 182&11 5 Thio'olHs engineers recommended canceling the $hallenger launch %ut their
recommendation #as not accepted %y Thio'olHs senior managers. F);) accepted
Thio'olHs senior managersH recommendation to launch the shuttle. *oth Thio'olHs senior
managers and F);) #ere feeling political pressure to launch the $hallenger and thus,
ignored the engineersH technical recommendation to delay the launch of the $hallenger
%ecause of the pro%a%ility that the cold temperatures #ould cause a failure in the
synthetic G&rings sealing the roc'et motor 4oints. If the rings failed, the motor could
%lo# up.
2. c /0. 18,1 5 Fe# organizationHs goals are not set %y the edict of top management or are
mutually agreed upon %y organizational mem%ers or coalitions. ?ather they are created
through a process of negotiation and %argaining.
3. a /0p. 261&21 5 0otential partisans are agents or initiators of influence, and targets or
recipients of social control. They are any mem%er of a coalition #ho #ants to e"ert
%ottom&up pressure.
!. d /0. 2631 5 <oercie po#er rests on the a%ility to constrain, %loc', interfere or punish.
$. a /0p. 263&!1 5 Indiiduals #ho are attractie and socially adept 5 %ecause of charisma,
energy, stamina, political smarts, gift of ga%, ision, or some other characteristic 5 are
im%ued #ith po#er independent of other sources.
(. c /0. 26!1 5 The e"ample #as used %y Ca'off /266!1 to argue that the ?epu%lican electoral
success in 2666 and 266! o#ed much to the s'ill of framing. Framing esta%lishes the
frame#or' #ithin #hich issues #ill %e ie#ed and decided and thus, determines their
meaning.
,. % /0. 26(1 5 Dnder ;addam :ussein, IraA #as tightly controlled through highly concentrated
po#er. It #as an e"ample of an oer%ounded system.
.. d /0. 26(1 5 Dnder the political frame, conflict is normal and ineita%le. <onflict has %enefits
as #ell as costs. It is a natural %y&product of organizational life. Thus, it is not seen as
something that should %e tamped do#n or stamped out.
8. d /0p. 26(&,1 5 a, %, and c are all true. <onflict is particularly li'ely to occur at
organizational %oundaries, or interfaces, %et#een units and groups. :orizontal conflict
occurs in the %oundary %et#een departments or diisions. @ertical conflict occurs at the
%order %et#een leels.
16. % /0. 2621 5 )uthorities are the recipients or targets of influence, and the agents or initiators
of social control.
1. 2hat are the fie propositions that summarize the political frame>
2. 2hat is po#er and #hat ma'es po#er a 'ey organizational resource>
3. In analyzing decision ma'ing, #hat are the four relational concepts & implicit rules that
organizational mem%ers use to ma'e decisions & that <yert and -arch deelop in their %oo'
A Behavioral Theory of the %irm>
!. <ompare ho# structural theorist, human resource, and political frame theorists ie# po#er.
Answers
1. The fie propositions are9
Grganizations are coalitions of assorted indiiduals and interest groups.
<oalition mem%ers hae enduring differences in alues, %eliefs, information,
interests, and perceptions of reality.
-ost important decisions inole allocating scarce resources.
;carce resources and enduring differences put conflict at the center of day&to&day
dynamics and ma'e po#er the most important asset.
Noals and decisions emerge from %argaining and negotiation among competing
sta'eholders 4oc'eying for their o#n interests.
/0p. 18!&18$1
2. 0o#er is the capacity to get things done. 0feffer defines po#er as the potential a%ility to
influence %ehaior, to change the course of eents, to oercome resistance, and to get people
to do things they #ould not other#ise do /1882, p. 361. +ifferences and scarce resources
ma'e po#er a 'ey organizational issue. /0. 18(1
3. <yert and -arch deeloped a predictie theory of organizational decision ma'ing rotted in a
realistic understanding of ho# decisions actually get made. )s a %asis for this understanding,
<yert and -arch deeloped the follo#ing four relational concepts9
Quasi&resolution of conflict 5 instead of resoling conflict, organizations %rea'
pro%lems into pieces and farm pieces out to different units. Dnits ma'e rational
decisions %ut decisions are neer consistent. They only need to %e good enough to 'eep
the coalition functioning.
Dncertainty aoidance 5 organizations employ a range of simplifying mechanisms 5
such as standard operating procedures, traditions, and contracts 5 that ena%le them to
act as if the enironment is clearer than it is.
0ro%lemistic search 5 organizations loo' for solutions in the neigh%orhood of the
presenting pro%lem and gra% the first accepta%le solution
Grganizational learning 5 oer time, organizations eole their goals and aspiration
leels, altering #hat they attend to and #hat they ignore, and change search rules.
/0p. 266&11
!. Structural theorist typically emphasizes authority, the legitimate prerogatie granted %y the
organization to ma'e %inding decisions. In this ie#, mangers ma'e rational decisions
/optimal and consistent #ith purpose13 monitor actions to ensure decisions are implemented3
and calculate ho# #ell su%ordinates carry out directies.
In contrast, human resource theorists place less emphasis on po#er and more on
empo#erment. -ore than structuralists, they emphasize the limits of authority and tend to
focus on influence that enhances mutuality and colla%oration. The implicit hope is that
participation, openness, and colla%oration su%stitute for po#er.
&olitical frame theorists ie#s authority as only one among many forms of po#er. It
recognizes the importance of indiidual and group needs %ut emphasizes that scarce
resources and incompati%le preferences cause needs to collide. The political issue is ho#
competing groups articulate preferences and mo%ilize po#er to get #hat they #ant. 0o#er is
not ie#ed as eil. /0. 2611
Chapter 1/
True/False
1. 0olitically, an agenda outlines a goal and a schedule of actiities.
2. -anagers often fail to get things done %ecause they rely too much on reason and too little on
relationships.
3. 0olitical dynamics are a product of three conditions that most managers face eery day9
am%iguity, diersity, and scarcity.
!. 'alue claimers %eliee that successful negotiators must ma'e eery effort to come to a #in&
#in solution.
$. Terminal values are presented as the four ital principles of moral 4udgment..
(. Gne of the 'ey elements of an agenda for change is a ision %alancing the long&term
interests of 'ey parties.
,. *olman and +eal argue that the higher the position a manager achiees #ith a company, the
more po#er they hae and, therefore, the less dependent they are on others.
.. -utuality, generality and caring are important criteria in forming an ethical 4udgment a%out a
particular action.
8. 0olitical s'ill is a dangerous Auality in managers.
16. 7ey elements in a political map include the 3 0Hs of players /#hoHs on the field1, positions
/#hat indiiduals and groups #ant1 and po#er /capacity for influence held %y different
participants1
Answers
1. F /0. 21!1 5 ;tructurally, an agenda outlines a goal and a schedule of actiities. 0olitically, an
agenda is a statement of interests and a scenario for getting the goods. The first step in
effectie political leadership is setting the agenda.
2. T /0. 21.1 5 -anagers %eliee that people #ill follo# them if a logical reason is gien for
doing so. *ecause of this, they do not focus enough of their attention to the relational aspects
of accomplishing initiaties.
3. T /0. 2261 5 )m%iguity /#hich causes uncertainty1, diersity /#hich causes differences1, and
scarcity /#hich causes conflict1 ineita%ly lead to political dynamics in organizations.
!. F /0. 2211 5 @alue claimers see #in&#in as naiely optimistic. For them, %argaining is a
hard tough process in #hich you hae to do #hat it ta'es to #in as much as you can.
$. F /0. 22(1 5 Instrumental alues are the four important principles of moral 4udgment. They
are guidelines a%out right actions rather than right outcomes /terminal alue1
(. T /0. 21!1 5 Bffectie leaders create an agenda for change #ith t#o ma4or elements9 a
ision %alancing the long&term interests of 'ey parties, and a strategy for achieing the ision
#hile recognizing internal and e"ternal forces.
,. F /0. 21,1
.. T /0p. 22(&,1
8. F. /0p. 21! et seA.1 The chapter argues the opposite9 that political s'ill is ital to an
organizationHs capacity to manage political dynamics effectiely.
Multiple Choie
1. The e"ample of ?onald ?eagan #as used to sho# ho# it #as necessary for him to
a. ;et the agenda.
%. -ap the political terrain.
c. Fet#or' and form coalitions.
d. *argain and negotiate.
2. In negotiations, people #ho sta'e out positions and then reluctantly ma'e concessions to
reach agreement are engaging in
a. &rincipled bargaining.
%. Unprincipled bargaining.
c. &ositional bargaining.
d. (irectional bargaining.
3. In principled bargaining,
a. Gne should focus on oneHs position
%. Gne should focus on oneHs interest
c. Gne should loc' in on the first ia%le alternatie that arises
d. Gne should lin' the people #ith the pro%lem
!. Dnder value claiming,
a. 0layers should focus on the interests, rather than their positions.
%. 0layers should separate people from pro%lem.
c. 0layers should insist on o%4ectie criteria for %oth su%stance and process.
d. The more player ) can control player *Hs leel of uncertainty the more po#erful ) is.
$. 2hat negotiation strategy %egins #ith open and colla%oratie %ehaior maintaining this
approach so long as the other party responds in 'ind, and an adersarial approach should this
strategy %e adopted %y the other party during negotiation>
a) $onditional value claiming
b) $onditional openness
c) 'alue hedging
d) &rincipled hedging

(. 2hich of the follo#ing is not one of the four important principles of moral 4udgment>
a. -utuality.
%. Nenerality.
c. Gpenness.
d. <ontingency.
,. The Auestion are all parties to a relationship operating under the same understanding a%out
the rules of the game> em%odies #hich of the follo#ing important principles of moral
4udgment>
a. -utuality.
%. Nenerality.
c. Gpenness.
d. <aring.
.. *ill NatesH negotiations #ith I*- and Tim 0aterson of ;eattle <omputer are an e"ample of
successful
a. @alue creating
%. @alue claiming
c. 2in&#in negotiating
d. 0rincipled %argaining
8. The e"ample of congressman =ohn Ce*outillier and Thomas GHFeill #as used to illustrate
a. The need to understand the role of people in a net#or'.
%. The ris's of criticizing political opponents.
c. The po#er of agenda setting
d. The po#er of %argaining
16. 2hich of the follo#ing are 'ey s'ills of the manager as politician
a. am%ition, ision, tenacity, and a thic' s'in
%. mutuality, sensitiity, openness, caring
c. agenda&setting, mapping the terrain, net#or'ing, %argaining,
d. sta'eholder analysis, ratio analysis, goal&setting, systems design
Answers
1. a /0. 21!1 5 In the first year of his presidency, ?onald ?eagan #as remar'a%ly successful
#inning the agenda game. From painsta'ingly studying the first hundred days of his four
predecessors, ?eaganHs staff concluded that it #as essential that he moe #ith speed and
focus
2. c /0. 2211 Fisher and Dry contend that this type of positional %argaining is inefficient and
misses opportunities to create something thatHs %etter for eeryone .
3. % /0p. 221&21 5 In principled %argaining one should 'no# oneHs interests, not oneHs position.
Gne should also see' to create o%4ectie criteria for %oth the su%stance and procedure of
negotiation and inent options for mutual gain instead of loc'ing in to the first alternatie
that comes to mind.
!. d /0. 2231 5 a, %, and c are all part of principled %argaining. )long #ith the understandings
that %argaining is a mi"ed&motie game, a process of interdependent decisions, inoles
4udicious use of threats rather than sanctions, reAuires ma'ing a threat credi%le, and
reAuires the calculation of the appropriate leel of threat, under alue claiming the more
player ) can control player *Hs leel of uncertainty the more po#erful ) is.
$. % /0. 22!1 5 <onditional openness is, in effect, a friendly and forgiing ersion of tit&for&tat 5
do unto others as they do unto you.
(. d /0p. 22(&,1 5 -utuality, Nenerality, Gpenness, and <aring are the four important principles
of moral 4udgment presented.
,. a /0. 22(1 5 The principle of mutuality is em%odied in the Auestion are all parties to a
relationship operating under the same understanding a%out the rules of the game>
.. % /0p. 222&31 5 It is an e"ample of alue claiming. In the negotiations #ith I*- and Tim
0aterson, *ill Nates did #hat it too' to #in as much as he could from them.
8. a /0. 2261 5 =ohn Ce*outillier misread the amount of po#er that Thomas GHFeill possessed
in the political net#or'. *ecause of this he ignorantly made a negatie Auip a%out
<ongressman GHFeill that led to his unsuccessful %id for re&election.
16. c /0p. 21!&211
1. 2hat are the four 'ey s'ills of the manager as politician>
2. 2hat are the four steps that are suggested for deeloping a political map>
3. 2hat are the four %asic steps suggested for successfully e"ercising political influence>
!. 2hat are the four strategies of principled bargaining>
$. <reating alue and claiming alue are %oth intrinsic to the %argaining process. 2hat t#o
Auestions are important for mangers to as' in deciding ho# to %alance the t#o>
Answers
1. The four 'ey s'ills of manager as politician are9
)genda setting.
-apping the political terrain.
Fet#or'ing and forming coalitions.
*argaining and negotiating.
/0. 21!1
2. The four steps that are suggested to deelop a political map are9
+etermine channels of informal communication.
Identify principal agents of political influence.
)nalyze possi%ilities for mo%ilizing internal and e"ternal players.
)nticipate counterstrategies that others are li'ely to employ.
/0. 21(1
3. These four steps underscore the importance of deeloping a po#er %ase. The four %asic steps
necessary for e"ercising political influence are9
Identify releant relationships. Figure out #hich players you need to influence.
)ssess #ho might resist, #hy, and ho# strongly.
+eelop, #hereer possi%le, lin's #ith potential opponents to facilitate
communication, education, and negotiation.
If step three fails, carefully select and implement either more su%tle or more forceful
methods.
/0. 2181
!. &rincipled bargaining is an alternatie to positional bargaining that is inefficient and misses
opportunities to create something thatHs %etter for %oth negotiating parties. The four
strategies of principled %argaining are9
;eparate people from pro%lem.
Focus on interests, not positions.
Inent options for mutual gain instead of loc'ing on the first alternatie that comes to
mind.
Insist on o%4ectie criteria 5 standards of fairness for su%stance and procedure.
/0p. 221&21
$. The t#o Auestions that are important to ans#er are9
:o# much opportunity is there for a #in&#in solution>
2ill I hae to #or' #ith these people again>
If an agreement can ma'e eeryone %etter off, it ma'es sense o emphasize creating alue. If
you e"pect to #or' #ith the same people in the future, it is ris'y to use scorched&earth tactics
that leae anger and mistrust in their #a'e.
Chapter 11
True/False
1. 2hen ie#ing organizations as political arenas, organizational design is seen as a rational
e"pression of the organizationHs goals.
2. ) classic scenario for reolution is a period of rising e"pectations follo#ed %y
#idespread disappointment.
3. In a dura%le ecosystem, li'e 2intel and 2al&-art, a ma4or organizationHs role is an
important determinant of ho# it can %est %alance pursuit of its o#n interests #ith the oerall
#ell&%eing of the ecosystem.
!. ;ince organizations depend on their enironment for resources needed for surial, they
are ineita%ly enmeshed #ith e"ternal constituents #hose e"pectations or demands must %e
heeded.
$. In contrast to the Dnited ;tates, =apanese %usiness and politics hae %een 'ept separate.
(. In most organizational change initiaties, the right idea and legitimate authority #ill
generally ensure success.
,. )lthough Fred ;mith, the <BG of FedB", spends a lot of time in 2ashington, the
organizationHs political action committee does not #ield much political clout in our nationHs
capital.
.. )n organizationHs understanding of their enironment is often distorted or imperfect
%ecause they only act on the information they are geared to collect and 'no# ho# to
interpret.
Answers
1. F /0. 2361 5 2hen ie#ing organizations as political arenas, organizational
design is ie#ed as a political em%odiment of contending claims.
2. T /0. 2331 5 These reolutions are in the form of grassroots mo%ilizing and
organizing such as the formation of trade unions, ciil rights groups, student moements and
enironmental groups.
3. T /0. 23,1 5 Though this is not a ma4or concern for small players #ith only
marginal influence, it is ital for 'eystone firms li'e 2al&-art and -icrosoft that sit at the
hu% of an ecosystem.
!. T /0. 23$1 5 These constituents spea' loud #ith conflicting oices, adding to the
challenge of managerial #or'.
$. F /0. 2!11 5 *usiness and politics are closely intert#ined in =apan. )s one
leading financial 4ournalist put it, If you donHt use politicians, you canHt e"pand %usiness
these days in =apan&thatHs %asic /+o#ner, 188!, p. 2881.
(. F /0. 23$1 5 This assumption ignores the agendas and po#er of the
lo#erarchy 5 partisans and groups in midleel and lo#er&leel positions, #ho deise
creatie and maddening #ays to resist, diert, undermine, ignore, or oerthro# innoatie
plans.
,. F /0. 2!11 5 FedB"Hs political action committee is ran'ed among the nationHs top
ten, ma'ing generous donations to hundreds of congressional candidates.
.. T /0. 2!31
Multiple Choie
1. ?oss =ohnsonHs decision to moe ?=?Hs headAuarters from 2inston&;alem to )tlanta
a. 2as a sound %usiness decision.
%. 2as a political decision, that met the needs of =ohnsonHs dominant coalition
c. 2as facilitated %y the fact that the residents of 2inston&;alem #anted the cigarette ma'er
out of the city.
d. 2as %ased on cheaper real estate prices in )tlanta.
2. The e"ample of school districts that receied generous, long&term federal funding to deelop
e"perimental programs for comprehensie changes in rural education illustrated
a. 2hy top&do#n change usually succeeds
%. 0olitical ris's in top&do#n change initiaties
c. The conditions necessary for a successful %ottom&up change initiatie
d. 2hy %ottom&up change initiaties usually fail.
3. In the I*- ecosystem, -icrosoft and Intel
a. *ecame fierce competitors.
%. Not caught in anti&trust legislation.
c. ?emain serants to I*-.
d. *ecame mutually indispensi%le.
!. In the %attle for ?=? Fa%isco %et#een :enry 7rais at 77? and ?oss =ohnson
a. :enry 7rais and 77? ended up paying too much to acAuire the company
%. :enry 7rais and 77? #ere a%le to purchase the company at a surprisingly lo# price
c. ?oss =ohnson outmaneuered 7rais to hold on to this company..
d. ?oss =ohnson ended up iolating federal securities la#s and losing his company. .
$. In -arion *la'eyHs fie&year rein at the F)),
a. Through a clear understanding of the ecosystem, she #as a%le to turn the agency around.
%. Through esta%lishing a performance&oriented culture, she #as a%le to turn the agency
around.
c. *ecause of a lac' of a formal management education she #as una%le to turn the agency
around.
d. *ecause of an ecosystem in #hich no one seemed to %e in charge she #as una%le to turn
the agency around.
(. Bducation in the Dnited ;tates #as used as an e"ample of a
a. 0u%lic policy ecosystem
%. *usiness&goernment ecosystem
c. ;ociety as ecosystem
d. *usiness ecosystem
,. 2hich of the follo#ing companies #as used to demonstrate the effectieness of a company
in influencing goernment agencies
a. -icrosoft
%. *en and =erryHs
c. FedB"
d. Intel
.. ) critical Auestion in the society ecosystem is, 2hat is the po#er relationship %et#eenK
a. The Gffice of the 0resident and eeryone else>
%. Carge corporations and eeryone else>
c. Toyota and eeryone else>
d. <hina and eeryone else>
8. Gf the top t#enty&fie D.;. companies at the %eginning of the t#entieth century #hich of the
follo#ing remained one of the top 2$ at the end of the century>
a. Neneral Blectric
%. Neneral -otors
c. B""on
d. ;ears
16. 2al&-art made a point of trac'ing demand information in real time and then it #ould share
the information through ?etail Cin' #ith its
a. competitors
%. manufacturers
c. supplier net#or'
d. constituents

Answers
1. % /0. 2331 5 ?=?s headAuarters #ere relocated from 2inston&;alem to )tlanta %ecause ?oss
=ohnson #as a%le to head a successful coalition in faor of moing the company, in spite
of the fact that it had %een located in 2inston&;alem for a century and its citizens to
much pride in the company and #ere fiercely loyal to it.
2. % /0p. 23!&$1 5 This ne# change initiatie set off heated political %attles. In many cases,
administrators found themseles outgunned. Gnly one superintendent suried oer the
programHs fie&year funding cycle. In most cases, the administrators neer anticipated a
ma4or political %attle. They thought the program made sense and that it #ould %e
accepted. They #ere confident their proposed programs #ere progressie, effectie, and
good for eeryone.
3. d /0. 23(1 5 *ecause more sophisticated soft#are needed faster microprocessors, and ice
ersa, -icrosoft and Intel %ecame mutually indispensi%le. They %egan as serants to
I*- %ut eentually too' oer #hat %ecame the 2intel ecosystem.
!. a /0. 23,1 5 In the competitie frenzy, %oth companies %id too high and :enry 7rais and
77? #ere stuc' #ith an oerpriced al%atross.
$. d /0. 23.&81 5 )lmost eery moe she made to sole one constituencyHs pro%lem created
trou%le for others. -uch of the fault lay in the ecosystem in #hich no one #as in charge.
(. a /0p. 238&!61 5 Bducation in the Dnited ;tates #as used as an e"ample of a 0u%lic policy
ecosystem
,. c /0. 2!11 5 The Fe# Qor' Times descri%ed FedB" as one of the most formida%le and
successful corporate lo%%ies in the capital /Ce#is, 188(, p. 1,1. FedB"Hs political action
committee ran'ed among the nationsH top ten, ma'ing generous donations to hundreds of
congressional candidates.
.. % /0. 2!21 5Carge corporations hae great po#er9 Gf the 166 largest economies in the
#orld, $1 are corporations, and only !8 are countries. 2al&-art is %igger than Israel,
0oland or Nreece. -itsu%ishi is %igger than Indonesia. Neneral -otors is %igger than
+enmar'. If goernments canHt set the rules, #ho #ill> The corporations> *ut theyHre
the players. 2hoHs the referee> /Cong#orth, 188(, p. !1.
8. a /0. 2!$1 5 Gf the top t#enty&fie D.;. companies at the %eginning of the t#entieth only
Neneral Blectric remains. )ll others hae dropped out of the top t#enty&fie or
completely anished.
16. c /0. 23,1 5 ;haring demand information through ?etail Cin' #ith the supplier net#or'
allo#ed the company to communicate alua%le sales information to the support system
that #ould ma'e the organization successful.
1. 2hat are the %asic s'ills of indiidual managers as politicians that organizations, as political
actors, need to master>
2. In #hat ecosystem are %usiness, goernment, and the pu%lic em%edded>
3. 2hat changed %et#een 18$! and 266$ in terms of the num%er of companies it too' to eAual
26M of the )merican economy> 2hy are the implications of this shift>
!. 2hat is the principal theme of =effrey 0fefferHs and Nerald ;alanci'Hs %oo' The *ternal
$ontrol of Organizations>
$. 2hat is the mar'eting concept of management> 2ould 7orten or 0feffer and ;alanci'
agree #ith it>
Answers
1. )s political actors, organizations need to master many of the %asic s'ills of indiidual
mangers as politicians. These s'ills are9
+eelop an agenda
-ap the enironment
-anage relationships #ith %oth allies and enemies
Fegotiate compacts, accords, and alliances
/0p. 23$&(1
2. ;ociety is the massie s#irling ecosystem in #hich %usiness goernment, and the pu%lic are
em%edded. /0. 2!21
3. In 18$!, it too' more than si"ty companies to eAual 26 percent of the )merican economy3 in
266$, it too' only 26. This means that the leaders of these 26 corporations ma'e decisions
that steer one&fifth of the D.;. economy. These 26 companies hae enormous influence on
the society ecosystem of the Dnited ;tates and are drien %y the sole dictum of ma"imizing
shareholder #ealth and thus, most often conceied as amoral. /0. 2!21
!. )s its title suggests, the %oo'Hs principal theme is that organizations are much more creatures
than creators of their enironment. In the authorsH #ord9 The perspectie Uin this %oo'V
deniers the alidity of the conceptualization of organizations as self&directed, autonomous
actors pursuing their o#n ends and instead argues that organization are other&directed,
inoled in a constant struggle for autonomy and discretion, confronted #ith constraint and
e"ternal control /18,., p. 2$,1. /0. 2!31
$. The mar'eting concept of management is %ased on the premise that oer the longer term all
%usinesses are %orn and surie or die %ecause people /the mar'et1 either #ant them or donHt
#ant them. In short, the mar'et creates, shapes, and defines the demand for all classes of
products and serices /-arshall, 18.!, p. 11. 0feffer and ;alanci' #ould agree.
Chapter 1'
True/False
1. *uilding community around a %rand name updates ancient traditions %ased on tri%e and
homeland.
2. Bidence e"ists that the culture of an organization is related to its profita%ility.
3. ) good story, li'e the one that attri%utes 0ierre GmidyarHs ision for e*ay to an effort to help
his girl friend, can %e ery po#erful, regardless of #hether it is true.
!. In his %oo' $ulture+s $onse#uences: !nternational (ifferences in ,or"--elated 'alues, Neert
:ofstede argues that the same %asic management practices and concepts #or' around the
#orld. W
$. Fairy tales may %e entertaining, %ut sere no useful purpose at #or'. .
(. )n organizationHs culture is reealed and communicated through its sym%ols.
,. *olman and +eal descri%e myths as distorted, half&truths that inhi%it organizational
effectieness.
.. The sym%olic frame centers on the concepts of meaning, %elief, and faith.
Answers
1. T /0. 2$21 5 :arley&+aidson o#ners are part of a uniAue culture. )lthough dierse, they are
fanatical a%out their :arleys.
2. T /0. 2(81 5 *oo's li'e 7otter and :es'ettHs $orporate $ulture and &erformance /18821,
<ollins and 0orrasHs Built to .ast /188!1, and <ollinsHs /ood to /reat /26611 offer
impressie longitudinal eidence lin'ing culture to the financial %ottom line.
3. F /0p. 2$(&,1 5 This story #as hatched %y -ary Cou ;ong, an e*ay pu%licist, in an effort to
gain media e"posure. :er rationale9 Fo%ody #ants to hear a%out a thirty&year&old
genius #ho #anted to create a perfect mar'et. They #ant to hear that he did it for his
fiancXe.
!. F /0. 2,31 5 In his %oo' $ulture+s $onse#uences: !nternational (ifferences in ,or"--elated
'alues Neert :ofstede argues that management theories and practices are ineita%ly
culture&%ound. To :ofstede, managers and scholars hae too often assumed that #hat
#or's in their culture #ill #or' any#here, an assumption that can hae disastrous results.
$. F /0. 2$81 5 Fairy tales, li'e stories, offer more than entertainment. )s #ell as moral
instruction, they offer comfort, reassurance, direction, and hope.
(. T /0. 2$!1 5 Thin' of NeicoHs gec'o, TargetHs %ullHs eye, or *ud#eiserHs <lydesdales.
-c+onaldHs franchises are unified %y its golden arches, core alues, and the legend of
?ay 7roc.
,. F /0. 2$!1 5 -yths transform a place of #or' into a reered institution and an all&
encompassing #ay of life. They e"plain, e"press, legitimize, and maintain solidarity
and cohesion.
.. T /0. 2!.1 5 The sym%olic frame focuses on ho# humans ma'e sense of the chaotic,
am%iguous #orld in #hich they lie. -eaning, %elief, and faith are its central concerns.
Multiple Choie
1. The story that the original plan for ;outh#est #as s'etched on a coc'tail nap'in in a ;an
)ntonio %ar is an e"ample of a
a. @ision.
%. -yth.
c. -ission statement.
d. =ournalistic %ias.
2. )n organizationHs LLLLLLLLLLL turns an organizationHs core ideology, or sense of purpose,
into an image of the future.
a. @ision.
%. -yth.
c. -ission statement.
d. Fairy tale.
3. The story of ;cott GHNrady, a D.;. )ir Force pilot do#ned during the *osnian conflict, #as
used as an e"ample of the importance of
a. -yth.
%. @alues.
c. @ision.
d. :eroes.
!. Initiation into an organization is a form of
a. <ulture
%. 0lay
c. ?itual
d. -etaphor
$. LLLLLLLLL ma'es strange things familiar and the familiar strange.
a. -etaphor
%. :umor
c. 0lay
d. -yth

(. LLLLLLLLLL allo#s one to illuminate and %rea' frames, indicating that any single definition
of a situation is ar%itrary.
a. -etaphor
%. :umor
c. 0lay
d. -yth
,. 2hat concept is defined as the #ay #e do things around here>
a. -etaphor
%. <ulture
c. -yth
d. @alues
.. 2hich of these strong&culture companies emphasizes the philosophical principle that the
customer is al#ays right>
a. *-2
%. <ontinental
c. FordstromHs
d. ;outh#est )irlines
8. 2hich of these strong&culture companies had a <BG #ho gathered up old employee manuals
full of rules and regulations and led a group of employees to the par'ing lot for a %onfire>
a. *-2
%. <ontinental
c. FordstromHs
d. ;tar%uc's
16. 2hich of the follo#ing is FGT a #ay that *olman and +eal descri%e organizational culture>
a. +istinctie alues, %eliefs and practices that an organization has deeloped
%. The leel of taste and refinement that an organization has cultiated in its mem%ers
c. :o# #e do things around here
d. ) pattern of shared %asic assumptions
Answers
1. % /0. 2$!1 5 The nap'in enisioned connecting three Te"as cities9 +allas, :ouston, and ;an
)ntonio. )s the myth has it, ?ollin 7ing, one of the original founders, said to his
counterpart :er% 7elleher, :er%, letHs start an airline. 7elleher, #ho later %ecame
;outh#estHs <BG replied, ?ollin, youHre crazy. CetHs do itY /Frei%erg and Frei%erg,
188., p. 1$1. The persistent and zany mythologized %eginnings of ;outh#est helped
shape its uniAue culture.
2. a /0. 2$$1 5 ) ision illuminates ne# possi%ilities for an organization.. )s <ollins and 0oras
stated in their %oo' Built to .ast, The essence of a isionary company comes in the
translation of its core ideology and its o#n uniAue drie for progress into the ery fa%ric
of the organization /188!, p. 2611.
3. d /0. 2$.1 5 To surie %eing shot, GHNrady dre# on the e"ample of ;i4an9 :is strong #ill to
surie and %e free #as an inspiration to eery pilot I 'ne# /GHNrady, 188., p. .31.
!. c /0. 2(21 5 It is a ritual that mar's the transition from outsider to full&fledged mem%er #ith
access to organizational secrets. It affirms a personHs acceptance to a group or
organization.
$. a /0. 2(.1 5 -etaphors ma'e the strange familiar and the familiar strange. -etaphors
compress complicated issues into understanda%le images, influencing our attitudes and
actions.
(. % /0.2(.1 5 )s #ell as e"pressing s'epticism, fle"i%ility, adapta%ility, and signaling status,
humor is a #ay to illuminate and %rea' frames. .
,. % /0. 2(81 5 ;chein defines culture as9 a pattern of shared %asic assumptions that a group
learned as it soled its pro%lems of e"ternal adaptation and integration, that has #or'ed
#ell enough to %e considered alid and therefore to %e taught to ne# mem%ers as the
correct #ay to perceie, thin', and feel in relation to those pro%lems /1882, p. 121. +eal
and 7ennedy, define culture more succinctly as the #ay #e do things around here /18.2,
p.!1.
.. c /0. 2,$1 5)s #ell as this principle, FordstromHs motto is not serice the #ay it used to %e,
%ut serice that neer #as /;pector E -c<arthy, 188$, p. 11.
8. % /0. 2,! 1 5 )fter ta'ing oer from Fran' Cerenzo as <BG of <ontinental )irlines, Nordon
*ethune too' many sym%olic actions to mar' a transition into a ne# direction that alued
fle"i%ility, customer serice, performance and a flattened organization.
16. % /0p. 2,2&,1
1. 2hat is a sym%ol> 2hat aspects of social life does the sym%olic frame focus on>
2. 2hat are the fie suppositions of the sym%olic frame>
3. 2hat four ma4or roles do ceremonies sere> 2hat is the rule to thum% that distinguishes
%et#een ceremony and ritual>
!. :o# did Neert :ofstede define culture and #hat #ere the four dimensions of national culture
that he identified in his %oo' entitled $ulture+s $onse#uences: !nternational (ifferences
in ,or"--elated 'alues>
Answers
1. ) sym%ol is something that stands for or suggests something else3 it coneys socially
constructed meaning %eyond its intrinsic or o%ious functional use /Zott E :uy, 266,, p. ,21.
The sym%olic frame interprets and illuminates the %asic issues of meaning and %elief that
ma'e sym%ols so po#erful. /0p. 2$2&31
2. The fie suppositions of the sym%olic frame are9
2hat is most important is not #hat happens %ut #hat it means.
)ctiity and meaning are loosely coupled3 eents and actions hae multiple
interpretations as people e"perience life differently.
Facing uncertainty and am%iguity, people create sym%ols to resole confusion, find
direction, and anchor hope and faith.
Bents and processes are often more important for #hat is e"pressed than for #hat is
produced. Their em%lematic form #eaes a tapestry of secular myths, heroes and
heroines, rituals, ceremonies, and stories to help people find purpose and passion.
<ulture forms the superglue that %onds an organization, unites people, and helps an
enterprise accomplish desired ends.
/0. 2$31
3. The four ma4or roles of ceremony are9
;ocialization
;ta%ilization
?eassurance
<oneying messages to e"ternal constituencies
)s a rule of thum%, ritual is more eeryday and ceremonies more episodic 5 grander and
more ela%orate 5 conened at times of transition or special occasion.
/0p. 2($&(1
!. Neert :ofstede defined culture as the collectie programming of the mind that distinguishes
the mem%ers of one human group from another. /18.!, p211.
:is four dimensions of national culture are9
0o#er +istance
Dncertainty )oidance
Indiidualism
-asculinity&femininity
/0p. 2,2&31
Chapter 1(
True/False
1. The Bagle Nroup at +ata Neneral #as successful in producing a ne# state&of&the&art
computer in record time %ecause the pro4ect mem%ers #ere unusually talented.
2. ;pecialized language %oth reflects and shapes a groupHs culture.
3. 2ith respect to rituals and ceremonies, isi%le %ehaior is more important than #hat is
communicated %eneath surface.
!. )lsing #as the Bagle NroupHs conscience.
$. Gut%ac' ;tea'house is committed to no rules, 4ust right.
(. Noogle #as started %y t#o graduate students, one from -ichigan and one from -osco#,
#ho did not care for each other at the start.
,. In the sym%olic frame, a specialized language fosters cohesion and commitment.
.. The spirit and oerall e"perience of the Bagle NroupHs process is not common in
organizational enironments.
Answers
1. F /0. 2.61 5 Bach mem%er #as highly s'illed, %ut there #ere eAually talented engineers
#or'ing on other +ata Neneral pro4ects. It seemed to hae more to do #ith the fact that the
group mem%ers had a shared and cohesie culture that #as the inisi%le force that gae
them their drie.
2. T /0. 2.!1 5 -ost often language is thought of as simply representing culture, %ut it also
plays the role of constructing a culture.
3. F /0. 2.(1 5 2ith respect to rituals and ceremonies, #hat occurs on the surface is not nearly
as important as the deeper meaning communicated %eneath isi%le %ehaior.
!. T /0. 2..1 5 )s #ell as the main organizer and instigator of parties, )lsing #as the groupHs
conscience and nearly eeryoneHs confidant.
$. T /0. 2861 5 This commitment has distinguished the company in the intensely competitie
restaurant industry.
(. T /0p. 2,8&.61
,. T /0. 2.21
.. F /0. 2.81
Multiple Choie
1. LLLLLLLLLLL %inds a group together.
a. ) clear chain of command.
%. BAual pay for eAual #or'.
c. +iersity of group mem%ers.
d. ;hared language.
2. LLLLLLLLLL releases tension and helps resole issues arising from the day&to&day routine as
#ell as from sudden emergencies.
a. ) clear chain of command.
%. :umor
c. ) shared ision
d. ;hared language
3. )fter e"tensie research on high&performance groups, @aill /18.21 concluded that
LLLLLLLLLL #as at the core of eery group he studied>
a. The high need for achieement of group mem%ers.
%. B"ternal competition from another team.
c. ;pirit.
d. Internal competition among group mem%ers.
!. )fter the @ietnam 2ar, the LLLLLLLLLLL added, <ohesion is a principle of #ar, to its
alues>
a. The ;tate +epartment
%. The <entral Intelligence )gency
c. The F*I
d. The )ir Force

$. 2hat company tried to ma'e eery encounter %et#een a customer and its employees a
moment of truth>
a. ;candinaian )ir ;ystem
%. Neneral Blectric
c. Gut%ac' ;tea'house
d. ;outh#est )irlines
(. 2hat #as most %asic to the Bagle NroupHs success>
a. Its initiation ritual.
%. Its soul or culture
c. Its shared language
d. <ontri%utions of informal cultural players.
,. *ased of the Bagle NroupHs e"perience, #hich of these is FGT an important tenet of the
sym%olic frame>
a. :o# someone %ecomes a group mem%er is important
%. +iersity supports a teamHs competitie adantage
c. ) common enemy holds a team together
d. ?itual and ceremony lift spirits and reinforce alues
.. The Bagle groupHs use of names li'e 2oodstoc' and Tri"ie for their prototype computers
sho#ed9
a. Nee's #ill %e gee's.
%. ) lac' of serious commitment to their #or'.
c. The alue of play, humor and shared language in %uilding motiation and team#or'.
d. The importance of #or'&life %alance.
8. ;tories carry history, alues and LLLLLLLLLLLLLLLLLLL.
a. ritual
%. myths
c. group identity
d. e"amples
Answers
1. d /0. 2.!1 5 a, % and c, diide groups. ;hared language %inds a group together and is a
percepti%le sign of mem%ership.
2. % /0. 2.$1 & ;urgical teams, coc'pit cre#s, and many other groups hae learned that 4o'ing
and playful %anter are essential sources of inention, team spirit. It helps release tension
and resole issues arising from day&to&day routines as #ell as sudden emergencies.
3. c /0. 2.81 5 -em%ers of successful groups consistently felt the spirit, a feeling essential to
the meaning and alue of their #or'.
!. d /0. 2861 5 This alue #as added in the aftermath of the @ietnam 2ar %y the )ir Force in its
efforts to reaffirm traditions and re%uild its culture.
$. a /0. 2861 5 =an <arlzon reitalized the culture of the ;candinaian )ir ;ystem /;);1 around
the precepts that eery encounter %et#een a customer and an ;); employee #as a
moment of truth and that ;); flies people not planes.
(. % /0. 2.81 5 The sym%olic side of the Bagle Nroup #as the real secret of success. Its soul, or
culture created a successful group.
,. c /0p. 2.1&21 5 a % and d are all tenets of the sym%olic frame. B"ample, not command holds
a team together.
.. c /0. 2.!1
8. c. /0. 2.!1
1. 2hat is this chapter a%out>
2. 2hat are the 'ey lessons from the Bagle Nroup e"perience> 2hat tenets of the sym%olic
frame can %e distilled that are %roadly applica%le to groups and teams>
3. 2hat is the alue of stories to high&performing groups such as the Bagle Nroup>
Answers
1. Dsing the e"ample of the Bagle Nroup, chapter thirteen is a%out ho# teams achiee pea'
performance 5 the culture of the organization. /0. 2.61
2. The important tenets of the sym%olic frame can %e distilled that are %roadly applica%le to
groups and teams are9
:o# someone %ecomes a group mem%er is important.
+iersity supports a teamHs competitie adantage
B"ample, not command, holds a team together.
) specialized language fosters cohesion and commitment.
;tories carry history and alues and reinforce group identity.
:umor and play reduce tension and encourage creatiity.
?itual and ceremony lift spirits and reinforce alues.
Informal cultural players ma'e contri%utions disproportionate to their formal role.
;oul is the secret of success.
/0p. 2.1&21
3. In high&performing groups, stories 'eep traditions alie and proide e"amples to guide
eeryday %ehaior. ;tories carry history, alues and facilitate the formation of group identity.
/0 2.!1
Chapter 1)
True/False
1. The success of the D.;. Fay 0olaris missile system can %e directly attri%uted to the
efficiency %enefits of modern management techniAues of 0B?T and 00*;.
2. The sym%olic frame recasts organizational structures and processes as secular drama that
e"presses our fears, 4oys, and e"pectations.
3. +i-aggio and 0o#el state that ideas from %usiness schools spread rapidly #hen they
produce demonstra%le %enefits in efficiency and productiity.
!. Dnder a dramaturgical ie#, if an institution or its enironment changes, theatrical
refur%ishing is needed only if the change affects the %ottom line.
$. 2hen ie#ing organizations as theater, strategic planning is an e"ample of a ceremony
#hich organizations conduct periodically to maintain legitimacy rather than improe
performance.
(. Bidence supports the notion that the adopting modern management techniAues accentuates a
companyHs legitimacy and heightens <BG compensation, een if the methods are not
fully implemented.
,. -arch and Glsen #ere ahead of their time in depicting meetings as improisational
ste#pots.
.. 2hat is sometimes called a plan in an organization is often an inestment %rochure to
persuade potential donors of an institutionHs attractieness.
Answers
1. F /0. 28!1 5 -anagement innoations #ere highly isi%le %ut only marginally connected to
the actual #or'. Instead of sering intended rational purposes, modern management
techniAues contri%uted to a saga that %uilt e"ternal legitimacy and 'ept critics at %ay. This
myth afforded %reathing space for #or' to go for#ard and eleated participantsH spirit and
self&confidence.
2. T /0. 28$1 5 Theater arouses emotions and 'indles our spirit. It also reeals our fears. It
proides a shared %asis for understanding the present and imagining a more promising
tomorro#.
3. F /0. 28.1 5 +i-aggio and 0o#ell argue that managers and -*)Hs from accredited %usiness
schools carry shared alues, %eliefs and practices #hereer they go. The latest ideas from
%usiness schools may or may not produce %etter results, %ut they spread rapidly %ecause the
ne#ly minted professional %eliees in them.
!. F /0. 3661 5 Dnder the dramaturgical ie#, any time an institution or its enironment
changes, theatrical refur%ishing is needed since legitimacy and #orth are anchored
primarily in the match %et#een structural characteristics and preailing myths.
Grganization must alter appearances to mirror changes in social e"pectations.
$. T /0. 3621 5 -any e"ecuties consciously recognize the shortcomings of strategic planning,
yet continue to champion it. ;trategic planning persists %ecause it plays an eminent role in
an organizationHs enduring drama.
(. T /0. 28(1 5 In such cases, economic performance may not improe, %ut perceptions of
innoatieness and confidence in management rise.
,. F /0. 3611 5 -eetings according to -arch and Glsen are improisational gar%age cans.
.. T /0. 3631
Multiple Choie
1. Institutional theorists
a. ;ee organizations as closed systems.
%. ;ee organizations as rational systems.
c. *eliee efficiency and economic performance to %e the 'ey concerns.
d. ;ee organizations as open systems.
2. Isomorphism is a term used %y +i-aggio and 0o#ell /18.31 to descri%e the processes that
cause organizations to LLLLLLLLLL other organizations, particularly mem%ers of
LLLLLLLLLLLL organizational field.
a. *ecome more li'e, the same
%. *ecome more li'e, a different
c. +ifferentiate from, the same
d. +ifferentiate from, a different
3. The sym%olic ie#
a. +epicts the #or'place as a formalized net#or' of interdependent roles and units
coordinated through a ariety of horizontal and ertical lin'ages.
%. )pproaches structure as stage design.
c. +ictates that structural patterns align #ith purpose.
d. +ictates that structural patterns are determined %y goals, technologies, and enironment.
!. In his %oo' The -ise and %all of Strategic &lanning /188!1, :enry -intz%erg Auestions the
lin' %et#een
a. ;trategic planning and its stated o%4ecties.
%. ;trategic planning and organizational profita%ility.
c. +epartmental meetings and their stated o%4ecties.
d. +epartmental meetings and organizational profita%ility.
$. Dnder the dramaturgical ie#, po#er is>
a. <oncrete and easily identified.
%. Gften attri%uted to particular indiiduals or groups to account for o%sered %ehaiors.
c. ) real commodity that indiiduals possess.
d. ;omething that flo#s to people #ho tal' a lot in organizations.

(. Dnder the dramaturgical ie#, a leaderHs po#er is>
a. Cess a matter of appearance than action.
%. Basily identified.
c. Is usually solely %ased on oneHs organizational authority.
d. Cess a matter of action than appearance.
,. 0eter @aill /18.81 characterized management as
a. 2ar.
%. ) rational actiity.
c. ;port.
d. 0erforming art.
.. The primary %enefit of isomorphism is
a. The realization of effectie industry practices %y companies #ithin a particular industry.
%. The improement of an organizationHs products and serices.
c. The improement of an organizationHs image.
d. The improement of an organizationHs efficiency.
8. 2hich of these #as FGT listed as an e"ample of a sym%olic role that plans play for
uniersities %y <ohen and -arch>
a. 0lans %ecome games
%. 0lans %ecome adertisements
c. 0lans %ecome e"cuses for interaction
d. 0lans %uild leadership
16. )s Bdelman puts it9 Ceaders lead, follo#ers follo#, and organizationsLLLLLLLLLLLLL.
a. gro#
%. prosper
c. perform
d. soar
Answers
1. d /0. 28,1 5 a, %, and c are %eliefs of the traditional ie# of organizations. Institutional
theorists present a dramaturgical reta'e on the rational imagery of the traditional ie# of
organizations. They see organizations as open systems that cannot seal themseles off from
e"ternal eents and pressures. They are constantly %uffeted %y larger social, political and
economic trends.
2. a /0. 28,1 5 This is similar to the concept of an organizational ecosystem discussed in
chapter eleen. For e"ample, pu%lic schools are li'e each other %ut unli'e most other 'inds
of organizations. They hae similar %uildings, classrooms, curricula, staffing patterns, gyms,
and parent&teacher organizations.
3. % /0. 2881 5 ) sym%olic ie# approaches structure as stage design9 an arrangement of
space, lighting, props, and costumes that ma'e the drama iid and credi%le to its audience.
!. a /0. 3621 5 Through presenting an array of surey and anecdotal eidence, -intz%erg
Auestions the lin' %et#een strategic planning and its stated o%4ecties. :e sho#s that the
presumed linear progression from analysis to o%4ecties to action to results is more fanciful
than factual.
$. % /0. 36(1 5 0o#er is inherently am%iguous and slippery. It is rarely easy to determine
#hat po#er is, #ho has it, or ho# to get it. 0o#er is a concept used to ma'e sense of
%ehaiors after they hae occurred #ith no necessary lin' to cause and effect.
(. d /0. 36,1 5 Though reassuring, the assumption that po#erful leaders ma'e a difference is
often misleading. ) leaderHs po#er is less a matter of action than of appearance. 0o#er is
not solely %ased on oneHs authority and is often hard to identify.
,. d /0. 36,1 5 )s the e"ample of entrepreneurs demonstrates, they s'illfully manage
impressions through carefully crafted theatrical performances.
.. c /0. 28.1 5 Bach of the institutional isomorphic processes can %e e"pected to proceed in
the a%sence of eidence that they increase internal organizational effectieness. The primary
%enefit is that these processes improe an organizationHs image.
8. d /0. 3631 5 a % and c #ere listed. 0lans are sym%ols #as the forth e"ample.
16. % /0. 36(1

1. 2hat is the story of the D.;. Fay 0olaris missile system is used to illustrate>
2. 2hat t#o earlier dramaturgical traditions does institution theory dra# from>
3. 2hat is the distinction %et#een dramaturgical theory and institutional theory>
!. Identify and define the three 'inds of isomorphism discussed %y +i-aggio and 0o#ell.
$. +escri%e the notion of meetings as improisational gar%age cans.
Answers
1. The alue of the dramaturgical ie# of creating meaning and understanding of een a
technical enironment. /0. 28!1
2. The t#o dramaturgical traditions that institutional theory dra#s from are9
Gne represented %y the #or' of Bring Noffman /18$8, 18,!1, #ho pioneered the use
of theater as a metaphor for understanding organizations. Noffman approached
organizations as if they #ere theatrical.
The other is represented %y 7enneth *ur'e /183,, 18!$, 18,21, #ho dre# his
inspiration from philosophy and literary criticism. *ur'e sa# them as theater.
0. 28(
3. 2hereas dramaturgical theorists focus on social interaction among indiiduals and #ith
internal situations, institutional scholars e"tend theatrical e"amples li'e 0olaris and FB-) to
the interface %et#een organizations and their pu%lics. /0. 28(1
!. The three types of isomorphism identified %y +i-aggio and 0o#ell /18.31 are9
<oercie 5 coercie isomorphism occurs #hen organizations %ecome more similar in
response to outside pressures and reAuirements
-imetic 5 mimetic isomorphism occurs #hen one organization simply copies
another.
Formatie & normatie isomorphism occurs %ecause professionals /such as doctors,
la#yers, engineers, and teachers1 %ring shared ideas, alues and norms form their
training to the #or'place.
/0.28.1
$. In this imagery, meetings are magnets attracting mangers loo'ing for something to do,
pro%lems see'ing ans#ers, and people #ith solutions in search of pro%lems. The results of a
meeting depend on a serendipitous interplay among items that sho# up9 2ho came to the
meeting> 2hat pro%lems, concerns, or needs #ere on their minds> 2hat solutions or
suggests did they %ring>
Chapter 1*
True/False
1. This chapter considers each of the four frames indiidually to determine #hich one is the
most effectie management frame for responding to current realities in the mar'etplace.
2. -anagers are rational indiiduals #ho plan, organize, coordinate, and control actiities of
su%ordinates.
3. The ideas in this chapter ma'e it simple and straightfor#ard to determine #hich frame #ill
%e most helpful to interpret a gien situation.
!. If you are in a situation that reAuires a change initiated from %elo#, the political frame
proides the most meaningful course of action, perhaps #ith sym%olic acts to dra#
attention.
$. The guidelines for choosing a frame in ta%le 1$.2, page 31,, cannot %e follo#ed
mechanically and there is no su%stitute for 4udgment and intuition in deciding on the
appropriate response to a situation.
(. )ny organizational eent can %e framed in seeral #ays and sere multiple purposes..
,. <ollins and 0orras found that cult&li'e cultures oer&emphasized indoctrination and led to a
deterioration of organizational performance.
.. In *ensimonHs research, many uniersity presidents thought they used more frames than they
actually did and they #ere particularly generous #ith ho# much they thought they had used the
human resource and sym%olic frames.
Answers
1. F /0. 3121 5 The chapter considers the frames in com%ination and ho# they
might apply in tandem to different situations.
2. F /0. 3121 5 This is the preailing myth a%out managers. )ctually, managing is
a hectic life, shifting rapidly from one situation to the ne"t. +ecisions emerge from a fluid,
s#irling orte" of conersations, meetings, and memos.
3. F /0. 31,1 5 <hoosing a frame for interpreting a particular situation is a
com%ination of analysis, intuition, and artistry.
!. T /0. 3181 5 *ecause partisans 5 change agents lo#er in the pec'ing order 5
rarely can rely on formal clout, they must find other %ases of po#er, such as sym%olic acts to
dra# attention to their cause and em%arrass opponents.
$. T /0. 3261 5 These guidelines for choosing a frame canHt %e mechanically
follo#ed.
(. T /0. 3131 5 For e"ample, organizational planning produces specific o%4ecties.
*ut it also creates arenas for airing conflict and %ecomes a sacred occasion to renegotiate
sym%olic meanings.
,. F /0p. 326&211
.. T /0. 32(1
Multiple Choie
1. 2ith respect to ;eptem%er 11
th
, Niuliani %eliees that
a. :e #as successful %ecause he did not let anything affect him personally.
%. It fundamentally changed him into a different person.
c. It did not fundamentally change him into a different person.
d. :e #as not prepared to handle the situation %ased on #ho he had %een prior to ;eptem%er
11
th
.
2. 2hich frame interprets strategic planning as arenas to air conflict and realign po#er>
a. ;tructural
%. :uman ?esources
c. 0olitical
d. ;ym%olic
3. 2hich frame interprets decision ma'ing as an open process to produce commitment>
a. ;tructural
%. :uman ?esources
c. 0olitical
d. ;ym%olic
!. The e"ample of +r. Nregory GH7eefe and the F:;< #as used to demonstrate
a. The effectieness of the structural frame.
%. Grganizational authority, not pu%lic opinion, should ma'e pu%lic policy decisions. The
effectieness of the sym%olic frame.
c. The alue of understanding that people ie# situations from different lenses.
$. In any gien situation,
a. Gne frame might %e more helpful than the others.
%. )ll frames should %e eAually considered.
c. It is al#ays %est to use all four frames to interpret the situation.
d. The structural frame should al#ays %e used first.

(. If a particular situation presents conflict and scarce resources, #hat frame/s1 should %e used
to interpret the situation
a. ;tructural and human resource
%. 0olitical and sym%olic
c. ;tructural and sym%olic
d. :uman resource
,. If a particular situation sho#s that indiidual commitment and motiation are essential to
success, #hat frame/s1 should %e used to interpret the situation>
a. :uman resource and sym%olic
%. ;tructural and political
c. ;tructural
d. 0olitical and sym%olic
.. In the research studies presented in the chapter,
a. 0olitical issues #ere inisi%le in the study of indiidual managersH success, %ut prominent
in organizational e"cellence studies.
%. The structural frame #as not found to %e important to an indiidual managerHs
effectieness or success.
c. The structural frame #as not found to %e important to organizational e"cellence.
d. 0olitical issues #ere inisi%le in the organizational e"cellence studies, %ut prominent in
the study of indiidual managersH success.
8. ?esearch eidence suggests that the effectieness of managers and administrators in %usiness
and education is associated #ith the a%ility to
a. use multiple frames.
%. pic' the correct frame.
c. consistently use one frame effectiely.
d. consistently use the structural frame
16. The study %y Cuthans, Qodgetts, and ?osen'rantz sho#ed that the middle managers spent
three&fifths of their time on structural actiities, a%out one&fifth of their time on human
resource management, and the remaining one&fifth on LLLLLLLLLLL.
a. meetings #ith top leel e"ecuties
%. net#or'ing
c. putting out fires
d. people related actiities

Answers
1. c /0. 3111 5 Niuliani %eliees that he #as prepared to handle the eents of ;eptem%er 11
th

%ecause he #as the same person he #as %efore ;eptem%er 11
th
.
2. c /0. 31!1 5 The structural frame interprets strategic planning as strategies to set o%4ecties
and coordinate resources3 the human resource frame interprets strategic planning as
gatherings to promote participation3 The sym%olic frame interprets strategic planning as a
ritual to signal responsi%ility, produce sym%ols, and negotiate meaning.
3. % /0. 31!1 5 The structural frame interprets decision ma'ing as a rational seAuence to produce
the right decision3 the political frame interprets decision ma'ing as an opportunity to gain
or e"ercise po#er3 the sym%olic frame interprets decision ma'ing as a ritual to confirm
alues and proide opportunities for %onding.
!. d /0p. 31$&,1 5 The ina%ility of F:;< officials to understand and ac'no#ledge the e"istence
of other perspecties illustrates the costs of clinging to a single ie# of the situation.
$. a /0. 31,1 5 In a gien situation, one frame may %e more helpful than others.
(. % /0. 31,1 5 2hen conflict and scarce resources are an important element of a situation one
#ants to ma'e sense of, the political and sym%olic frames are more meaningful than the
structural and human resource frames.
,. a 5 2hen indiidual commitment and motiation are essential to success in a particular
situation, the human resource and sym%olic frames are more meaningful than the
structural and political frames.
.. d /0. 32!1 5 The structural frame #as important to organizational e"cellence and indiidual
managersH effectieness and success. 0olitical issues #ere inisi%le in the organizational
e"cellence studies, %ut prominent in the study of indiidual managersH effectieness and
success.
8. a /0. 32$1 5 0residents, principles, and chief e"ecuties in the non&profit sector #ho relied on
the structural frame hae %een sho#n to %e particularly li'ely to %e seen as ineffectie
leaders.
16. % /0. 32!1
1. 2hat are the fie Auestions one may pose to choose an effectie frame/s1 through #hich to
interpret a particular situation>
2. 2hy are the political and sym%olic frames more meaningful in interpreting situations in
#hich there are high leel of am%iguity and uncertainty>
3. 2hy is the structural frame most meaningful in interpreting situations in #hich the technical
Auality of the decision is important>
!. 2hen e"amining characteristics of e"cellent or isionary companies through the research of
0eters and 2aterman /18.21, <ollins and 0orras /188!1, and <ollins /26611 #hat #as the
reason gien for none of the characteristic of e"cellence %eing political>
Answers
1. The fie Auestions one may pose to choose an effectie frame/s1 through #hich to interpret a
particular situation are9
)re indiidual commitment and motiation essential to success>
Is the technical Auality of the decision important>
)re there high leels of am%iguity and uncertainty>
)re conflict and scarce resources significant>
)re you #or'ing from the %ottom up>
/0. 31,1
2. If goals are clear, technology is #ell understood, and %ehaior is reasona%ly predicta%le, the
structural and human resource frames are li'ely to apply. *ut as am%iguity and uncertainty
increases, the political and sym%olic frames %ecome more releant. The political frame
e"pects that the pursuit of self&interest #ill often produce confused and chaotic contests that
reAuire political interention. The sym%olic lens sees sym%ols as a #ay of finding order,
meaning and truth in situations too comple", uncertain, or mysterious for rational political
analysis. /0. 31.1
3. 2hen a good decision needs to %e technically sound, the structural frameHs emphasis on data
and logic is essential. /0. 31.1
!. Infighting and %ac'%iting tend to %e less isi%le on a #inning team than on a loser. 2hen
resources are relatiely a%undant, political dynamics are less prominent %ecause slac' assets
can %e used to %uy off conflicting interests. )lso, strong cultures tend to increase
homogeneity 5 people thin' more ali'e. ) unifying culture reduces political strife 5 or at
least ma'es it easier to manage. *ut een in successful companies, it is li'ely that po#er and
conflict are more important than these studies suggest. /0. 3211
Chapter 1+
True/False
1. ?eframing allo#s you to approach an organizational situation from different angles #hich
present alternaties for action in the gien situation.
2. Dsing a particular frame to interpret a situation leads to the one %est #ay to handle it.
3. 2hen an organization reframes, it inaria%ly finds the %est solution.
!. Bach frame offers distinct adantages, %ut each has its %lind spots and shortcomings.
$. The political leader %eliees that managers hae to recognize political reality and 'no# ho#
to deal #ith conflict.
(. The human resource leader al#ays puts people ahead of tas'.
,. The main 4o% of the structural leader is to %e sensitie to the organizationHs history and
culture, using the %est in the traditions and alues of the organization to inspire the staff.
.. The essence of reframing is e"amining multiple situations #ith one frame.

Answers
1. T /0. 32.1 5 ?eframing allo#s the creation of alternaties for action %ased on the multiple
interpretations of the situation at hand. +ifferent frames offer different interpretations of
the situation.
2. F /throughout the chapter1 5 Throughout the chapter, t#o different reactions are proposed for
each of the four frames. *eyond these t#o, many other possi%le reactions e"ist.
3. F /0. 33.1 5 Bach frame has limits as #ell as strengths, and each can %e applied #ell or
poorly.
!. T /0. 3381 5 Frames permit certain understandings of a situation #hile concealing other
understandings. )ll frames create and limit %ased on possi%le interpretations of a particular
situation.
$. T /0. 3331 5 There is neer enough to gie all parties #hat they #ant, so there #ill al#ays %e
struggles. The 4o% of the leader is to recognize ma4or constituencies, deelop ties to their
leadership, and manage conflict as productiely as possi%le.
(. F /0. 3311 5 The human resource manager #or's on %ehalf of %oth the organization and its
people, see'ing to sere the %est interests of %oth.
,. F /0p. 328, 33(1 5 This description la%els the sym%olic leader #hereas the structural leader
#ill focus on tas', facts, logic 'eeping emotions and personality out of the eAuation.
.. F /0. 3381 & ?eframing is loo'ing at one situation and ad4usting the frame or lens through
#hich you ie# the circumstances as if to see the #orld through fresh eyes. )ny one
frame #ill not handle eery situation.
Multiple Choie
1. ) LLLLLLLLLLL scenario casts managers and leaders in the fundamental roles of clarifying
goals, attending to the relationship %et#een structure and enironment, and deeloping an
array of roles and relationships appropriate to #hat needs to %e done.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
2. The e"ample of <indy reacting to *illHs comment of +idnHt the secretary tell you that #eHre
in a meeting right no#> If you #ait outside, IHll %e a%le to see you in a%out an hour %y
replying IHm sorry if IHm interrupting, %ut IHm eager to get started, and IHll need all your
help. U;he #al's around, introduces herself, and sha'es hands #ith each mem%er of her ne#
staff. :o#ard sco#ls silently.V *ill, could #e ta'e a fe# minutes to tal' a%out ho# #e can
#or' together on the transition, no# that IHm coming in to manage the department> is an
e"ample of a LLLLLLLLLLLL scenario.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic
3. Dnder a LLLLLLLLLL scenario, the leader %eliees that people are the center of any
organization.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
!. The e"ample of <indy reacting to *illHs comment of +idnHt the secretary tell you that #eHre
replying -y appointment as a manger of this office %egan at nine this morning. This is no#
my office, and youHre sitting %ehind my des'. Bither you relinAuish the des' immediately, or
I #ill call headAuarters and report you for insu%ordination is an e"ample of a LLLLLLLLLLLL
scenario.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
$. Dnder a LLLLLLLLLL scenario, the leader should recognize ma4or constituencies, deelop ties
to their leadership, and manage conflict as productiely as possi%le.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
(. The e"ample of <indy reacting to *illHs comment of +idnHt the secretary tell you that #eHre
replying -ay%e this is 4ust the traditional initiation ritual in this department, *ill, %ut let me
as' a Auestion. If one of our customers came through the door right no#, #ould you as' her
to #ait outside for an hour> is an e"ample of a LLLLLLLLLL scenario.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
,. Dnder a LLLLLLLLLL scenario, leaders %eliee that the most important part of their 4o% is
inspiration. 0eople get e"cited a%out and committed to a place #ith a uniAue identity, a
special place #here they feel that #hat the do is really important.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
.. The e"ample of <indy reacting to *illHs comment of +idnHt the secretary tell you that #eHre
replying *ill, if itHs G7 #ith you, IHd prefer to s'ip the games and go to #or'. I e"pect this
department to %e a #inner, and I hope thatHs #hat #e all #ant. I also #ould li'e to manage
the transition in a #ay thatHs good for your career, *ill, and for the careers of others in the
room is an e"ample of a LLLLLLLLLLLL scenario.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
8. ?eframing is the a%ility to
a. B"amine multiple situations from the same perspectie.
%. B"amine the same situation from multiple perspecties.
c. Turning each frame on its head to gie a different perspectie on the situation at hand.
B"amine multiple situations from the structural frame.
d. -a'e sense of multiple situations in the same #ay.
16. The ;tructural leader #ould usually focus on all of the follo#ing BP<B0TLLLLLLLLLLLLLL
a. Tas'
%. Cogic
c. 0ersonality
d. Facts
Answers
1. a /0. 3281 5 2ith the right structure, an organization can achiee its goals, and indiiduals
can see their role in the %ig picture. The main 4o% of a leader is to focus on tas', facts,
and logic, rather than personality and emotions.
2. % /0. 3321 5 <indy ac'no#ledges *illHs perspectie and does not de%ate him. ;he recognizes
his concern %ut calmly communicates her confidence and focus on moing ahead. ;he
demonstrates an important s'ill of a human resource leader9 the a%ility to com%ine
adocacy #ith inAuiry.
3. % /0. 3311 5 The human resource leader #or's on %ehalf o f the organization and its people,
see'ing to sere the %est interest of %oth. The 4o% of the leader is to support and
empo#erment.
!. a /0. 3281 5 In this e"change, <indy places heay emphasis on her formal authority and the
chain of command.
$. c /0. 3331
(. d /0. 33,1 5 <indy focuses on the departmentHs core alues. ;he %rings her customer first
commitment #ith her, %ut she aoids positioning that alue as something imposed from
outside. Instead she grounds it in an e"perience eeryone in the room has 4ust shared9 the
#ay she #as greeted #hen she entered. Ci'e many sym%olic leaders, she is attuned to the
cues a%out alues and culture that are e"pressed in eeryday life.
,. d /0. 33(1 5 effectie sym%olic leaders are passionate a%out ma'ing the organization uniAue
in its niche and communicating that passion to others. They use dramatic sym%ols to get
people e"cited and to gie them a sense of the organizationHs mission. They are isi%le
and energetic. They create slogans, tell stories, hold rallies, gie a#ards, appear #here
they are least e"pected, and mange %y #andering around. They see' to use the %est in an
organizationHs traditions and alues as a %ase for %uilding a culture that has cohesieness
and meaning. They articulate a ision that communicates the organizationHs uniAue
capa%ilities and mission.
.. c /0. 33$1 5 In this politically %ased response, <indy is %oth direct and diplomatic. ;he uses
a light touch in dismissing :o#ardHs opening salo. ;he spea's directly to :o#ardHs
interest in his career and her su%ordinatesH interest in theirs. <learly, she is confident of
her political position and 'no#s that his %luster has little to %ac' it up.
8. % /0. 3381 5 Bffectie leaders change lenses #hen thing donHt ma'e sense or arenHt #or'ing.
?eframing offers the promise of po#erful ne# options.
16. c /0. 3281 5 a % and d are all aspects of the structural leadership role. 0ersonality #ould %e a
more su%4ectie approach and #ould more li'ely fit a different frame.
1. 2hat is this chapter trying to accomplish and ho# does it go a%out accomplishing it>
2. 2hat are the limitations of the structural frame>
3. 2hat are the limitations of the human resource frame>
!. 2hat are the limitations of the political frame>
$. 2hat are the limitations of the sym%olic frame>
Answers
1. The chapter is a%out the a%ility and alue and ris's of reframing /i.e., use multiple frames to
ma'e sense of a situation1. Bach of the four frames generates its o#n understanding of a
situation #hich leads to different possi%ilities for action. This is accomplished through the
e"ample of <indy -arshall starting her ne# 4o% in 7ansas <ity as the manager of a customer
serice unit. /0p. 32,&.1
2. The structural frame ris's ignoring eerything that falls outside the rational scope of tas's,
procedures, policies, and organization charts. ;tructural thin'ing can oerestimate the po#er
of authority and underestimate the authority of po#er. /0. 3381
3. )dherents to the human resource frame sometimes cling to a romanticized ie# of human
nature in #hich eeryone hungers for gro#th and colla%oration. :uman resource enthusiasts
can %e oerly optimistic a%out integrating indiidual and organizational needs #hile
neglecting structure and stu%%orn realities of conflict and scarcity. /0. 3381
!. The political frame is fi"ated on politics can easily %ecome a cynical self&fulfilling prophecy,
reinforcing conflict and mistrust #hile sacrificing opportunities for rational discourse,
colla%oration, and hope. /0. 3381
$. The sym%olic frameHs concepts are elusie. Bffectieness depends on that artistry of the user.
;ym%ols are sometimes mere fluff or camouflage, the tools of a scoundrel #ho see's to
manipulate the unsuspecting or an a#'#ard attempt that em%arrasses more than energizes
people at #or'. /0p. 338&!61
Chapter 1,
True/False
1. There is confusion and disagreement a%out #hat leadership means and ho# much of a
difference it can ma'e.
2. Images of solitary, heroic leaders focus the spotlight too much on indiidual and too little on
the stage #here they play their part.
3. )lthough the :ersey and *lanchard situational leadership model is intuitiely plausi%le, it
lac's strong research support.
!. ?esearch suggests that, in the eyes of their su%ordinates, men and #omen in compara%le
positions are more different than ali'e.
$. Cimitations of research support, along #ith ie#s that leadership and management are
synonymous, hae 'ept approaches such as the :ersey and *lanchard notion of
situational leadership from %ecoming #idely popular in management deelopment
programs.
(. )uthority and leadership %asically come do#n to the same thing.
,. )t the end of the t#entieth century, #omen still represented less than 16 percent of the senior
e"ecuties in the #or' force.
.. ;tructural leaders focus on implementation, %ut they are not afraid to e"periment.

Answers
1. T /0. 3!31 5 Ceadership is not tangi%le. It e"ists only in relationships and in the perceptions
of the engaged parties. Thus, it difficult to define and measure its influence.
2. T /0. 3!!1 5 Ceaders ma'e things happen, %ut things also ma'e leaders happen. Ceaders are
not independent actors, they %oth shape and are shaped %y their constituents.
3. T /0. 3!81 5The :ersey and *lanchard situational leadership model, #hile intuitiely
plausi%le, lac's strong research support.
!. F /0. 3$2 1 5-en and #omen are found for the most part to %e more ali'e than different.
$. F /0. 3!.1 5 These limitations hae not 'ept such programs from %ecoming #idely popular in
management deelopment programs.
(. F /0. 3!31 5 Ceadership is distinct from authority and position, though authorities may %e
leaders. 2e%er /18!,1 lin's authority to legitimacy. 0eople choose to o%ey authority as
long as they %eliee it to %e legitimate. )uthority and leadership are %oth %uilt on
oluntary compliance.
,. T /0. 3$31 5 In 266,, #omen made up less than ,M of senior e"ecuties and 2M of <BGs in
%ortune+s Nlo%al 166 companies. -ore than half the companies did not hae a single female
officer.
.. T /0. 3(61 5 )s illustrated in the te"t %y the story of )lfred 0. ;loan =r., implementation and
e"perimentation are important elements to the approach of a structural leader.
Multiple Choie
1. )ccording to *ennis and Fanus /18.$1, #hich of the follo#ing is true a%out leaders and
managers
a. Ceaders do things right, and mangers do the right thing.
%. -anagers accomplish all of the real #or', #hile leader do all of the tal'ing.
c. Ceaders accomplish all of the real #or', #hile managers do all of the tal'ing.
d. -angers do things right, and leaders do the right thing.
2. In the studies of effectie leadership in recent decades,
a. Fo characteristic is uniersal.
%. @ision and focus sho# up on all studies as necessary characteristics of a leader.
c. 0assion sho#s up in all studies as a necessary characteristic of a leader.
d. )%ility to trust and %uilding relationships are necessary characteristics of a leader.
3. 2hat t#o fundamental dimensions of leadership do *la'e and -outonHs managerial grid
/18(8, 18.$1 postulate>
a. <oncern for people and concern for profita%ility.
%. <oncern for people and concern for tas'.
c. <oncern for profita%ility and concern for tas'.
d. <oncern for ision and profita%ility.
!. -ost situational theories of leadership>
a. Ta'e an e"pansie ie# of leadership and hae empirical support.
%. -a'e a clear distinction %et#een leadership and management.
c. Ta'e a limited ie# of leadership and fe# hae much empirical support.
d. +e%un' personality characteristics as important to effectie leadership.
$. :istorically, leadership research and #riting has
a. :ad %alanced&gender approach.
%. Focused mainly on #omen.
c. Focused mainly on men.
d. )ssumed leadership to %e a gender neutral actiity.

(. In the eyes of their su%ordinates, aaila%le research eidence suggest that in compara%le
leadership positions
a. -en and #omen are more ali'e than different.
%. -en and #omen are more different than ali'e.
c. -en are more tas'&oriented
d. 2omen are more relationship oriented
,. LLLLLLLLLL leadership often eo'es images of petty tyrants and rigid %ureaucrats #ho neer
met a command or rule they did not li'e.
a. ;tructural.
%. :uman resource.
c. 0olitical.
d. ;ym%olic.
.. LLLLLLLLLLL leadership eo'es images of a facilitator and catalyst #ho uses emotional
intelligence to motiate and empo#er su%ordinates.
a. ;tructural.
%. :uman resource.
c. 0olitical.
d. ;ym%olic
8. LLLLLLLLLL leaders assess the distri%ution of po#er and interests.
a. ;tructural.
%. :uman resource.
c. 0olitical.
d. ;ym%olic
16. LLLLLLLLLL leaders lead through actions and #ords as they interpret and reinterpret
e"perience.
a. ;tructural.
%. :uman resource.
c. 0olitical.
d. ;ym%olic.
Answers
1. d /0. 3!31 5 -anagers focus on e"ecution, and leaders focus on purpose.
2. a /0p. 3!$&(1 5 )lthough characteristics of a, %, and c sho# up Auite often in studies of
leadership effectieness, none sho# up in eery study. Fo characteristics of leadership
effectieness hae %een found to %e uniersal.
3. % /0. 3!(1 5 *la'e and -outon hae igorously defended their coniction that an integratie
management style 5 one that com%ines a high concern #ith people #ith a high concern
for tas' 5 is a leadership approach for all situations and seasons, %ut this claim has %een
heaily criticized.
!. c /0. 3!.1 5 -ost situational theories of leadership ta'e a limited ie# of leadership and fe#
hae much empirical support. -any conflate leadership and management, typically
treating leadership as synonymous #ith management. )lmost eeryone %eliees that
#idely arying circumstances reAuire different forms of leadership, %ut eidence is
sparse.
$. c /0. 3$11 5 In more recent years, there has %een a dramatic shift in #omenHs roles and
accomplishments. This has %rought on a %rea' from masculine traditions and an
em%race of more feminine conceptions of leadership.
(. a /0. 3$21 5 2hen differences are detected, they generally sho# #omen scoring some#hat
higher than men on a ariety of measures of leadership and managerial leadership
%ehaior. *ut the differences are not large, and it is not clear #hether they hae practical
significance.
,. a /0p. 3$(&(61 5 *ut they are effectie leaders #hen they focus on organizational analysis
and design. They create the right design for the times and are a%le to get their structural
changes implemented.
.. % /0p. 3(6&31 5 The leaderHs po#er comes from talent, caring, sensitiity, and serice rather
than position or force. :uman resource theorists typically adocate openness, caring,
mutuality, listening, coaching, participation and empo#erment.
8. c /0p. 3(3&,1 5 The other three principles of political leaders are9
They clarify #hat they #ant and #hat they can get.
They %uild lin'ages to 'ey sta'eholders.
They persuade fist, negotiated second, and coerce only if necessary.
16. d. /0p. 3(,&,21 5 ;ym%olic leaders interpret e"periences so as to impart meaning and
purpose through phrases of %eauty and passion. ;ym%olic leaders
Cead %y e"ample.
Dse sym%ols to capture attention.
Frame e"perience.
<ommunicate a ision.
Tell stories.
?espect and use history.
1. 2hat is this chapter trying to accomplish>
2. *riefly summarize the current state of #hat #e 'no# a%out good leadership>
3. B"plain the contingency theories of leadership>
!. 2hat are the t#o dimensions of leadership in :erseyHs and *lanchardHs situation leadership
model> 2hat the four styles and in #hich situations should they %e used>
$. Bidence points to #hat contri%uting factors to the glass ceiling #omen face in their rise to
top management positions>
Answers
1. It e"plores #hat leadership is, #hat it is not, and #hat it can and cannot accomplish. It
e"amines the differences %et#een leadership and po#er and %et#een leadership and
management, and emphasizes that leadership is al#ays situated in %oth relationships and
conte"ts. It presents the research on effectie leadership and e"plores t#o leadership models
popular #ith practitioners. It e"amines gender and leadership. Finally, it e"plores ho# each
of the four frames generates its o#n image of leadership. /0. 3!21
2. T#o of the most #idely accepted leadership propositions offer diergent perspecties. Gne
asserts that all good leaders must hae the right stuff 5 Aualities li'e ision, strength, and
commitment. The other holds that good leadership is situational3 #hat #or's in one setting
#ill not #or' in another. +espite the tension %et#een these one&%est&#ay and contingency
ie#s, %oth capture part of the truth. ;tudies hae found shared characteristics among
effectie leaders across sectors and situations. )nother %ody of research has identified
situational aria%les that determine the 'ind of leadership that #or's %est. /0. 3!$1
3. <ontingency theories of leadership argue that the situation determines effectie leadership,
rather than something a%out the leader. /0. 3!.1
!. :ersey and *lanchard use the dimensions of tas' /the e"tent to #hich the leader engages in
spelling out the duties and responsi%ilities of an indiidual of group /18.!, p. 3111 and
people /the e"tent to #hich the leader engages in t#o&#ay or multi&#ay communication /p.
321. The four styles of leadership are and should used #hen9 .eadership through delegation
5 should %e used #hen follo#ers are a%le and #illing or motiated3 .eadership
through directing should %e used #hen follo#ers are una%le and un#illing or insecure3
.eadership through coaching should %e used #hen follo#ers are una%le %ut #illing or
motiated3 .eadership through supporting should %e used #hen follo#ers are a%le %ut
un#illing or insecure. /0p. 3!.&81
$. The follo#ing factors seem to contri%ute to the glass ceiling #omen face in their rise to top
management positions9
;tereotypes associate leadership #ith maleness.
2omen #al' a tightrope of conflicting e"pectations.
The challenge for #omen to %e po#erful and feminine at the same time.
2omen pay a higher price in terms of their e"pressed needs and family
responsi%ilities.
Chapter 1-
True/False
1. <hanges rationally conceied at the top of an organization often fail.
2. From a human resource perspectie, people hae no reason to resist change.
3. From a political perspectie, conflict should %e ignored in hopes that it #ill dissipate.
!. Inolement and training #ill not ensure successful innoation unless e"isting roles and
relationships are realigned to fit the ne# initiatie.
$. From a structural perspectie, ritual is an essential companion to significant change.
(. <ountless innoations falter and flop %ecause managers neglect to inole people in the
process and s'imp on training to help people learn the ne# #ays.
,. Gne %arrier to change in the human resource frame is a loss of direction and clarity, #hich
can lead to an oerall sense of confusion.
.. Felson and 2inter see t#o central forms of actiity in organizations9 ongoing %ehaior
patterns and scouting ne# options.

Answers
1. T /0. 3,,1 5 -ore ersatile approaches hae a %etter chance of success.
2. F /0. 3.11 5 ;ometimes resistance is sensi%le %ecause the ne# methods are a
management mista'e that #ould ta'e the organization in the #rong direction. ?egardless,
people do not li'e feeling an"ious, oiceless, and incompetent. <hanges in routine practice
and protocol undermine e"isting 'no#ledge and s'ills. These changes undercut peopleHs
a%ility to perform #ith confidence and success. 2hen as'ed to do something they donHt
understand, haenHt had a oice in deeloping, donHt 'no# ho# to do, or donHt %eliee in,
people feel puzzled, an"ious and insecure. Cac'ing s'ills and confidence to implement the
ne# #ays, they resist or een engage in sa%otage, a#aiting the return of the good old days.
3. F /0. 3.(1 5 From a political perspectie, conflict is natural. It is %est managed
through processes of negotiation and %argaining, #here settlements and agreements can %e
hammered out. If ignored, disputes e"plode into street fights.
!. T /0. 3.21 5 <hange undermines e"isting structural arrangements, creating
am%iguity, confusion, and distrust. 0eople no longer 'no# #hat is e"pected of them or #hat
they can e"pect from others. To minimize such difficulty, innoators must anticipate
structural issues and #or' to redesign the e"isting architecture of roles and relationships. .
$. F /0. 3681 5 From a sym%olic perspectie, ritual is an essential companion to
significant change. For e"ample, in many societies, the seAuence of ritual steps for the
funeral of a loed one inoles a #a'e, funeral, period of mourning, and some form of
commemoration.
(. T /0. 3,81 5 )lthough it sounds simplistic, inestment in change calls for
collateral outlays in training and deeloping actie channels for employee input.
,. F /0. 3,81 5 This %arrier is attri%uted to the structural frame, according to
B"hi%it 1..1.
.. T /0. 3.$1 5 The ongoing %ehaior patterns promote a sense of sta%ility from
#hich ne# options can %e smoothly implemented.
Multiple Choie
1. The metaphor of losing #eight is used to demonstrate the difficulty of
a. Ceadership.
%. ?eframing.
c. Grganizational change.
d. Grganizational design.
2. ;i" ;igma #or'ed %etter at -otorola and Neneral Blectric than at 3- %ecause9
a. The ;i" ;igma principles #or' %etter for electrical products than for tapes and adhesies.
%. NB and -otorola gae #or'ers more training in ;i" ;igma concepts.
c. 3-Hs implementation of ;i" ;igma ran counter to the companyHs historic emphasis on
innoation.
d. 3-Hs top management lac'ed real commitment to ma'ing ;i" ;igma #or'.
3. The e"ample of Cisa *rummel at -icrosoft #as used to demonstrate a successful change
effort
a. From the top #ith an aim to loosen things up and emphasize more spiritual concerns.
%. From the top #ith an aim for standardization, measurement, tightening things up and
enhancing profita%ility.
c. From %elo# #ith an aim for standardization, measurement, tightening things up and
enhancing profita%ility.
d. From %elo# #ith an aim to loosen things up and emphasize more spiritual concerns.
!. The statement, It must %e realized that there is nothing more difficult to plan, more uncertain
of success, or more dangerous to mange than the esta%lishment of a ne# order of UthingsV3 for
he #ho introduces UchangeV ma'es enemies of all those #ho deried adantage from the old
order and finds %ut lu'e#arm defenders among those #ho stand to gain from the ne# one /p.
2,1 comes from #hich of the follo#ing>
a. =im <ollinsH /ood to /reat
%. -achiaelliHs The &rince
c. ;pencer =ohnsonHs ,ho Moved my $heese0
d. Felson and 2interHs An volutionary Theory of conomic $hange
$. The essential strategy for organizational change of the LLLLLLLLLL frame is training to
deelop ne# s'ills, participation and inolement, and psychological support.
a. :uman ?esource.
%. ;tructural.
c. 0olitical.
d. ;ym%olic.

(. The essential strategy for organizational change of the LLLLLLLLLL frame is communication,
realignment, and renegotiation of formal patterns and policies.
a. :uman ?esource.
%. ;tructural
c. 0olitical.
d. ;ym%olic.
,. The essential strategy for organizational change of the LLLLLLLLLL frame is creating areas
#here issues can %e renegotiated and ne# coalitions formed.
a. :uman ?esource.
%. ;tructural
c. 0olitical.
d. ;ym%olic.
.. The essential strategy for organizational change of the LLLLLLLLLL frame is creating
transition rituals, mourning the past, and cele%rating the future.
a. :uman ?esource.
%. ;tructural
c. 0olitical.
d. ;ym%olic.
8. The B"perimental ;chools 0ro4ect #as used as an e"ample to understand the LLLLLLLLLL
frame.
a. :uman ?esource.
%. ;tructural.
c. 0olitical.
d. ;ym%olic.
16. 2hich of the follo#ing is FGT one of the eight steps 7otter descri%es repeatedly found in
successful change initiaties>
a. <reating a sense of urgency
%. <reating an uplifting ision and strategy
c. ?emoing o%stacles, or empo#ering people to moe ahead
d. ;etting up focus groups to determine feasi%ility
Answers
1. c /0. 3,!1 5 +espite the gro#ing 'no#ledge a%out organizational change, the same mista'es
repeat themseles. )lmost eeryone #ants to change as long as they donHt hae to do
anything differently.
2. c /0p. 3,!&(1 5;i" ;igmaHs standardization %egan to intrude on 3-Hs historical emphasis on
innoation.
3. d /0p. 3,(&,1 5 Cisa *rummel #as a%le to successfully lead a successful change effort from
%elo# #ith an aim to loosen things up and emphasize more spiritual concerns. In some
cases, een one&upping Noggle.
!. % /0p. 3,,&.1 5 Ben though #ritten almost fie hundred years ago /1$1!1, -achiaelliHs
o%serations are as timely as eer.
$. a /0. 3,.1 5 The human resource frame focuses on needs, s'ill and participation.
(. % /0. 3,.1 5 The structural frame focuses on alignment and clarity.
,. c /0. 3,.1 5 The political frame focuses on conflict and arenas.
.. d /0. 3,.1 5 The sym%olic frame focuses on the loss of meaning and the importance of
creating ne# sym%ols and #ays.
8. c /0p. 3.$&(1 5 )fter the outlined e"change, conflict %et#een administration and teachers
intensified. )s changes emerged, camps formed9 supporters, opponents, and fence&sitters.
16. d /0. 38!1 5 Gne guide team #ould %e esta%lished #ith the needed s'ills, credi%ility,
connections, and authority to moe things along.
2. +escri%e the typical progression of change scenario at 3->
3. For each frame, #hat are the %arriers to change>
!. 2hat is the %asic message of ,ho Moved my $heese>
$. 2hat is the argument made in FelsonHs and 2interHs %oo' An volutionary Theory of
conomic $hange>
(. 2hat is the %asic message of the %oo' The 1eart of $hange #ritten %y 7otter and <ohen>
Answers
1. It e"amines the innoation process at t#o different companies. Then it moes to a
multiframe analysis to sho# ho# participation, training, structural realignment, political
%argaining, and sym%olic rituals of letting go can help achiee more positie outcomes. It
concludes #ith a discussion integrating the frames #ith =ohn 7otterHs influential analysis of
the stages of change. /0. 3,!1
2. Fe# <BG introduces modern management techniAues and scores a short&term ictory3
political pressure and cultural resistance start to mount3 <BG leaes to try again3 organization
lic's its #ounds and moes %oth %ac'#ard and on#ard. /0. 3,(1
3. Bach frame emphasizes a distinctie set of %arriers to change.
:uman resource frame 5 an"iety, uncertainty3 people feel incompetent and needy.
;tructural frame 5 loss of direction, clarity and sta%ility3 confusion, chaos.
0olitical frame 5 disempo#erment3 conflict %et#een #inners and losers.
;ym%olic frame 5 loss of meaning and purpose3 clinging to the past.
/0. 3,. 1
!. <heese is a metaphor for #hateer you might #ant in life. The maze represents the conte"t
in #hich you #or' and lie3 it could %e your family, your #or'place, or your life. The %asic
message is clinging to your o#n %eliefs #hen the #orld around you has changed is self&
defeating. Fle"i%ility, e"perimentation, and a #illingness to try on ne# %eliefs are critical to
success in a fast&changing #orld. /0. 3.6&11
$. Felson and 2inter criticize the neoclassical ie# that sees %oth humans and organizations as
rational decision ma'ers #ho ma"imize their o#n interests /utility1 in the face of aaila%le
options and incenties. -a"imizers #ill change if their preferences change, or if the
enironment changes the options and incenties they face. Felson and 2inters ma"imization
on the ground that firms hae %ut limited %ases for 4udging #hat #ill #or' %est3 they may
een hae difficulty esta%lishing the plausi%le range of alternaties to %e considered /p.
3881. In other #ords, decision ma'ers find it hard to 'no# their options and hard to ealuate
the alternatie they see. /0. 3.!1
(. Too many change initiatie change they rely too much on data gathering, analysis, report
#riting, and presentations instead of a more creatie approach aimed at gra%%ing the
feelings that motiate useful action. In other #ords, change agents fail #hen they rely
mostly on reason and structure #hile neglecting human, political and sym%olic elements. /0.
38!1
Chapter 1.
True/False
1. ;ome of us hae such strong ethical conictions that it matters little #here #e #or', %ut
many of ulnera%le to pressures from our enironment, including cues and e"pectation
from our colleagues at #or' a%out #hat to do and not to do.
2. =ustice2 according to *olman E +eal, comes do#n to fairness, %ut in any gien situation is
li'ely to %e controersial %ecause different parties disagree a%out #hat is fair.
3. +ominant groups in organizations often hae difficulty seeing and Auestioning things that
they hae al#ays ta'en for granted.
!. For an organization, soul can %e ie#ed as an unyielding sense of character and a deep
confidence in its identity.
$. They tal' openly a%out loe at ;tar%uc'Hs.
(. +uring the ?eagan administration, the president and Tip GHFeil #ould de%ate ferociously
a%out their political differences, %ut they agreed that after fie oHcloc', they #ere friends.
,. *olman E +eal used the story of three stonemasons to illustrate the importance of honest
#or'.
.. )ccording to ;olomon, one should try to separate the personal from the pu%lic or
professional for it is only then that one can get real sense of happiness.
Answers
1. T /0. 3881 5 For employees li'e the latter, Bnron lost trac' of its redeeming moral purpose
and failed to proide ethical guardrails for it employees.
2. T /0. !6$1.
3. T /0. !6(1 5 The priilege of %eing a mem%er of the dominant group in an organization
ena%les one to remain una#are of institutional and social forces and their impact. It
%ecomes hard for a mem%er of the dominant group to see and Auestion #hat he or she has
al#ays ta'en for granted.
!. T /0. !661 5 ;oul in an organization, group, or family can %e ie#ed as a resolute sense of
character, a deep confidence a%out #ho #e are, #hat #e are a%out, and #hat #e deeply
%eliee in.
$. F /0. !6!1 5 They tal' openly a%out loe at ;outh#est )irlines. )s president <olleen *arrett
reminisced, Coe is a #ord that isnHt used often in <orporate )merica, %ut #e used it at
;outh#est from the %eginning.
(. F /0. !6$1 5 ?eagan and GHFeil did agree to %e friends at the end of each day, ho#eer, the
friendly terms #ould %egin at si" oHcloc'.
,. T /0. !6,1 5 The story is used to illustrate ho# the meaning or significance of #or' depends
on ho# it is framed or interpreted.
.. F /0. !61 5 ;olomon does not call for a separation of personal and professional, %ut to loo' at
all of oneHs life as a #hole. This concept #ould promote the idea that %usiness is ital
community of interest, instead of a matter of ulgar self&interest.
Multiple Choie
1. 2ho ans#ered not a lot to the Auestion9 #hat shall an organization profit if it should gain
the #orld %ut lose its soul>
a. 7en Cay of Bnron.
%. :o#ard ;chultz of ;tar%uc's.
c. Cee Iacocca of <hrysler.
d. <arly Fiorina of :e#lett 0ac'ard.
2. :er% 7elleher, <BG of ;outh#est )irlines, %eliees his companyHs success is attri%uta%le to
a. ;trategic pro#ess.
%. Financial acumen.
c. Its people, humor, loe and soul.
d. -ar'et timing.
3. 2ho stated #hen you gie loe, you receie loe. I maintain that there is a spiritual
connection to %usiness 4ust as there is to the lies of indiiduals /Ceering and -os'o#itz,
1883, p. !,1>
a. *en <ohen, cofounder of *en and =erryHs :omemade.
%. :o#ard ;chultz of ;tar%uc's.
c. Cee Iacocca of <hrysler.
d. 7en Cay of Bnron.
!. B"cellence is the organizational ethic highlighted %y the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
$. <aring is the organizational ethic highlighted %y the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.

(. =ustice is the organizational ethic highlighted %y the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic.
,. Faith is the organizational ethic highlighted %y the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic
.. <reating significance in #hat the organization is attempting to achiee is the leadership
contri%ution of the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic

8. Coe is the leadership contri%ution of the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic
16. ;haring po#er is the leadership contri%ution of the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic
11. )uthorship for employees is the leadership contri%ution of the LLLLLLLLLL frame.
a. ;tructural.
%. :uman ?esource.
c. 0olitical.
d. ;ym%olic
Answers
1. % /0. 38,1 5 This is the Auestion he raised in a memo to eeryone in his company in 266,. In
the case of 7en Cay and Bnron the ans#er #ould seem to %e nothing at all.
2. c /0. !661 5 ;imply put, 7elleher [cherishes and respectsH his employees, and his [loeH is
returned in #hat he calls [a spontaneous, oluntary, oerflo#ing of emotion /Far'as and
+e *ac'er, 188(, p. !131.
3. %. /0. !661 5 This is the same sentiment echoed %y Cou Nerstner of I*- and :o#ard ;chultz
of ;tar%uc'Hs. They %oth focus on culture and heart #hen leading.
!. a /0. !621 5 The ethical imperatie of the factory, the metaphor for the structural frame, is
e"cellence9 ensuring that #or' is done as effectiely and efficiently as possi%le to
produce high&Auality yields.
$. % /0p. !62&31 5 <aring is one personHs compassion for another. It is the primary purpose and
the ethical glue that holds a family /the metaphor for the human resource frame1 together.
(. c /0p. !62, !6$1 5 The 4ungle /the metaphor for the political frame1 is a politically charged
enironment of conflict and pursuit of self&interest. In a #orld of competing interests and
scarce resources, people are continually compelled to ma'e tradeoffs. Fo one can gie
eeryone eerything they #ant, %ut it is possi%le to honor a alue of fairness ma'ing
decisions a%out #ho gets #hat. ;olomon /18831 sees 4ustice as the ultimate irtue of
corporations, %ecause fairness 5 the perception that employees, customers, and inestors
are all getting their due 5 is the glue that holds things together.
,. d /0p. !62, !6,1 5 ) temple /the metaphor for the sym%olic frame1 is a hallo#ed place, an
e"pression of human aspirations, a monument to faith in human possi%ility. ) temple is a
gathering place for a community of people #ith shared traditions, alues, and %eliefs.
-em%ers of a community may %e dierse in many #ays, %ut they are tied together %y
shared faith and %onded %y a sanctified spiritual coenant.
.. d /0p. !62, !6,1 5 0eople must %eliee that the organization is doing something #orth doing
5 a calling that ads something of alue to the #orld. ;ignificance is partly a%out the #or'
itself, %ut een more a%out ho# the #or' is em%raced.
8. % /0p. !62, !6!1 5Coe is largely a%sent from most modern corporations. <aring %egins #ith
'no#ing3 it reAuires listening, understanding, and accepting. It progresses through a
deepening sense of appreciation, respect, and ultimately, loe.
16. c /0p. !62, !6$&(1 5 The 'ey gift leaders can offer in the pursuit of 4ustice is sharing po#er.
0eople #ith a oice in 'ey decision are far more li'ely to feel a sense of fairness than
those #ith none. Ceaders #ho hoard po#er produce po#erless organizations.
11. a /0p. !62&31 5 The gift of authorship is critical to creating and maintaining e"cellence. The
leaderHs responsi%ility is to create conditions that promote authorship
2. *ased on the research of <ollins and 0orras /188!1 and +e Neus /188$1, #hat is a central
characteristic of corporations succeeding oer the long haul>
3. 2hat #as ;olomonHs /18831 purpose in using the term )ristotelian ethic>
Answers
1. The chapter ma'es the argument that ethics must reside in soul, a sense of %edroc' character
that har%ors core %elief and alues. It discusses #hy soul is important and ho# it sustains
spiritual coniction and ethical %ehaior and presents a ariegated picture of leadership
ethics. /0.3881
2. *oth found that a central characteristic of corporations succeeding oer the long haul #as a
core ideology emphasizing more than profits and offering guidance and inspiration to
people inside the company /<ollins and 0orras, 188!, pp. !., ..1. /0. !611
3. ;olomon settled on the term Aristotelian %ecause it ma'es no pretension of imparting the
latest cutting&edge theory or techniAue of management. ?ather, he reminds us of a
perspectie and de%ate reaching %ac' to ancient times. /0. !621
Chapter '/
True/False
1. The chapter assumes the protagonist, +aid 7ing, /i.e., the principle %eginning his first #ee'
in a deeply trou%led high school1 is unfamiliar #ith the frames and #ith reframing.
2. ;tudent safety #as a ma4or concern at ?o%ert F. 7ennedy :igh.
3. +aid 7ing felt the need to achiee some 'ind of racial %alance among the 7ennedy
administratie group.
!. In contrast to his interie#s #ith indiiduals, +aid 7ing #as surprised to find ho#
confrontational these indiiduals #ere in the staff meeting.
$. )lthough po#er can %e used to do people in, it can also %e used to get things done.
(. Dnder the human resource frame, 7ing determines that the teachers at the school hae no 4o%
security, #hich is the main reason for the conflict among his staff.
,. 7ing feared that the #ord resignation #ould set <arer off again.
.. 7ingHs preious position #as at a school that #as trou%led, %ut not as %ad as 7ennedy :igh.
7ing reflected %ac' on the situation as one reAuiring patience, #hile hanging tough.

Answers
1. F /0. !111 5 )s #ell as %eing committed to the ie# of leadership and ethics descri%ed in
chapter 18, +aid 7ing is assumed to %e familiar #ith the frames and reframing.
2. T /0p. !1!, !1$, !1,1 5 @iolence had occurred oer the first t#o years of the school history.
;ecurity #as a ma4or issue facing +aid 7ing.
3. T /0. !261 5 2ith his o#n appointment as principal, %lac' administrators outnum%ered #hite
administrators t#o to one, and 7ennedy did not hae a single Catino administrator, een
though a third of its pupils #ere :ispanic.
!. F /0. !261 5 +aid 7ing #as amazed ho# slo#, polite, and friendly the conersation #as
among people #ho had so ehemently e"pressed negatie opinions of each other in priate.
$. T /0. !2$1 5 Dsing po#er to get things done is the constructie side of politics.
(. F /0. !2!1 5 Bmpo#erment is #hat the teachers are lac'ing.
,. F /0. !361 5 :is fear #as that the #ord apology #ould set -r. <arer off again.
.. T /0. !311 5 In the process of turning around the last school of #hich 7ing had %een principal
he learned that you must %e patient #hile hanging tough.
Multiple Choie
1. 2hat did +aid 7ing spend most of his time doing in his first #ee'>
a. <reating a strategic plan.
%. <reating an operating plan.
c. Dnderstanding the schoolHs finances.
d. Indiidually interie#ing 'ey administrators.
2. )fter his first #ee' on the 4o%, #ith some time oer the #ee'end to regroup, #hat do the
authors suggest #ould %e the %est course of action for +aid 7ing>
a. Quit his 4o% %efore things get #orse.
%. Identify his opponents and fire them.
c. )ctiely reflect and reframe.
d. ;hare his ision for the school #ith the staff on -onday to get them all on the same page.
3. The lesson that #e %lame indiiduals #hen the real pro%lems are systemic is a lesson of the
LLLLLLLLLL frame.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
!. +aid 7ing identifies 7ennedy :igh ;choolHs organizational structure as a LLLLLLLLLL
structure>
a. :ierarchical
%. +ecentralized
c. <entralized
d. -atri"
$. *y e"amining his situation through the LLLLLLLLLL frame, +aid 7ing recognized that
eerything at his school #as #in&lose. Fothing #as discussed openly, and if it #as, people
4ust %lamed others and tried to straighten them out. They got defensie #hich proed them
right. *ut they neer tested their assumptions. :e realized they needed to find a %etter #ay
to deal #ith one another.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic

(. *y ie#ing his situation through the LLLLLLLLLL frame, +aid 7ing realizes that 7ennedy
:igh ;chool is steeped in enduring difference among employees, scarce resources, conflict
and po#er.
a. ;tructural
%. :uman ?esource
c. 0olitical
a. ;ym%olic
,. *y ie#ing his situation through the LLLLLLLLLL frame, +aid 7ing ma'es the o%seration
that his school is too ne# to hae many roots and traditions, and #hat they hae is mostly
%ad.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
.. Through the LLLLLLLLLL frame, +aid 7ing #as a%le to generate the follo#ing options for
action9 responsi%ility charting and creating a tas' force on the organizationHs structure.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
8. Through the LLLLLLLLLL frame, +aid 7ing #as a%le to generate the follo#ing options for
action9 improe safety and security, proide training in communication and conflict
management, and empo#er employees through participation.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
action9 create arenas for negotiation, do damage control caused %y the security issues, unite
against outside threats, %uild coalitions and negotiate #ith outside constituents.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
action9 hoist a %anner #ith a shared sym%ol, deelop sym%ols, and create organizational
stories and ceremonies.
a. ;tructural
%. :uman ?esource
c. 0olitical
d. ;ym%olic
Answers
1. d /0. !1(1 5 Through these interie#s, +aid 7ing #as trying to familiarize himself #ith the
school, its pro%lems, and its 'ey people.
2. c /0. !211 5 ) straightfor#ard #ay to do that is to e"amine the situation one frame at a time
as'ing t#o simple Auestions9 From this perspectie, #hatHs going on> )nd #hat options
does this angle suggest>
3. a /0. !221 5 Beryone is %laming eeryone else at 7ennedy :igh ;chool %ut the real
pro%lems may #ell %e systemic.
!. d /0. !221 5 teachers hae ill&defined dual reporting relationship to %oth department chairs
and housemasters. This type of structure is %uilt for conflict. The school has no
integratie deices to ma'e this type of structure effectie.
$. % /0. !2!1 5 Through the core assumption of -odel I that an organization is a dangerous
place #here you hae to loo' out for yourself or someone else #ill do you in /<hapter .1,
+aid 7ing realizes this is the current operating assumption of employees at 7ennedy
:igh ;chool.
(. c /0. !2$1 5 +aid 7ing realizes he has all of these issues in his school. .
,. d /0. !2(1 5 The school has a hodgepodge of indiidual histories %rought from someplace
else %y the people of 7ennedy :igh. +eep do#n, eeryone is telling a different story.
ThereHs nothing school&#ide to #hich people can %ond. =ust little poc'ets of meaning.
.. a /0. !281 5 These options #ere arried at %ecause of the recognition of a #ea' integration 5
goals, roles, responsi%ilities and lin'ages #ere unclear. )n ill&defined matri" structure
e"isted.
8. % /0. !281 5 These options #ere arried at %ecause of the recognition that mem%ers %asic
needs #ere not %eing met, poor conflict management, and employees felt disempo#ered.
16. c /0. !281 5 These options #ere arried at %ecause of the recognition of house&department
conflict, security issues, the <arer&+ula feud, racial tension and the many outside
constituents that had an interest in the high school.
11. d /0. !281 & These options #ere arried at %ecause of the recognition of the a%sence of shared
sym%ols, the loss of faith in the mission of the institution and the schoolHs lac' of identity.
1. 2hat is the purpose of chapter 26 and through #hat means does it accomplish this purpose>
2. 2ho is +aid 7ing, #hat position does he hold and #hat is his %ac'ground>
3. 2hat are the t#o cornerstones of structure> 2hat is the ma4or structural pro%lem of
7ennedy :igh ;chool indentified %y +aid 7ing>
!. 2hat is +aid 7ing a%le to accomplish through his #ee'end of reflection and reframing>
Answers
1. To illustrate the art of reframing that uses 'no#ledge an intuition to ma'e sense of
organizational lifeHs daily challenges and find sensi%le and effectie #ays to respond. This is
done through the e"ample of follo#ing a ne# principle through his first #ee' in a deeply
trou%led ur%an high school. /0. !111
2. +aid 7ing is the ne# principle assigned to ?o%ert F. 7ennedy :igh ;chool in Nreat ?idge,
Illinois. +aid #as %orn and raised in Nreat ?idge, Illinois. :is father #as one of the cityHs
first %lac' principals. 7ing 'ne# the city and its school system #ell. )fter t#o years of
military serice, 7ing follo#ed in his fatherHs footsteps %y going to Nreat ?idge ;tate
Teachers <ollege, #here he receied his *.Bd. and -.Bd. degrees. :e taught Bnglish and
coached in a predominantly %lac' middle school for seeral years until he #as as'ed to
%ecome the schoolHs assistant principal. :e remained in that post for fie years, #hen he #as
as'ed to ta'e oer a large middle school of nine hundred pupils 5 %elieed at the time to %e
the most difficult middle school in the city. 2hile there, 7ing gained a city#ide reputation
as a gifted and popular administrator. :e #as credited #ith changing the #orst middle
school in the system into one of the %est.
3. +ifferentiation and integration. The school has an ample diision of la%or %ut #ea' oerall
coordination. /0. !221
!. Gut of the confusion he felt of Friday, he #as a%le to create a clearer picture of the situation
he #as facing. :e #as a%le to generate possi%ilities for action. :e is a%le to orient himself
#ithin his situation to determine a direction to proceed. /0. !331
Chapter '1
True/False
1. In the epilogue, *olman E +eal argue that leaders sometimes need to act inconsistently #hen
uniformity fails, nonrationally #hen reason is inadeAuate, and playfully #hen a narro# focus on
tas' %ac'fires.
2. Nood managers and leaders sustain a tension&filled poise %et#een e"tremes3 they com%ine
core alues #ith elastic strategies.
3. The greatest leaders are often, in reality, good listenersK
Answers
1. T /0. !3$1
2. T /0. !3(1 5 -anagers get things done #ithout getting done in.
3. F /0. !3(1 5 The greatest leaders are often, in reality, s'illful follo#ers. They do not control
the flo# of history, %ut %y haing the good sense not to stand in its #ay they seem to.
Multiple Choie
1. The epilogue referenced four leaders in goernment #ho #ere controersial, %ut espoused
enduring alues and %eliefs. 2hich of these is FGT one of the four>
a. -argaret Thatcher
%. Cee 7uan Qe#
c. =ohn F. 7ennedy
d. Fran'lin +elano ?ooseelt
2. Grganizations need leaders #ho can proide a dura%le sense of purpose and direction, rooted
deeply in LLLLLLLLLLLL and LLLLLLLLLLL.
a. ritual, ceremony
%. alues, the human spirit
c. faith, morals
d. commitment, fle"i%ility
Answers
1. c /0. !3,1 =ohn F. 7ennedy #as not listed among controersial leaders #ith enduring alues
and %eliefs.
2. % /0p. !3(&,1 5 The purpose and direction of organizations today need to %e rooted in alues
and the human spirit.

BOLMAN - AND - DEAL Test Bank by Barbara McKeon

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REFRAMING ORGANIZATIONS TEST BANK

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