Professional Documents
Culture Documents
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, cognitive lenses, schema, and mind sets.
4. The explosive technological and social changes of recent years have simplified our lives
and our understandings of the world.
5. The most effective managers choose a single perspective or frame, and become highly-skilled
specialists.
6. According to Bolman and Deal, multiframe thinking typically leads to confusion and
paralysis.
7. Modern organizations rely too much on an artistic approach to management and too little on
an engineering approach.
8. Bolman and Deal argue that most managers and leaders have trouble understanding complex
situations, not because they lack the intelligence, but because they are unable to adopt
multiple perspectives.
Answers
1. T (P. 15)- While the structural frame sees organizations as factories and machines; the human
resource frame sees organizations as a family, the political frame sees organizations as
jungles, and the symbolic frame sees organizations as carnivals, temples and theater.
2. F (Pp. 7-8) While it is true that some managerial cluelessness comes from psychological
flaws, personality disorders, and IQ; managerial cluelessness is primarily caused by
clinging to entrenched mental models. This action does not allow the manager to make
sense of situations or it encourages the misinterpretation of those situations that do not
conform to these entrenched ways of thinking.
3. T (P. 10) All of the images brought to mind by these different labels help to illustrate the
notion of the use of frames.
4. F (P. 6) These explosive technological and social changes have produced a world that is far
more interconnected, frantic and complicated. We find ourselves in over our heads
(Kegan, 1998). Forms of management and organization which were effective a few years
ago are now obsolete.
5. F ( P. 15)
6. F (P. 18)
7. F (Pp. 20-1)
8. T
Multiple Choice
Bolman and Deal describe McWane and Nucor as representing opposite poles in a perennial
debate about the relationship between people and organization. Please describe these
opposite poles.
2. To become the industrys most profitable firm, Costcos formula for success is to pay
employees __________ and charge customers __________ than its biggest competitor, Sams
Club.
a. less, less
b. less, more
d (P. 172)
Conceptual/Open-ended Questions
1. What are the three recurrent questions about relationships that regularly confront managers?
2. In his book entitled Emotional Intelligence, what basic argument does Daniel Goleman put
forth?
3. What is emotional intelligence? What term were Salovey and Mayer updating when they
created the concept of emotional intelligence?
4. Please define espoused theories and theories-in-use. These theories are used to explain
which managerial phenomenon?
5. What are the four central issues of group process discussed in Chapter 8?
Answers
1. Chris Argyris (1963) emphasizes the importance of interpersonal competence as a basic
managerial skill. The three recurrent questions about relationship that regularly confront are:
What is really happening in this relationship?
What motives are behind other peoples behaviors?
What can I do about it?
(P. 168)
2. Daniel Goleman made the concept of emotional intelligence famous with his book entitled
Emotional Intelligence. In this book, Golemans basic argument is that emotional
intelligence (EQ), rather than intellectual abilities (measure through the intelligence quotient
(IQ)), accounts for most of the variance in effectiveness among managers, particularly at the
senior level. (P. 176)
3. Emotional intelligence includes the skills of awareness of self and other and the ability to
handle emotions and relationships. Salovey and Mayer found that individuals who scored
relatively high in the ability to perceive accurately, understand and appraise others emotions
could respond more flexibly to changes in their social environments and were better able to
build supportive social networks. Salovey and Mayer were updating Thorndikes concept of
social intelligence the ability to understand and manage men and women, boys and girlsto act wisely in human relations (1920, p. 228). (Pp. 175-6)
4. Espoused theories are accounts given by individuals whenever they try to describe, explain,
or predict their behavior. Theories-in-use guide what people actually do. These two theories
are used to explain how managers self-descriptions are often disconnected from their
actions. These discrepancies exist because managers dont learn very well from their
experience. (P. 169)
5. The authors map emphasizes four central issues in group process. They are informal roles,
informal norms, interpersonal conflict, and leadership and decision making. (P. 180)
Multiple Choice
1. In the case of the explosion of the Challenger,
a. Political agendas corrupted engineers technical judgments and caused them to
recommend launching the Challenger.
b. Political agendas dominated, and the judgment of technical experts was disregarded when
making the final decision to launch the Challenger.
c. Technical experts failed to foresee the possibility of a Challenger explosion.
d. Weather conditions were identified as the main cause of the Challenger explosion.
2. The political frame emphasizes that organizational goals are
a. Set by edict at the top of the organization.
b. Mutually agreed upon by the organizations coalitions.
c. Evolved through an ongoing process of negotiation and bargaining.
d. Set through a process of consensus.
3. A potential partisan is?
a. Any member of a coalition who wants to exert bottom-up pressure
b. Any organizational member who, by virtue of position, is entitled to make decisions
binding on subordinates
c. Any member of senior management who exerts authority by virtue of their position.
d. Any member of a coalition who lacks the courage of his or her convictions.
4. Coercive power
a. Rests on ones attractiveness and social adeptness.
b. Rests on ones occupation of a position that has legitimate authority.
c. Rests on the ability to pass out rewards
d. Rests on the ability to constrain, block, interfere, or punish.
5. Personal power
a. Rests on ones attractiveness and social adeptness.
b. Rests on ones occupation of a position that has legitimate authority.
c. Rests on the ability to rewards such as jobs, money and political support.
d. Rests on the ability to constrain, block, interfere, or punish.
6. The example of Republican electoral success based on the ability to recast, for example, the
estate tax as the death tax was used to demonstrate to the power of
a. Access and control of agendas.
b. Alliances and networks.
c. Framing.
d. Personal power.
One of the key elements of an agenda for change is a vision balancing the long-term
interests of key parties.
10. Key elements in a political map include the 3 Ps of players (whos on the field), positions
(what individuals and groups want) and power (capacity for influence held by different
participants)
Answers
1. F (P. 214) Structurally, an agenda outlines a goal and a schedule of activities. Politically, an
agenda is a statement of interests and a scenario for getting the goods. The first step in
effective political leadership is setting the agenda.
2. T (P. 218) Managers believe that people will follow them if a logical reason is given for
doing so. Because of this, they do not focus enough of their attention to the relational aspects
of accomplishing initiatives.
3. T (P. 220) Ambiguity (which causes uncertainty), diversity (which causes differences), and
scarcity (which causes conflict) inevitably lead to political dynamics in organizations.
4. F (P. 221) Value claimers see win-win as naively optimistic. For them, bargaining is a
hard tough process in which you have to do what it takes to win as much as you can.
5. F (P. 226) Instrumental values are the four important principles of moral judgment. They
are guidelines about right actions rather than right outcomes (terminal value)
6. T (P. 214) Effective leaders create an agenda for change with two major elements: a
vision balancing the long-term interests of key parties, and a strategy for achieving the vision
while recognizing internal and external forces.
7. F (P. 217)
8. T (Pp. 226-7)
9. F. (Pp. 214 et seq.) The chapter argues the opposite: that political skill is vital to an
organizations capacity to manage political dynamics effectively.
Multiple Choice
1. The example of Ronald Reagan was used to show how it was necessary for him to
a. Set the agenda.
b. Map the political terrain.
c. Network and form coalitions.
d. Bargain and negotiate.
2. In negotiations, people who stake out positions and then reluctantly make concessions to
reach agreement are engaging in
a. Principled bargaining.
b. Unprincipled bargaining.
The question are all parties to a relationship operating under the same understanding about
the rules of the game? embodies which of the following important principles of moral
judgment?
a. Mutuality.
b. Generality.
c. Openness.
d. Caring.
8. Bill Gates negotiations with IBM and Tim Paterson of Seattle Computer are an example of
successful
a. Value creating
b. Value claiming
c. Win-win negotiating
d. Principled bargaining
9. The example of congressman John LeBoutillier and Thomas ONeill was used to illustrate
a. The need to understand the role of people in a network.
3.
4.
Since organizations depend on their environment for resources needed for survival, they
are inevitably enmeshed with external constituents whose expectations or demands must be
heeded.
5.
In contrast to the United States, Japanese business and politics have been kept separate.
6.
In most organizational change initiatives, the right idea and legitimate authority will
generally ensure success.
7.
Although Fred Smith, the CEO of FedEx, spends a lot of time in Washington, the
organizations political action committee does not wield much political clout in our nations
capital.
8.
Answers
1.
F (P. 230) When viewing organizations as political arenas, organizational
design is viewed as a political embodiment of contending claims.
2.
T (P. 233) These revolutions are in the form of grassroots mobilizing and
organizing such as the formation of trade unions, civil rights groups, student movements and
environmental groups.
3.
T (P. 237) Though this is not a major concern for small players with only
marginal influence, it is vital for keystone firms like Wal-Mart and Microsoft that sit at the
hub of an ecosystem.
4.
T (P. 235) These constituents speak loud with conflicting voices, adding to the
challenge of managerial work.
5.
F (P. 241) Business and politics are closely intertwined in Japan. As one
leading financial journalist put it, If you dont use politicians, you cant expand business
these days in Japan-thats basic (Downer, 1994, p. 299).
6.
F (P. 235) This assumption ignores the agendas and power of the
7. Which of the following companies was used to demonstrate the effectiveness of a company
in influencing government agencies
a. Microsoft
b. Ben and Jerrys
c. FedEx
d. Intel
8. A critical question in the society ecosystem is, What is the power relationship between
a. The Office of the President and everyone else?
b. Large corporations and everyone else?
c. Toyota and everyone else?
d. China and everyone else?
9. Of the top twenty-five U.S. companies at the beginning of the twentieth century which of the
following remained one of the top 25 at the end of the century?
a. General Electric
b. General Motors
c. Exxon
d. Sears
10. Wal-Mart made a point of tracking demand information in real time and then it would share
the information through Retail Link with its
a. competitors
b. manufacturers
c. supplier network
d. constituents
Answers
1. b (P. 233) RJRs headquarters were relocated from Winston-Salem to Atlanta because Ross
Johnson was able to head a successful coalition in favor of moving the company, in spite
of the fact that it had been located in Winston-Salem for a century and its citizens to
much pride in the company and were fiercely loyal to it.
2. b (Pp. 234-5) This new change initiative set off heated political battles. In many cases,
administrators found themselves outgunned. Only one superintendent survived over the
programs five-year funding cycle. In most cases, the administrators never anticipated a
major political battle. They thought the program made sense and that it would be
accepted. They were confident their proposed programs were progressive, effective, and
good for everyone.
3. d (P. 236) Because more sophisticated software needed faster microprocessors, and vice
versa, Microsoft and Intel became mutually indispensible. They began as servants to
IBM but eventually took over what became the Wintel ecosystem.
The story that the original plan for Southwest was sketched on a cocktail napkin in a San
Antonio bar is an example of a
a. Vision.
b. Myth.
c. Mission statement.
d. Journalistic bias.
The Eagle groups use of names like Woodstock and Trixie for their prototype computers
showed:
a. Geeks will be geeks.
b. A lack of serious commitment to their work.
c. The value of play, humor and shared language in building motivation and teamwork.
d. The importance of work-life balance.
myths
group identity
examples
Answers
1. d (P. 284) a, b and c, divide groups. Shared language binds a group together and is a
perceptible sign of membership.
2. b (P. 285) - Surgical teams, cockpit crews, and many other groups have learned that joking
and playful banter are essential sources of invention, team spirit. It helps release tension
and resolve issues arising from day-to-day routines as well as sudden emergencies.
3. c (P. 289) Members of successful groups consistently felt the spirit, a feeling essential to
the meaning and value of their work.
4. d (P. 290) This value was added in the aftermath of the Vietnam War by the Air Force in its
efforts to reaffirm traditions and rebuild its culture.
5. a (P. 290) Jan Carlzon revitalized the culture of the Scandinavian Air System (SAS) around
the precepts that every encounter between a customer and an SAS employee was a
moment of truth and that SAS flies people not planes.
6. b (P. 289) The symbolic side of the Eagle Group was the real secret of success. Its soul, or
culture created a successful group.
7. c (Pp. 281-2) a b and d are all tenets of the symbolic frame. Example, not command holds
a team together.
8. c (P. 284)
9. c. (P. 284)
Conceptual/Open-ended Questions
1. What is this chapter about?
2. What are the key lessons from the Eagle Group experience? What tenets of the symbolic
frame can be distilled that are broadly applicable to groups and teams?
3. What is the value of stories to high-performing groups such as the Eagle Group?
Answers
1. Using the example of the Eagle Group, chapter thirteen is about how teams achieve peak
performance the culture of the organization. (P. 280)
2. The important tenets of the symbolic frame can be distilled that are broadly applicable to
groups and teams are:
How someone becomes a group member is important.
Diversity supports a teams competitive advantage
Example, not command, holds a team together.
A specialized language fosters cohesion and commitment.
Stories carry history and values and reinforce group identity.
Humor and play reduce tension and encourage creativity.
Ritual and ceremony lift spirits and reinforce values.
Chapter 14
True/False
1. The success of the U.S. Navy Polaris missile system can be directly attributed to the
efficiency benefits of modern management techniques of PERT and PPBS.
2. The symbolic frame recasts organizational structures and processes as secular drama that
expresses our fears, joys, and expectations.
3. DiMaggio and Powel state that ideas from business schools spread rapidly when they
produce demonstrable benefits in efficiency and productivity.
4. Under a dramaturgical view, if an institution or its environment changes, theatrical
refurbishing is needed only if the change affects the bottom line.
5. When viewing organizations as theater, strategic planning is an example of a ceremony
which organizations conduct periodically to maintain legitimacy rather than improve
performance.
6. Evidence supports the notion that the adopting modern management techniques accentuates a
companys legitimacy and heightens CEO compensation, even if the methods are not
fully implemented.
7. March and Olsen were ahead of their time in depicting meetings as improvisational
stewpots.
8. What is sometimes called a plan in an organization is often an investment brochure to
persuade potential donors of an institutions attractiveness.
Answers
1. F (P. 294) Management innovations were highly visible but only marginally connected to
the actual work. Instead of serving intended rational purposes, modern management
techniques contributed to a saga that built external legitimacy and kept critics at bay. This
myth afforded breathing space for work to go forward and elevated participants spirit and
self-confidence.
2. T (P. 295) Theater arouses emotions and kindles our spirit. It also reveals our fears. It
3.
4.
5.
6.
7.
8.
provides a shared basis for understanding the present and imagining a more promising
tomorrow.
F (P. 298) DiMaggio and Powell argue that managers and MBAs from accredited business
schools carry shared values, beliefs and practices wherever they go. The latest ideas from
business schools may or may not produce better results, but they spread rapidly because the
newly minted professional believes in them.
F (P. 300) Under the dramaturgical view, any time an institution or its environment
changes, theatrical refurbishing is needed since legitimacy and worth are anchored
primarily in the match between structural characteristics and prevailing myths.
Organization must alter appearances to mirror changes in social expectations.
T (P. 302) Many executives consciously recognize the shortcomings of strategic planning,
yet continue to champion it. Strategic planning persists because it plays an eminent role in
an organizations enduring drama.
T (P. 296) In such cases, economic performance may not improve, but perceptions of
innovativeness and confidence in management rise.
F (P. 301) Meetings according to March and Olsen are improvisational garbage cans.
T (P. 303)
Multiple Choice
1. Institutional theorists
a. See organizations as closed systems.
b. See organizations as rational systems.
c. Believe efficiency and economic performance to be the key concerns.
d. See organizations as open systems.
2. Isomorphism is a term used by DiMaggio and Powell (1983) to describe the processes that
cause organizations to __________ other organizations, particularly members of
____________ organizational field.
a. Become more like, the same
b. Become more like, a different
c. Differentiate from, the same
d. Differentiate from, a different
3. The symbolic view
a. Depicts the workplace as a formalized network of interdependent roles and units
coordinated through a variety of horizontal and vertical linkages.
b. Approaches structure as stage design.
c. Dictates that structural patterns align with purpose.
d. Dictates that structural patterns are determined by goals, technologies, and environment.
4. In his book The Rise and Fall of Strategic Planning (1994), Henry Mintzberg questions the
link between
a. Strategic planning and its stated objectives.
b. Strategic planning and organizational profitability.
c. Departmental meetings and their stated objectives.
What are the five questions one may pose to choose an effective frame(s) through which to
interpret a particular situation?
2. Why are the political and symbolic frames more meaningful in interpreting situations in
which there are high level of ambiguity and uncertainty?
3. Why is the structural frame most meaningful in interpreting situations in which the technical
quality of the decision is important?
4. When examining characteristics of excellent or visionary companies through the research of
Peters and Waterman (1982), Collins and Porras (1994), and Collins (2001) what was the
reason given for none of the characteristic of excellence being political?
Answers
1. The five questions one may pose to choose an effective frame(s) through which to interpret a
Answers
1. T (P. 328) Reframing allows the creation of alternatives for action based on the multiple
interpretations of the situation at hand. Different frames offer different interpretations of
the situation.
2. F (throughout the chapter) Throughout the chapter, two different reactions are proposed for
each of the four frames. Beyond these two, many other possible reactions exist.
3. F (P. 338) Each frame has limits as well as strengths, and each can be applied well or
poorly.
4. T (P. 339) Frames permit certain understandings of a situation while concealing other
understandings. All frames create and limit based on possible interpretations of a particular
situation.
5. T (P. 333) There is never enough to give all parties what they want, so there will always be
struggles. The job of the leader is to recognize major constituencies, develop ties to their
leadership, and manage conflict as productively as possible.
6. F (P. 331) The human resource manager works on behalf of both the organization and its
people, seeking to serve the best interests of both.
7. F (Pp. 329, 336) This description labels the symbolic leader whereas the structural leader
will focus on task, facts, logic keeping emotions and personality out of the equation.
8. F (P. 339) - Reframing is looking at one situation and adjusting the frame or lens through
which you view the circumstances as if to see the world through fresh eyes. Any one
frame will not handle every situation.
Multiple Choice
1. A ___________ scenario casts managers and leaders in the fundamental roles of clarifying
goals, attending to the relationship between structure and environment, and developing an
array of roles and relationships appropriate to what needs to be done.
a. Structural.
b. Human Resource.
c. Political.
d. Symbolic.
2. The example of Cindy reacting to Bills comment of Didnt the secretary tell you that were
in a meeting right now? If you wait outside, Ill be able to see you in about an hour by
replying Im sorry if Im interrupting, but Im eager to get started, and Ill need all your
help. [She walks around, introduces herself, and shakes hands with each member of her new
staff. Howard scowls silently.] Bill, could we take a few minutes to talk about how we can
work together on the transition, now that Im coming in to manage the department? is an
example of a ____________ scenario.
a. Structural.
b. Human Resource.
c. Political.
d. Symbolic
The example of Cindy reacting to Bills comment of Didnt the secretary tell you that were
in a meeting right now? If you wait outside, Ill be able to see you in about an hour by
replying Maybe this is just the traditional initiation ritual in this department, Bill, but let me
ask a question. If one of our customers came through the door right now, would you ask her
to wait outside for an hour? is an example of a __________ scenario.
a. Structural
b. Human Resource
c. Political
d. Symbolic
7. Under a __________ scenario, leaders believe that the most important part of their job is
inspiration. People get excited about and committed to a place with a unique identity, a
special place where they feel that what the do is really important.
a. Structural.
b. Human Resource.
c. Political.
d. Symbolic.
8. The example of Cindy reacting to Bills comment of Didnt the secretary tell you that were
in a meeting right now? If you wait outside, Ill be able to see you in about an hour by
replying Bill, if its OK with you, Id prefer to skip the games and go to work. I expect this
3.
4.
5.
6.
7.
8.
Multiple Choice
1. The metaphor of losing weight is used to demonstrate the difficulty of
a. Leadership.
b. Reframing.
c. Organizational change.
d. Organizational design.
2. Six Sigma worked better at Motorola and General Electric than at 3M because:
a. The Six Sigma principles work better for electrical products than for tapes and adhesives.
b. GE and Motorola gave workers more training in Six Sigma concepts.
c. 3Ms implementation of Six Sigma ran counter to the companys historic emphasis on
innovation.
d. 3Ms top management lacked real commitment to making Six Sigma work.
3. The example of Lisa Brummel at Microsoft was used to demonstrate a successful change
effort
a. From the top with an aim to loosen things up and emphasize more spiritual concerns.
b. From the top with an aim for standardization, measurement, tightening things up and
The essential strategy for organizational change of the __________ frame is creating areas
where issues can be renegotiated and new coalitions formed.
a. Human Resource.
b. Structural
c. Political.
d. Symbolic.
8. The essential strategy for organizational change of the __________ frame is creating
transition rituals, mourning the past, and celebrating the future.
a. Human Resource.
b. Structural
c. Political.
d. Symbolic.
9. The Experimental Schools Project was used as an example to understand the __________
frame.
a. Human Resource.
Who answered not a lot to the question: what shall an organization profit if it should gain
the world but lose its soul?
a. Ken Lay of Enron.
b. Howard Schultz of Starbucks.