1) In the symbolic view of management, managers are Show
seen as directly responsible for an organization’s success or failure. FALSE 2) The view of managers as omnipotent is consistent with the stereotypical picture of the take-charge business executive who can overcome any obstacle in carrying out the organization’s objectives. TRUE 3) The symbolic view of management impact is useful in explaining the high turnover among sports coaches, who can be considered the “managers” of their teams. FALSE 4) Conditions of economic inequality illustrate how societal attitudes can constrain managers’ decisions and actions. TRUE 5) A dynamic environment is characterized by the absence of new competitors, few technological breakthroughs by current competitors, and little activity by pressure groups to influence the organization. FALSE 6) Environmental uncertainty looks at the number of components in an organization’s environment and the extent of the knowledge that the organization has about those components. FALSE 7) A dynamic and simple environment is characterized by the greatest level of environmental uncertainty. FALSE 8) An organization’s competitors and employees are considered to be stakeholders who are affected by the organization’s decisions and actions. TRUE 9) Managers of high-performing companies tend to consider the interests of the most profitable stakeholder groups as they make decisions. FALSE 10) Strong cultures have more influence on employees than do weak cultures. TRUE 11) The shared aspect of culture implies that all employees in an organization approve of the culture. FALSE 12) In strong organizational cultures, employees have little knowledge of company history or heroes, what’s important is present performance. FALSE 13) Organizations help employees adapt to the culture through socialization. TRUE 14) Corporate rituals are repetitive sequences of activities that express and reinforce the key values of an organization. TRUE 15) In a ‘ready-aim-fire’ culture, managers take action and then analyze what has been done. FALSE 16) In order to develop an innovative organizational culture, managers must minimize ambiguity and uncertainty and discourage risk-taking. FALSE 17) Giving service-contact employees the discretion to make day-to-day decisions on job-related activities is instrumental in creating in a customer-responsive culture. TRUE 18) Organizations that emphasize workplace spirituality focus on individual development. TRUE 19) Spiritual organizations tend to be intolerant of employees who commit mistakes. FALSE 20) Organizations that subscribe to workplace spirituality emphasize the importance of employees controlling their expressions and emotions. FALSE 21) A valid criticism of workplace spirituality is that secular institutions, especially businesses, have no right to impose spiritual values on employees, if spirituality means bringing religion into the workplace. TRUE 22) Which of the following represents the two views of managerial impact on the success or failure of the organization? A) omnipotent and symbolic B)omnipotent and reflective C)symbolic and interactive D)reflective and interactive 23) The current dominant assumption in management theory suggests that ________. A)an organization’s success or failure is due to external forces outside managers’ control B)managers’ roles are increasingly becoming peripheral and staff manage their own areas of expertise C)managers are directly responsible for an organization’s success or failure D) managers cannot significantly affect an organization’s performance because they constrained by the abilities of their employees 24) The omnipotent view of management states that ___. A)managers’ roles are peripheral and staff manage their own areas of the business B)managers are directly responsible for an organization’s success or failure What view suggests that managers are directly responsible for an organization's success or failure?1) In the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.
Who are responsible for the success of an organization?Explanation: Strategists are like the root of an organization. They help in formulation, implementation and evaluation of strategy. The strategists are one who help in setting the goal for an organization, framing the actions to achieve the set goal by using the available resources efficiently and effectively.
Is the view that much of an organization's success or failure is due to external forces outside managers control?Symbolic view: Much of the organization's success or failure is due to external forces outside of the manager's control.
Who is responsible for organizational management?The managers of the highest level make up the top of the Organizational Management. They are responsible for making decisions, determining goals and objectives, and making plans that affect the entire organisation. These managers are often referred to as operating officer, CEO, or chairman of the board.
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The view that managers are directly responsible for an organization’s success or failure
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