Chapter 16 Foundations of Organization Structure MULTIPLE CHOICE What is Organizational Structure? 1. _ defines how job tasks are formally divided, grouped, and coordinated. a. Organizational structure b. Work specialization c. Departmentalization d. Orga
Chapter 11 Communication MULTIPLE CHOICE 1. Research indicates that poor _ is probably the most frequently cited source of interpersonal conflict. a. motivation b. leadership c. training d. communication e. hygiene (d; Moderate; Poor Communication; p. 351
Chapter 3 Attitudes and Job Satisfaction MULTIPLE CHOICE Attitudes 1. Which of the following answer choices is the best definition of attitude? a. Attitudes indicate how one will react to a given event. b. Attitudes are the yardstick by which one measures
Chapter 12 Basic Approaches to Leadership MULTIPLE CHOICE What Is Leadership? 1. John Kotters view argues that management focuses on coping with complexity, whereas leadership focuses on coping with _. a. conflict b. success c. defeat d. morale e. change
Chapter 17 Organizational Culture MULTIPLE CHOICE Institutionalization: A Forerunner of Culture 1. When an organization takes on a life of its own, we can say that it has _. a. acquired a culture b. developed subcultures c. evolved d. become immortal e. b
Chapter 7 Motivation: From Concept to Applications MULTIPLE CHOICE Motivating by Job Design: The Job Characteristics Model 1. Which of the following is not one of the core job dimensions in the job characteristics model (JCM)? a. task significance b. feed
Chapter 15 Conflict and Negotiation MULTIPLE CHOICE A Definition of Conflict 1. If no one is aware of conflict, it is generally agreed that _. a. employee-employer relations will be good b. conflict is subversive c. no conflict exists d. conflict is inevi
Chapter 13 Contemporary Issues in Leadership MULTIPLE CHOICE Inspirational Approaches to Leadership 1. _ is a way to use language to manage meaning. a. Framing b. Influencing c. Highlighting d. Trust e. Paralinguistics (a; Easy; Framing; p. 412) 2. Who wa
Chapter 9 Foundations of Group Behavior MULTIPLE CHOICE Defining and Classifying Groups 1. Which one of the following characteristics is not necessarily true about groups? a. Group members are interdependent. b. Groups have two or more members. c. Groups
Chapter 18 Human Resource Policies and Practices MULTIPLE CHOICE Selection Practices 1. Which of the following is not a typical written test used in organizations? a. intelligence b. integrity c. personality d. aptitude e. work sample (e; Easy; Written Te
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Page 42 UNITARY S-U S-P PLURALIST S-C COERCIVE
OR SIMPLE SA SE SD C-U C-P
Critical systems heuristics
Interactive planning SSM
COMPLEX GST Socio-tech. Contingency theory
Figure 2.2 A grouping of syste
Chapter 1 What Is Organizational Behavior? MULTIPLE CHOICE Importance of Interpersonal Skills 1. Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? a. Managers no l
Chapter 2 Foundations of Individual Behavior MULTIPLE CHOICE Ability 1. Which of the following statements is true about the term ability, as it is used in the field of organizational behavior? a. It refers to an individuals willingness to perform various
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8.6 Critique of SSM
8.7 Case Study: Electronic Components Distributors
8.7.1 Introductio n
8.7.2 Your Task
8.7.3 Background Information
8.8 Further Reading
Chapter 9 Critical Systems Heuris
Chapter 4 Personality and Values MULTIPLE CHOICE Personality 1. Which of the following statements about personality is correct? a. Personality is always stable. b. Personality is a part of a person. c. Personality is an aggregate whole. d. Personality is
forecasts of demand being incorporated into the model, but the dynamics which gave rise to demand were in reality just too complex to model.
Finally, a design or "problem dissolving" approach was tried. The "probl
Chapter 5 Perception and Individual Decision Making MULTIPLE CHOICE What is Perception? 1. What is the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment? a. interpretation b. enviro
Creative Problem Solving
Total Systems Intervention
Robert L. Flood and Michael C. Jackson Department of Management Systems and Sciences University of Hull, UK
JOHN WILEY & SONS Chichester New York Brisbane Toront
Chapter 3 The Logic and Process of Total Systems Intervention (TSI)
I am a dreamer. I am, indeed, a practical dreamer. My dreams are not airy things. I want to convert my dreams into realities.
Throughout my life I
Chapter 6 Basic Motivation Concepts MULTIPLE CHOICE Defining Motivation 1. Jim is a student who cannot work at writing a paper for more than 30 minutes, yet he can spend many hours writing comments on blogs. What accounts for the change in motivation in t
this approach and characterises or constitutes this area of the system of systems methodologies.
In complexcoercive contexts, complexity characterising the situations of concern hides the true source
role are ideas stemming from the organisation as an "organism" (organic metaphor) and as a "brain" (neurocybernetic metaphor), but this only reiterates the point we made earlier, that pluralistic issues are seen as
systems design. There is no attempt to deal with organisational systemicity:
- stakeholder analysis
- assumption rating;
An important metaphor un
Our answer is that the "system of systems methodologies" should not be interpreted literally as it physically appears in the figures in Chapter 2. These are merely diagrammatic representations of what are termed i
no agreement over objectives is possible given present systemic arrangements.
A problem context is, therefore, called unitary if the set of participants is unitary, pluralist if the set is pluralist and coercive if
from the main Executive and thus cut overload. It could also pre-digest management issues for the Executive. Of course, it was also the focus for the support groups.
The strengthened finance committee should compr
critical systems heuristics?
Each approach has been tried and tested and works well in some circumstances. But how is a manager supposed to know which will be the most suitable in the situation facing him or her? Un
Chapter 2 A System of Systems Methodologies
We shouldn't read too many books. . . . It will be enough to read a dozen or so. If we read too many, we can move towards our opposite, become bookworms, dogmatists, revis
For material on Total Quality Management:
Crosby, P. B. (1980). Quality is Free, Mentor, New York.
Deming, W. Edwards (1982). Out of the Crisis, MIT Press, Mass.
Juran, J. M. (1988). Juran on Planning for Quality, F
develop and put into effect execution of CVS policy on its behalf; within the constraints of time and resources available to Executive Committee members and the organisation."
C = CVS employees, the Council.
A = T