Management Leading and Collaborating in The Competitive World 9Th Edition Bateman Test Bank Full Chapter PDF

Management Leading and Collaborating
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Chapter 09 - Organizational Agility
Chapter 09
Organizational Agility
True / False Questions
1. Today's environment requires mechanistic structures to ensure a firm's success.

True False
2. In the organic organization, expertise is highly valued.

True False
3. The more organic a firm is, the more responsive it will be to changing competitive demands
and market realities.
True False
4. The strategies and structures used by the organization are based on the firm's core
competencies, its strategic alliance, its ability to learn, and its ability to engage all the people
in the organization in achieving its objectives.
True False
5. Managers who want to strengthen their firms' competitiveness via core competencies need
to focus on the organization's HR department.
True False
6. To be successful, the partners in a strategic alliance must pay attention to the human
relationships.
True False
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7. Having people engage in disciplined thinking and attention to details and making decisions
based on data and evidence rather than guesswork and assumptions, are key components to a
learning organization.
True False
8. A low-involvement organization is a type of an organization in which top management

ensures that there is consensus about the direction in which the business is heading.
True False
9. Large organizations are typically less organic than small ones.

True False
10. One of the most important characteristics of an organization is its size.

True False
11. Because of their size, smaller companies can produce scale economies that can help lower
operating costs and generate greater purchasing power.
True False
12. Smaller companies can move fast, provide quality goods and services to targeted market
niches and can inspire greater involvement for their people.
True False
13. "Diseconomies of Scale" refers to the costs of an organization being too big.
True False
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14. A firm may try to be both "big" and "small" in order to capitalize on the advantages of
each.
True False
15. Downsizing is the planned elimination of jobs.

True False
16. Rightsizing is a successful effort to achieve an appropriate size at which the company
performs most efficiently.
True False
17. Survivor's syndrome occurs when an employee loses a spouse or partner.

True False
18. The strategic triangle includes three key players: the organization, the government, and
the competition.
True False
19. Customer relationship management (CRM) helps companies understand and anticipate the
needs of only their current customers.
True False
20. A value chain is the sequence of activities that flow from raw materials to the delivery of a
good or service, with additional value created at each step.
True False
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21. Total quality management is a way of managing in which everyone is committed to the
continuous improvement of his or her part of the operation.
True False
22. Some customers demand ISO 9001 certification before they will do business with a
company.
True False
23. U.S. companies first became interested in ISO 9001 because it helps to keep the
environment "green."
True False
24. Some customers demand ISO 9001 certification before they will do business with a
company.
True False
25. Reengineering answers the question "If you were the customer, how would you like us to
operate?"
True False
26. Reengineering is about making minor organizational changes.

True False
27. Technology can be viewed as the methods, processes, systems, and skills used to
transform resources into products.
True False
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28. Large batch technologies occur with high variety of products and high volumes.
True False
29. At the high-volume end of the scale are companies that use small batch technologies.
True False
30. Mass specialization refers to organizations that are trying to produce both high-volume
and high-variety products at the same time.
True False
31. Companies meet the increasing demand for mass customization by creating "modules"
that perform a certain task or process.
True False
32. In a lean manufacturing organization, the emphasis is on quality, speed and flexibility.
True False
33. Just-in-time operations and simultaneous engineering are key elements of time-based
competition.
True False
Multiple Choice Questions
34. Which of the following statements about the pure organic structure is true?
A. Jobholders have fewer responsibilities.
B. It is more rigid than a mechanistic structure.
C. It emphasizes conformity.
D. It is relatively informal.
E. It emphasizes specific processes.
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35. People in organic organizations work more as ________ than _________.

A. friends, enemies
B. teammates, subordinates
C. family, workers
D. employees, servants
E. acquaintances, friends
36. Who developed the terms "mechanistic" and "organic" to describe organizations?
A. Max Weber
B. Frederick Taylor
C. Burns and Stalker
D. Taylor and Weber
E. Abraham Maslow
37. The formal structure of an organization is put in place to

A. control people.
B. manage the ROI.
C. increase promotion.
D. allow for intrapraneurship.
E. encourage entrepreneurship.
38. An organizational form that emphasizes flexibility is a(n)

A. dynamic network.
B. mechanistic organization.
C. bureaucratic organization.
D. continuous improvement organization.
E. organic structure.
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39. The particular form--and degree--of organic structure the organization adopts should
depend on its
A. strategy.
B. size.
C. customers.
D. technology.
E. All of the above determine the particular form and degree of organic structure the
organization adopts.
40. Managers who want to strengthen their firms' competitiveness via core competencies need
to focus on which of the following issues?
A. Assigning specific tasks to specific workers
B. Purchasing more capital assets
C. Writing a strategic plan
D. Extending competencies to find new applications and opportunities for the markets of
tomorrow
E. Stock price
41. The capability--knowledge, expertise, skill--that underlies a company's ability to be a

leader in providing a range of specific goods or services is called
A. synergy.
B. organizational talent.
C. core competence.
D. organizational leadership.
E. knowledge flow.
42. The Healthy Nutrition Counseling Center and the Simple Solutions Software Company
have recently joined forces to produce a meal planning program for use on home computers.
The two organizations decided to work together on the project since neither one could have
developed the project with their own resources. Both organizations will own the resulting
program. This effort could be considered a
A. network organization.
B. strategic alliance.
C. cluster organization.
D. classical conglomerate.
E. high-involvement organization.
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43. A(n) __________ is a formal relationship created among independent organizations with
the purpose of joint pursuit of mutual goals.
A. partnership
B. organizational alliance
C. network organization
D. cluster organization
E. strategic alliance
44. Which of the following statements about strategic alliances is true?

A. Managers typically do not devote enough time screening potential partners in financial
terms.
B. For the alliance to work, the partners must develop the human relationships in the
partnerships.
C. It is typical that the most successful strategic alliances have the same research interests.
D. Sometimes strategic alliances slow down the work of two organizations; this must be
watched carefully.
E. Manufacturing costs are often increased by using a strategic alliance.
45. An organization skilled at creating, acquiring and transferring knowledge and at

modifying its behavior to reflect new knowledge and insights is a
A. learning organization.
B. high-involvement organization.
C. mechanistic organization.
D. network organization.
E. matrix organization.
46. Learning organizations are good at

A. problem creation.
B. coming to consensus based on gut feelings.
C. containing knowledge.
D. discouraging new approaches.
E. shamelessly stealing ideas from other organizations.
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47. Which of the following is a way that firms become true learning organizations?
A. Their people must engage in good assumptions.
B. They search constantly quick fixes to current problems.
C. They carefully review both success and failures.
D. They isolate innovation in each department until the innovation has proven to be
successful.
E. Top management directs how to solve each major problem.
48. A type of organization in which top management ensures that there is consensus about the
direction in which the business is heading is a
A. learning organization.
B. high-involvement organization.
C. mechanistic organization.
D. network organization.
E. matrix organization.
49. Structurally, a high-involvement organization is

A. tall and decentralized.
B. flat and decentralized.
C. tall and centralized.
D. flat and centralized.
E. departmentalized.
50. Which of the following statements best describes management in a high-involvement

organization?
A. Top management decides the direction in which the business is heading.
B. The leader makes all decisions on his/her own.
C. Task forces and study groups are not generally used as they are seen as a waste of precious
time.
D. Benchmarking is avoided.
E. The organizational form is a flat, decentralized structure build around a customer, good, or
service.
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51. Which of the following is a characteristic of very large organizations?

A. They tend to be more organic.
B. Levels are added to keep spans of control from becoming too small.
C. Jobs are more specialized.
D. Rules, procedures and paperwork are unnecessary.
E. The organization is easy to control because of the organizational structure used.
52. Greater complexity, increased bureaucracy and specialized jobs are characteristic of
A. fast changing organizations.
B. static organizations.
C. mid-sized organizations.
D. very large organizations.
E. small, entrepreneurial organizations.
53. Economies of scope refers to

A. lower costs per unit produced.
B. materials and processes employed in one product can be used to make other, related
products.
C. getting products to market ahead of the competition.
D. the producer with the greatest percentage of market share.
E. indicators that an organization has contributed to economic growth.
54. With the advantage of __________, huge companies with lots of money may be the best
at taking on large foreign rivals in huge global markets.
A. higher levels of unemployment
B. economies of scope
C. economies of unit
D. a standardized labor force
E. a centralized set of processes
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55. The ability to utilize processes and/or materials in multiple applications is referred to as
economies of
A. scale.
B. production.
C. strategy.
D. scope.
E. size.
56. Economies in which materials and processes employed in one product can be used to
make other, related products are
A. subassemblies.
B. economies of scope.
C. flexible factories.
D. functional organizations.
E. economies of scale.
57. Diseconomies of scale refers to

A. environmental forces which inherently have a negative impact on business growth.
B. the realization of lower per unit costs.
C. the costs associated with an organization being too big.
D. employing materials/processes in related products or services.
E. an inability to achieve the advantages of larger organizational size.
58. Small organizational size may improve

A. function.
B. manufacturing.
C. speed.
D. organizational design.
E. bureaucracy.
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59. Downsizing is
A. the planned elimination of organizational positions.
B. efforts to achieve maximum corporate effectiveness.
C. transition from corporate equity to corporate debt.
D. the sale of less efficient operating units.
E. reducing waste in the corporation.
60. Globaltech, a computer software company is in the process of eliminating hierarchy levels
in the organization. Globaltech has carefully analyzed all of the positions in the company and
strategically determined which positions to keep. It plans to protect its most talented people
and help the others with special attention. Globaltech is beginning to
A. develop a new information system.
B. complete its retirement plan.
C. downsize.
D. avoid cyclical hiring.
E. determine the right fit of the organizational goals.
61. The planned elimination of positions or jobs is called

A. reengineering.
B. self-direction.
C. downsizing.
D. span of control.
E. economies of scale.
62. According to the text, another term for effective downsizing is

A. under sizing.
B. rightsizing.
C. left sizing.
D. life sizing.
E. resizing.
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63. Which of the following is an effective practice in downsizing?

A. Hire people that can cope with the new situation.
B. Make slow, small, frequent layoffs.
C. Expect employees to cope with the new situation/reality.
D. Communicate once a quarter, through the company newsletter, with people about the
process.
E. Identify how the organization will operate more effectively in the future.
64. Loss of productivity and morale in employees who remain after a downsizing is known as
A. relative syndrome.
B. survivor's syndrome.
C. downsizing syndrome.
D. demoralization guilt.
E. survivor's guilt.
65. Employees who still have their jobs after downsizing, experience heavier workloads, loss
of organizational commitment and risk aversion. This is termed
A. downsizing blues.
B. survivor's syndrome.
C. downsizing disorientation.
D. downsizing syndrome.
E. employee depression.
66. The strategic triangle includes which three things?

A. Profit, strategy, and employees
B. Control, structure, conduct
C. Customers, corporation, competitors
D. Control, customers, employees
E. Profit, customers, competitors
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67. Dr. Kenichi Ohmae points out that any business unit must take into account which three
key items?
A. Profit, strategy, and employees
B. Control, structure, conduct
C. Customers, corporation, competitors
D. Control, customers, employees
E. Profit, customers, competitors
68. A multifaceted process focusing on creating two-way exchanges with customers to foster
intimate knowledge of their needs, wants and buying patterns is called
A. customer relationship management.
B. total quality management.
C. human resources management.
D. customer exchange.
E. customer intimacy.
69. In the realm of customer relations, __________ includes continually changing in order to
connect with customers, even without waiting for customers to make the first move.
A. cooperative intimacy
B. continuous improvement
C. value chain analysis
D. customer exchange
E. total quality management
70. The sequence of activities that flow from raw materials to the delivery of a product or
service, with additional value created at each step is called
A. competitive analysis.
B. value chain.
C. customer analysis.
D. total quality management.
E. ISO 9000.
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71. Which of the following is a support activity in the generic value chain?
A. Inbound logistics
B. Operations
C. Outbound logistics
D. Procurement
E. Marketing and sales
72. Which of the following is a primary activity in the generic value chain?
A. Firm infrastructure
B. Human resource management
C. Technology development
D. Service
E. Procurement
73. Total quality management is a way of managing in which __________ are committed to
continuous improvement of the product/service.
A. top managers
B. operations managers
C. production workers
D. staff/support workers
E. all of the above
74. An integrative approach to management that supports the attainment of customer

satisfaction through a wide variety of tools and techniques that result in high-quality goods
and services is called
A. Just-in time control (JIT).
B. customer relationship management.
C. total quality management.
D. time-based competition.
E. ISO 9001.
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75. Jim Smith, a manager at First Customer Ford, strives for long-term improvement rather
than short-term profit. He has done this for years regardless of the economic environment.
This is an example of which of Deming's 14 points of quality?
A. Create constancy of purpose
B. Adopt the new philosophy
C. Improve constantly and forever the system of production and service
D. Take action to accomplish the transformation
E. Institute training and retraining
76. A company that continually updates the methods and thinking of an organization is using
which of Deming's 14 points of quality?
A. Create constancy of purpose
B. Adopt the new philosophy
C. Improve constantly and forever the system of production and service
D. Take action to accomplish the transformation
E. Institute training and retraining
77. Which of the following statements about W. Edwards Deming's 14 points of quality is
true?
A. Strive for short-term improvement rather than long-term profit.
B. Ensure compliance by punishing those who deviate from the process.
C. Eliminate slogans and buzzwords.
D. Use numerical quotas.
E. Mass inspection is the best way to ensure quality.
78. One of the most important contributors to total quality management has been the
introduction of statistical tools to analyze the causes of product defects in an approach called
A. Six Sigma Quality.
B. Total Quality Integration.
C. ISO 9001.
D. Kaisan.
E. Kanban.
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79. Which of the following is one of the Baldridge criteria?

A. Use of JIT
B. Offering extensive training to workers
C. Computer/technology analysis
D. Business results
E. ROI focus
80. Senior managers at ZebraCorp, a manufacturer of striped leather sofas, have been working
with a consultant to implement ISO 9001. They have established a vision and goals, and have
been working hard to establish trust with their employees. Given this scenario, ZebraCorp.
can be said to have strong
A. information and analysis.
B. strategic quality planning.
C. mutually beneficial supplier relationships.
D. process quality management.
E. leadership.
81. A series of quality standards developed by a committee working under the International
Organization for Standardization to improve total quality in all businesses for the benefit of
both producers and consumers is
A. total quality management.
B. just-in-time control (JIT).
C. ISO 9001.
D. computer-integrated manufacturing (CIM).
E. customer-based integration.
82. The focus of reengineering is to

A. fully utilize available technology.
B. rethink strategy.
C. revolutionize key organizational systems and processes.
D. provide more customized products.
E. emphasize the importance of satisfying customers.
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83. A company that asks itself "If you were the customer, how would us like us to operate?"
and then takes action to transform itself is undergoing
A. transformational management.
B. lean manufacturing.
C. operations management.
D. reengineering.
E. vision solutions.
84. The methods, processes, systems and skills used to transform resources (inputs) into
products (outputs) are known as
A. mass communication.
B. economies of scope.
C. logistics.
D. technology.
E. integration.
85. Which of the following is a characteristic of small batch technologies?

A. The organization is bureaucratic.
B. Decision making is centralized.
C. The emphasis is on mutual adjustment among people.
D. Most procedures are formal.
E. Computers run the processes used.
86. A small office with one physician, one nurse and one bookkeeper would be an example of
a
A. job shop.
B. large batch shop.
C. continuous process shop.
D. mass customization shop.
E. mass production shop.
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87. Peter Poses is an entrepreneur who specializes in catering to high-end photography

enthusiasts. In his organization, there are no rules and formal procedures and the decision-
making tends to be decentralized. Peter's operation is best described as
A. large batch technology.
B. small batch technology.
C. continuous process technology.
D. mass customization technology.
E. mass production technology.
88. McDonald's and Burger King have production processes that tend to be more standardized
and all customers receive similar but not identical products. These are examples of
A. large batch technology.
B. small batch technology.
C. continuous process technology.
D. mass customization technology.
E. mass production technology.
89. Continuous processes are characterized by which of the following?

A. There is a definite starting and stopping point to the process.
B. Many different products are produced by the company.
C. Machines and/or computers do all the work.
D. Structure is generally more bureaucratic.
E. Communication tends to be formal within the organization.
90. The production of both high-volume and high-variety products at the same time is referred
to as
A. individual production.
B. mass customization.
C. flexible production.
D. mass production.
E. continuous process production.
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91. The use of computer-aided design and computer-aided manufacturing to sequence and
optimize a number of production processes is called
A. computer-integrated manufacturing (CIM).
B. continuous process.
C. just-in-time (JIT).
D. flexible factories.
E. flexible manufacturing.
92. Flexible factories differ from traditional factories by

A. lot size, flow patterns, and scheduling.
B. providing more efficient production options.
C. providing a long production runs.
D. using a production sequence on a line.
E. using centralized scheduling.
93. Flexible factories have which of the following advantages?

A. Providing fewer production options
B. Having much longer production runs
C. Being organized around products, in work cells or teams
D. Having less change over time
E. Using centralized scheduling
94. An operation that achieves increased efficiency while simultaneously improving

effectiveness is best described as an operation that is practicing
A. lean manufacturing.
B. ISO 9001.
C. mass customization.
D. competitive advantage.
E. a JIT operation.
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95. An operation that strives to achieve the highest possible productivity and total quality by
eliminating unnecessary steps in the production process and continually strives for
improvement is practicing
A. time-based competition.
B. total-quantity management.
C. lean manufacturing.
D. mass customization.
E. JIT processes.
96. Strategies aimed at reducing the total time it takes to deliver a product or service are
called
A. logistics management.
B. mass customization.
C. continuous process.
D. time-based competition (TBC).
E. lean manufacturing.
97. Which of the following is a key organizational element of time-based competition?

A. Logistics
B. Reduction of manufacturing time
C. Just-in-time
D. Simulations engineering
E. All of the above are key organizational elements of time-based competition.
98. The term logistics refers to the movement of

A. resources within the organization warehouse.
B. resources into the organization and products from the organization to its customers.
C. resources through the manufacturing process.
D. people in the organization.
E. financial instruments.
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99. Which of the following functions is often critical to an organization's responsiveness and
competitive advantage?
A. Logistics
B. Robotic manufacturing
C. Time-based human resources management
D. Kanban
E. Six-sigma
100. ______ tags help boost logistics efficiency and speed in the distribution system and even
at some retailers.
A. JIT
B. Six-sigma
C. TQM
D. RFID
E. ISO
101. A system that calls for subassemblies and components to be manufactured in very small
lots and delivered to the next stage of the production process just as they are needed is
referred to as
A. a dynamic network.
B. just-in-time (JIT) operations.
C. mass customization.
D. continuous process operations.
E. flexible manufacturing.
102. Elimination of waste, perfect quality, reduced cycle time and employee involvement are
all components of
A. lean manufacturing.
B. just-in-time operations.
C. time-based competition.
D. logistics.
E. simultaneous engineering.
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103. Just-in-time systems include which of the following concepts?

A. Specialized engineering
B. Reduced cycle times
C. ISO 9001
D. Continual improvement
E. Mutually beneficial supplier relationships
104. A design approach in which all relevant functions cooperate jointly and continually in a
maximum effort aimed at producing high-quality products that meet customers' needs is
called
A. total quality engineering.
B. customer-focused engineering.
C. simultaneous engineering.
D. demand engineering.
E. functional engineering.
Essay Questions
105. The organic structure stands in stark contrast to the mechanistic organization. Do you
agree or disagree? Explain.
106. Explain how organizing around core competencies increases organizational agility.
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107. Explain the difference between a learning organization and high-involvement

organization.
108. Size creates economies of scale and economies of scope. Explain these two advantages
of larger size. What are diseconomies of scale? Give an example.
109. Explain "survivor's syndrome" as it relates to downsizing. How can companies ease the
pain of downsizing in their organization?
110. Compare and contrast customer relationship management and total quality management.
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111. Compare the three types of technology configurations. Give an example of each.
112. Explain the key features in mass customization.
113. Compare and contrast organizing for flexible manufacturing versus organizing for speed.
Be sure to explain the appropriate organizational concepts that are applied in each.
Scenario A. You and your classmates are debating the true meaning of the word "economy"
in a manufacturing context. Anil says that to have economy, the company must work for
lower costs per unit of production. Bob argues that having economy means using the same
company resources to make more than one thing. Christine says that having economy means
avoiding the costs of growing too large and creating waste.
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114. Anil defines "economy" in a manufacturing context as

A. diseconomies of scale.
B. diseconomies of scope.
C. economies of scale.
D. economies of scope.
E. economies of size.
115. Bob defines "economy" in a manufacturing context as

116. Christine defines "economy" in a manufacturing context as

Scenario B. Recently the president of Barney's Bats has received a large amount of
disapproving mail from fans indicating their displeasure with using wood from the Brazilian
rain forest to make the bats used by major league baseball players. Because of this the
company is reviewing its entire process. In particular, Barney's assessing how they get the
wood used to make their bats, the process of making the bats from the wood and what the
major league players who use their bats are looking for in their products. The players are very
demanding and specific when it comes to the design of their bats.
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117. When the purchasing manager at Barney's assesses where he gets the wood used to make
the bats, he is looking at what part of the value chain?
B. Operations
D. Marketing and sales
E. Research and development
118. When the management team at Barney's reviews the process of producing the actual bats,
they are looking at what part of the value chain?
B. Operations
119. When the managers of Barney's Bats consider the requirements the players have for the
bats, they are looking at what part of the value chain?
B. Operations
Scenario C. Jack Welch has said "An organization's ability to learn, and translate that
learning into action rapidly, is the ultimate competitive advantage." Alyssa was thinking about
that quote as she was working on a project for the president of her company, who was also her
boss. He had asked her to put together a plan to transition their firm from more of a
bureaucracy to one with agility. Alyssa recalled from her college management classes that the
particular structure an organization adopts to accomplish agility will depend on its strategy, its
customers, and its technology. Somehow she had to address all of these areas in her report.
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120. One thing that Alyssa was considering was to be sure the firm focused on its
competitiveness and managed its core competencies to obtain competitive advantage. Which
of the following actions should Alyssa recommend to her boss to best accomplish this goal?
A. Coordinate by standardization
B. Formalize all processes with the approval of the Board
C. Change the organization to a matrix structure
D. Accumulate the right resources and eliminate resources that don't provide value
E. Centralize decision making
121. Alyssa was considering forming a strategic alliance to enter a new market. In order to be
the most successful at forming a strategic alliance Alyssa first recommended that her boss
____________ before making a decision to move forward with the strategic alliance.
A. consider the other firm's area of expertise and its integrity
B. be certain that he would remain the CEO of the combined firms
C. develop a worldwide network including the firm being considered for the alliance
D. ensure that the other firm uses authority in the same way as her boss does
E. find a decentralized organization with which to partner
122. Alyssa turned her attention to the technology changes that would have to happen for her
firm to become more agile. Which of the following best reflects a technology change that her
boss could successfully use in this scenario?
A. Total quality management.
B. Practicing continuous improvement.
C. ISO 9001.
D. Flexible manufacturing.
E. Becoming a learning organization.
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Chapter 09 Organizational Agility Answer Key
True / False Questions
1. (p. 308) Today's environment requires mechanistic structures to ensure a firm's success.
FALSE
Organizations can succeed whether they are mechanistic or organic. A mechanistic

organization is a form of organization that seeks to maximize internal efficiency. An organic
structure emphasizes flexibility.
AACSB: Analytic
Bloom's: Comprehension
Learning Objective: 09-01 Discuss why it is critical for organizations to be responsive.
Level of Difficulty: Medium
Topic: The Responsive Organization
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2. (p. 308) In the organic organization, expertise is highly valued.

TRUE
The organic structure can be described as having a number of characteristics including that
expertise is highly valued.
AACSB: Analytic
3. (p. 308-309) The more organic a firm is, the more responsive it will be to changing competitive
demands and market realities.
TRUE
Managers in progressive companies place a premium on being able to act, and act fast and an
organic structure helps them to do this.
AACSB: Analytic
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4. (p. 310) The strategies and structures used by the organization are based on the firm's core
competencies, its strategic alliance, its ability to learn, and its ability to engage all the people
in the organization in achieving its objectives.
TRUE
Certain strategies , and the structures, processes, and relationships that accompany them, seem
particularly well suited to improving an organization's ability to respond quickly and
effectively to the challenges it faces. The choice of strategy and structure is based on the items
listed in the question.
AACSB: Analytic
Learning Objective: 09-02 Describe the qualities of an organic organization structure.
Topic: Strategy and Organizational Agility
5. (p. 310) Managers who want to strengthen their firms' competitiveness via core competencies
need to focus on the organization's HR department.
FALSE
Managers who want to strengthen their firms' competitiveness via core competencies need to
focus on several related issues: (1) identify existing core competencies; (2) acquire or build
core competencies that will be important for the future; (3) keep investing in competencies so
that the firm remains world class and better than competitors; and (5) extend competencies to
find new applications and opportunities for the markets of tomorrow.
AACSB: Analytic
9-31
6. (p. 312) To be successful, the partners in a strategic alliance must pay attention to the human
relationships.
TRUE
Managers must foster and develop the human relationships in the partnership. U. S.
companies may need to pay extra attention to the human side of alliances; Asian companies
are best, European companies are next-best, and U.S. companies come in last on this
dimension.
AACSB: Analytic
Learning Objective: 09-03 Identify strategies and dynamic organizational concepts that can improve an organization's responsiveness.
7. (p. 313) Having people engage in disciplined thinking and attention to details and making
decisions based on data and evidence rather than guesswork and assumptions, are key
components to a learning organization.
TRUE
A learning organization is an organization skilled at creating, acquiring, and transferring

knowledge, and at modifying its behavior to reflect new knowledge and insights. One of the
ways to become a learning organization is that listed above.
AACSB: Analytic
8. (p. 313) A low-involvement organization is a type of an organization in which top

management ensures that there is consensus about the direction in which the business is
heading.
FALSE
AACSB: Analytic
Bloom's: Knowledge
Level of Difficulty: Easy
9-32
9. (p. 314) Large organizations are typically less organic than small ones.
TRUE
Large organizations are typically less organic and more bureaucratic.
AACSB: Analytic
Learning Objective: 09-04 Explain how a firm can be both big and small.
Topic: Organizational Size and Agility
10. (p. 314) One of the most important characteristics of an organization is its size.
TRUE
A large organization is more able to influence its ability to respond effectively to its
environment.
AACSB: Analytic
11. (p. 314) Because of their size, smaller companies can produce scale economies that can help
lower operating costs and generate greater purchasing power.
FALSE
Size creates scale economies, lower costs per unit of production. And size can offer specific
advantages such as lower operating costs, greater purchasing power, and easier access to
capital.
AACSB: Analytic
9-33
12. (p. 315) Smaller companies can move fast, provide quality goods and services to targeted
market niches and can inspire greater involvement for their people.
TRUE
Nimble, small firms frequently outmaneuver big bureaucracies. They introduce new and
better products, and they steal market share.
AACSB: Analytic
13. (p. 315) "Diseconomies of Scale" refers to the costs of an organization being too big.
TRUE
AACSB: Analytic
Bloom's: Knowledge
14. (p. 316) A firm may try to be both "big" and "small" in order to capitalize on the advantages
of each.
TRUE
Small is beautiful for unleashing energy and speed. But in buying and selling, size offers
market power. The challenge, then, is to be both big and small to capitalize on the advantages
of each.
AACSB: Analytic
9-34
15. (p. 317) Downsizing is the planned elimination of jobs.

TRUE
AACSB: Analytic
Bloom's: Knowledge
16. (p. 317) Rightsizing is a successful effort to achieve an appropriate size at which the
company performs most efficiently.
FALSE
AACSB: Analytic
Bloom's: Knowledge
17. (p. 318) Survivor's syndrome occurs when an employee loses a spouse or partner.
FALSE
AACSB: Analytic
Bloom's: Knowledge
18. (p. 318; Figure 9.2) The strategic triangle includes three key players: the organization, the
government, and the competition.
FALSE
AACSB: Analytic
Bloom's: Knowledge
Learning Objective: 09-05 Summarize how firms organize to meet customer requirements.
Topic: Customers and the Responsive Organization
9-35
19. (p. 319) Customer relationship management (CRM) helps companies understand and
anticipate the needs of only their current customers.
FALSE
CRM is a multifaceted process, typically mediated by a set of information technologies, that

focuses on creating two-way exchanges with customers so that firms have an intimate
knowledge of their needs, wants, and buying patterns. CRM helps companies understand, as
well as anticipate, the needs of current and potential customers.
AACSB: Analytic
20. (p. 320) A value chain is the sequence of activities that flow from raw materials to the
delivery of a good or service, with additional value created at each step.
TRUE
AACSB: Analytic
Bloom's: Knowledge
21. (p. 321) Total quality management is a way of managing in which everyone is committed to
the continuous improvement of his or her part of the operation.
TRUE
AACSB: Analytic
Bloom's: Knowledge
9-36
22. (p. 323) Some customers demand ISO 9001 certification before they will do business with a
company.
TRUE
ISO 9001 is a series of voluntary quality standards developed by an international committee.

Now some U.S. customers are making the demand that their suppliers are ISO certified.
AACSB: Analytic
23. (p. 323) U.S. companies first became interested in ISO 9001 because it helps to keep the
environment "green."
FALSE
U.S. companies first became interested in ISO 9001 because overseas customers, particularly
those in the European Union, embraced it.
AACSB: Analytic
24. (p. 323) Some customers demand ISO 9001 certification before they will do business with a
company.
TRUE
ISO 9001 is a series of voluntary quality standards developed by an international committee.

Now some U.S. customers are making the demand that their suppliers are ISO certified.
AACSB: Analytic
9-37
25. (p. 324) Reengineering answers the question "If you were the customer, how would you like
us to operate?"
TRUE
The answer to this question forms a vision for how the organization should run, and then
decisions are made and actions are taken to make the organization operate like the vision.
AACSB: Analytic
26. (p. 324) Reengineering is about making minor organizational changes.

FALSE
Reengineering is not about making minor organizational changes here and there. It is about
completely overhauling the operation, in revolutionary ways, to achieve the greatest possible
benefits to the customer and to the organization.
AACSB: Analytic
27. (p. 324) Technology can be viewed as the methods, processes, systems, and skills used to
transform resources into products.
TRUE
AACSB: Analytic
Bloom's: Knowledge
Learning Objective: 09-06 Identify ways that firms organize around different types of technology.
Topic: Technology and Organizational Agility
9-38
28. (p. 325) Large batch technologies occur with high variety of products and high volumes.
FALSE
Companies with higher volumes and lower varieties than a job shop tend to be characterized
as large batch, or mass production technologies.
AACSB: Analytic
29. (p. 325) At the high-volume end of the scale are companies that use small batch
technologies.
FALSE
Companies with higher volumes and lower varieties than a job shop tend to be characterized
as large batch, or mass production technologies.
AACSB: Analytic
30. (p. 325) Mass specialization refers to organizations that are trying to produce both high-
volume and high-variety products at the same time.
FALSE
AACSB: Analytic
Bloom's: Knowledge
9-39
31. (p. 326) Companies meet the increasing demand for mass customization by creating
"modules" that perform a certain task or process.
TRUE
Companies manage mass customization by organizing around a dynamic network of relatively

independent operating units. Each unit performs a specific process or task—called a
module—such as making a component or performing a credit check for example.
AACSB: Analytic
32. (p. 326) In a lean manufacturing organization, the emphasis is on quality, speed and
flexibility.
TRUE
Lean manufacturing is based on a commitment to making an operation both efficient and

effective. The emphasis is on quality, speed, and flexibility more than on cost, efficiency, and
hierarchy.
AACSB: Analytic
33. (p. 329) Just-in-time operations and simultaneous engineering are key elements of time-
based competition.
TRUE
Time has emerged as the key competitive advantage that can separate market leaders from
also-rans. Two key elements of time-based competition are just-in-time operations and
simultaneous engineering.
AACSB: Analytic
9-40
34. (p. 308) Which of the following statements about the pure organic structure is true?
A. Jobholders have fewer responsibilities.
B. It is more rigid than a mechanistic structure.
C. It emphasizes conformity.
D. It is relatively informal.
E. It emphasizes specific processes.
The organic structure stands in stark contrast the mechanistic organization. It is much less
rigid, and, in fact, emphasizes flexibility. Jobholders have broader responsibilities that change
as the need arises.
AACSB: Analytic
35. (p. 308) People in organic organizations work more as ________ than _________.
A. friends, enemies
B. teammates, subordinates
C. family, workers
D. employees, servants
E. acquaintances, friends
rigid, and, in fact, emphasizes flexibility. People in organic organizations work more as
teammates than as subordinates who take orders from the boss, thus breaking away from the
traditional bureaucratic form.
AACSB: Analytic
9-41
36. (p. 308) Who developed the terms "mechanistic" and "organic" to describe organizations?
A. Max Weber
B. Frederick Taylor
C. Burns and Stalker
D. Taylor and Weber
E. Abraham Maslow
rigid, and, in fact, emphasizes flexibility. Two British management scholars (Burns and
Stalker) described what they called the mechanistic organization, but they went on to suggest
that in the modern corporation, the mechanistic structure is not the only option.
AACSB: Analytic
37. (p. 308) The formal structure of an organization is put in place to

A. control people.
B. manage the ROI.
C. increase promotion.
D. allow for intrapraneurship.
E. encourage entrepreneurship.
The formal structure is put in place to control people, decisions, and actions.
AACSB: Analytic
9-42
38. (p. 308) An organizational form that emphasizes flexibility is a(n)

A. dynamic network.
B. mechanistic organization.
C. bureaucratic organization.
D. continuous improvement organization.
E. organic structure.
AACSB: Analytic
Bloom's: Knowledge
39. (p. 309) The particular form--and degree--of organic structure the organization adopts should
depend on its
A. strategy.
B. size.
C. customers.
D. technology.
E. All of the above determine the particular form and degree of organic structure the
organization adopts.
The particular form—and degree—of organic structure the organization adopts to accomplish
these goals will depend on its strategy, its size, its customers, and its technology.
AACSB: Analytic
9-43
40. (p. 310) Managers who want to strengthen their firms' competitiveness via core competencies
need to focus on which of the following issues?
A. Assigning specific tasks to specific workers
B. Purchasing more capital assets
C. Writing a strategic plan
D. Extending competencies to find new applications and opportunities for the markets of
tomorrow
E. Stock price
Managers who want to strengthen their firms' competitiveness via core competencies need to
focus on several related issues including extending competencies to find new applications and
opportunities for the markets of tomorrow.
AACSB: Analytic
41. (p. 310) The capability--knowledge, expertise, skill--that underlies a company's ability to be
a leader in providing a range of specific goods or services is called
A. synergy.
B. organizational talent.
C. core competence.
D. organizational leadership.
E. knowledge flow.
AACSB: Analytic
Bloom's: Knowledge
9-44
42. (p. 311) The Healthy Nutrition Counseling Center and the Simple Solutions Software
Company have recently joined forces to produce a meal planning program for use on home
computers. The two organizations decided to work together on the project since neither one
could have developed the project with their own resources. Both organizations will own the
resulting program. This effort could be considered a
A. network organization.
B. strategic alliance.
C. cluster organization.
D. classical conglomerate.
E. high-involvement organization.
A strategic alliance is a formal relationship created with the purpose of joint pursuit of mutual
goals such as the development of the meal planning program.
AACSB: Analytic
Bloom's: Application
Level of Difficulty: Hard
43. (p. 311) A(n) __________ is a formal relationship created among independent organizations
with the purpose of joint pursuit of mutual goals.
A. partnership
B. organizational alliance
C. network organization
D. cluster organization
E. strategic alliance
AACSB: Analytic
Bloom's: Knowledge
9-45
Another random document with
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IV LUKU.
Tarvitsematta nyt enään suurestikaan pelätä, mutta kuitenkin

rikoksensa muiston kiusaamana, pesi kokki kasvonsa vähäisessä
vesilätäkössä. Tallustettuaan vielä tuntisen eteenpäin, saapui hän
aivan oudolle maantielle ja pääsi nöyrän rukouksen jälkeen ohi
ajaviin kuormavaunuihin. Siellä istuskeli hän nyt heinäkuorman
päällä ja katseli levottomana maisemia ympärillään. Noin puolen
tusinaa penikulmia ajettuaan, pysäytti kuski hevosen mahtavan
talonpoikaistalon eteen. Kokki antoi pari muutamista mukanaan
olevista lanteista ajomiehelle ja läksi matkaansa kierrellen —
eksyttääkseen takaa-ajajia — tieltä toiselle, kunnes vihdoin pimeän
tullen saapui pienen kylän syrjään.
Ajatellen kaikkivoipaa sähkölennätintä, mikä epäilemättä oli tehnyt

kyselyjä hänen suhteensa, piiloutui hän pensas-aidan taakse,
kunnes valot kylästä vähitellen sammuivat. Sitten alkoi hän suurella
varovaisuudella etsiä kattoa itselleen. Lopuksi huomasi hän pari
taloa kylän syrjässä. Toisen puutarhassa oli iso vaja joka näytti
suovan hänelle toivomansa suojan. Kokki aukaisi oven. Oli pilkkosen
pimeä sisällä… Samassa kuului jokin rapsahtavan. Kokki pelästyi,
kompastui pieneen kiveen lattialla, mutta pelastui kaatumasta
saatuaan kiinni jostakin orresta. Mutta surkeus! Yht'äkkiä kuului
sydäntäsärkeviä avunhuutoja ja tusina kanoja pyrähti lattialle. Koko
vaja oli täynnä siipien lepatusta ja pelästyneitä kanoja kiirehti
villinään kokin jalkain välistä, tämän yrittäessä takaisin ovelle juuri
parahiksi rynnätäkseen oudon, tuvasta juosseen miehen syliin.
"Sain kiinni sen, Poli", huusi tämä ja huiteli kepillä kokkia selkään.
"Sain kiinni sen!"
Hän aikoi vielä jatkaa lyömistään, mutta raivoissaan kivusta,

kääntyi kokki ympäri ja töyttäsi miehen selälleen. Silmänräpäyksessä
oli tämä kuitenkin uudestaan pystyssä ja vaimonsa auttamana, joka
yövaatteissaan riensi paikalle, onnistui hänen kaataa kokki alleen ja
asettaa polvensa hänen rinnalleen. Toinen mies viereisestä tuvasta
ilmestyi avuksi ja suurella levollisuudella etsittyään vapaata paikkaa
kokin ruumiissa, astui hän viimein tämän kämmenelle ja kysyi syytä
meluun.
"Aikoi varastaa kanojani", sanoi ensimäinen mies puhkuen, "mutta

onneksi kuulin ajoissa."
"En minä mitään varastaa aikonut", änkytti kokki.
"Suljetaan sisälle hänet", sanoi toinen innokkaasti.
"Niin olen aikonutkin", vastasi ensimäinen. "Ole hiljaa, senkin

varas."
"Viekää hän yöksi sisälle ja sitokaa hyvin kiinni, minä kyllä huomen
aamuna kuljetan hänet Wintonin poliisiasemalle. Se on vaarallinen
sälli."
Koska kokkia ei uskottu itse kävelemään, kannettiin hänet

miesvoimalla kyökkiin. Vaimo veti tulta rikkitikkuun ja sytytti kynttilän.
Sitten aukaisi hän kaapin oven ja veti kokin kauhuksi esille ainakin
kaksikymmentä syltä pitkän köyden.
"Paras ja varmin keino on sitoa hänet tuoliin", sanoi naapuri.

"Muistelen isoisän kertoneen joskus tehneensä saman tempun
jollekin roistolle."
"Se kyllä parasta lieneekin", sanoi vaimo tuumivana.

"Mukavampikin hänen tuolissa on, vaikka ei suinkaan hän mitään
sellaista ansaitsisi."
Miehissä nostettiin kokki suureen tammiseen tuoliin ja sidottiin

kiinni, jotta kokkiparka tuskin voi hengittää.
"Kiinni sidottuaan antoi iso-isä roistolle jonkun kerran

'pääkuoreen'", sanoi naapuri ajattelevana kokkia katsellen.
"Niin, niin! Ne olivat niin raakoja siihen aikaan", sanoi kokki

ennenkun toiset ennättivät vastata.
"Saadakseen vaan miehen pysymään paikallaan", selitti naapuri

esitystään puolustellen.
"Kyllä tämä paikoillaan muutenkin pysyy", sanoi kanojen omistaja,

tarkastaen vangin köysiä.
"Tulkaahan tänne huomenna, Pettit, niin viemme kärryillänne

hänet
Wintoniin. Olenpa varma, että miehellä on hyvin musta omatunto."
"Niin minäkin luulen", sanoi Pettit — ja kokki värisi. "Hyvää yötä

nyt."
Mies läksi matkaansa ja kun pariskunta vielä kerran oli tarkastanut
vangin siteet sekä varoittanut karkaamisen seurauksista, vetäytyivät
he jatkamaan häiriintynyttä untaan.
Pitkän aikaa istui kokki suuriakaan tietämättä mistään. Ihmetteli

vaan helppoutta, millä hän oli vaipunut rikoksesta toiseen — ja miten
paljon kaikista tulisi saamaan. Sirkka lauloi nurkassa, rotta vikisi
lattialla. Väsyneenä levottomuudesta ja ponnistuksista vaipui kokki
uneen.
Hän heräsi yht'äkkiä hirveään suonenvetoon jalassaan ja aikoi

hypätä lattialle kojustaan. Mutta samassa selvisi hänelle asemansa
ja raivoisasti ponnistellen yritti hän nousta seisomaan, ojentaakseen
suonenvetoista jalkaansa. Hyväksi lopuksi pääsikin hän
jonkunlaiseen seisovaan asentoon; muistuttaen puoleksi ihmistä,
puoleksi etanaa laahusti hän tassutellen ympäri huonetta. Aluksi
ajatteli hän vaan suonenvetoa, mutta sen loputtua, kiitos ja kunnia
liikkumiselle, sai rohkea pakenemishalu hänessä vallan. Tuoli yhä
selässään sai hän ponnistustensa tulokseksi oven säpin suuhunsa ja
aukaisi sen. Viiden minuutin kuluttua oli hänen ilokseen aukinainen
veräjä selkänsä takana ja — avonainen maantie edessään.
Mutta tällainen liikkumistapa oli, kuten ymmärretään, kovin

hankalaa; kokin oli istuttava lepäämään mukana seuraavaan
tuoliinsa sekä ajattelemaan samalla eteenpäin pääsemisen
mahdollisuuksia. Pelko lisäsi siipiä, joskin tässä tapauksessa hyvin
yksinkertaisia; huomatessaan jo olevansa ulkopuolella korvan
kuulemaa, asettui kokki selin puuta vasten ja kolahutteli tuolia
runkoon.
Vikaantunut tuolin taka-jalka katkesi, ja nyt sai kokki istuessaan

tehdä tasapaino-koetuksia, mitkä olisivat olleet kunniaksi itse
Blondinillekin.
Aina päivän koittoon saakka sai onneton miesraukka ryömiä

taakkoineen eteenpäin ja kun aurinko nousi, löysi se hänet
istumassa keskellä maantietä ja toivottamassa kuolemaa ja kirousta
kapteeni Gethingille ja kaikelle, joka vähänkin häntä muistutti.
Yht'äkkiä hän pelästyi, kuullessaan askeleita takaansa ja kun päätä
oli mahdoton yksin kääntää, nousi hän ylös ja teki tuoleineen
vaivaloisesti kokokäännöksen.
Astuja pysähtyi heti ja katseli hämmästyneenä tätä tuolista ja

ihmisestä laitettua kaksoisolentoa. Etäämpää oli hän luullut kokkia
innokkaaksi tutkijaksi, joka luonnon rakkautensa takia antautui mihin
seikkailuihin tahansa, nyt ei hän tiennyt näkikö peikkoja vai aaveita.
"Hyvää huomenta", sanoi kokki väsyneellä äänellä.
"Hyvää huomenta", vastasi mies ja peräytyi muutaman askeleen.
"Otaksun", sanoi kokki ja koetti teeskennellä hymyä, "teidän

ihmettelevän tavatessanne minut tällaisessa asemassa?"
"En todellakaan ole ennen sellaista nähnyt", sanoi mies näyttäen

olevan varuillaan.
"Ette luultavastikaan", sanoi kokki. "Olenkin ainoa koko

Englannissa joka taidan tällaista."
Mies kertoi uskovansa.
"Teen tätä ainoastaan vedon tähden", sanoi kokki.

"Vai niin", sanoi mies ja kasvonsa kirkastuivat. "Vedon! Ja minä
kun luulin teitä hulluksi! No, paljoko on kysymyksessä?"
"50 puntaa", vastasi kokki. "Olen kulkenut aina Lontoosta saakka."
"Ooh! Peijakas!" huudahti mies. "Mitähän ne keksivätkään ensi

kerralla?
Aiotteko pitkällekin?"
"Oakvilleen", vastasi kokki; hän oli joskus matkoillaan kuullut

puhuttavan Oakvillesta. "Halusta sinne yrittäisin, mutta nyt tunnen
sen olevan mahdotonta. Ettekö katkaisisi poikki näitä nuoria?"
"Ei, ei!" huudahti toinen rohkaisevasti, "elkää antako perään.

Seitsemän penikulmaa on enää jälellä!"
"Minun täytyy", sanoi kokki surullisesti hymyillen.
"Ei teidän täydy", sanoi mies innokkaasti. "Pitäkää päälle vaan,

niin tulettepa pian iloiseksi kuin 'pelimanni', ajatellessanne miten
vähällä olitte hävitä."
"Katkaiskaa vaan nuorat", sanoi kokki, väristen

malttamattomuudesta. "Olen voittanut neljäkymmentä puntaa
päästyäni näin pitkälle. Jos katkaisette, lähetän teille kymmenen
niistä."
Mies epäili; synnynnäinen urheiluharrastus taisteli ahneutta

vastaan.
"Minulla on vaimo ja lapset", sanoi hän lopuksi ikäänkuin

lieventäviksi asianhaaroiksi, ja otettuaan kynäveitsen taskustaan
olivat nuorat pian poikki.
"Jumala teitä siunatkoon", sanoi kokki ojennellen köyryyn käynyttä
selkäänsä tuolin pudottua maahan.
"Nimeni on Jack Thompson", sanoi hyväntekijä. "Jack Thompson,

Winchgate, sillä osotteella tulee kirje perille."
"Nostan summan 12 puntaan", sanoi kokki, "ja tuolin saatte

päällekaupan."
Lyötiin kättä vahvikkeeksi, ja kokki jatkoi iloisena vapaata

matkaansa, viattoman rikostoverinsa kääntyessä ympäri tuoli
selässä — kuullakseen sen oikealta omistajalta kiukkuisia totuuksia
yksinkertaisista luonnonlahjoistaan.
Kokki ei tiennyt miten paljon hän oli edellä pelkäämistään uusista

takaa-ajajista, ja huolimatta nälästä ja väsymyksestä asteli hän
eteenpäin minkä jaloista läksi. Tunnin kuluttua kysyi hän tietä eräältä
kyntäjältä ja pyysi samalla pienen, hyvin pienen osan hänen
aamiaisestaan. Seuraavalta kukkulalta näki hän vilahduksen
merestä, ja pitäen huolellisesti tätä vanhaa nuoruuden ystäväänsä
silmällä marssi hän kohti Brittleseaa. Päivällisaikaan kerjäsi hän taas
ylijääneitä ruokavaroja eräästä metsänvartijan torpasta, ja saatuaan
suurimman nälkänsä tyydytettyä jatkoi hän uudestaan kulkuaan.
Kymmenen aikaan illalla laahusti hän pitkin Brittlesean laituria ja hiipi
varovasti laivaan. Kannella ei ollut ketään, mutta miehistön hytistä
loisti valoa. Kokki ryömi sisään. Henry, joka juuri oli häviämäisillään
tammipelin Samille, hytkähti, hypähti pystöön ja käänsi laudan
ylösalaisin.
"Herra minun luojani! — Kokki!" huudahti Sam. "Missä sinä olet

ollut?"
Kokki ojensi ruumistaan ja osoitti kädellään kaikille ilmansuunnille.
"Vähän joka paikassa."
"Sinä olet ollut rellumassa", sanoi Sam, katsoen terävästi kokkia.
"Rellumassa", sanoi kokki itku kurkussa. "Rellumassa!"
Tunteensa olivat tukahuttaa hänet ja koetettuaan heikosti

puolustautua, vaikkakin turhaan, kömpi hän kojuunsa ja nukkui heti.
V LUKU.
Purjehdittiin kello neljältä seuraavana aamuna ja kello 3,30

herätettiin kokki kahvia keittämään. Uudestaan herätettiin hän 3,45
ja 3,50 vedettiin hänet kojustaan pitämään huolta
velvollisuuksistaan. Kokki ryömi silmät ummessa takaisin kojuunsa
heti kun pääsi kiusaajistaan, ja vaikkakin temppu uudistettiin kaksi
eri kertaa, niin hän yhä tiedottomassa tilassa kömpi takaisin ja jatkoi
untaan.
Brittlesea oli jo kolmekymmentä penikulmaa takana päin kun hän

vihdoinkin heräsi ja tuli kannelle, kuunarin kiitäessä rivakan tuulen
ajamana aaltoja. Se oli juuri sellainen tuuli, jollaisesta perämies piti
ja hänen katseensa oli rauhallinen ja tyytyväinen aina siihen saakka,
kun huomasi kokin kömpivän keittiöön.
"Kokki!" kirkasi hän. "Tulkaa tänne — kirottu kuleksija! Missä olette

ollut koko tämän ajan?"
"Minulla on ollut vastoinkäymisiä, sir", sanoi kokki nöyränä.

"Tuskin voitte uskoa millaisia kidutuksia olen kärsinyt aikoessani
palvella laivuria."
"Säästäkää sellaiset jutut toisille", kirkui perämies varottavasti.
"Missä olette ollut? Kas niin! Laulakaa ulos vaan."
Vielä väsyneenä seikkailuistaan, nojautui kokki kajuutan seinään

ja alkoi kertoa matkoistaan, selvittäen niitä monenmoisilla
näytelmällisillä eleillä. Perämiehen hengitys tiheni, hänen poskensa
saivat tavallista punaisemman värin ja peränpito alkoi käydä
huolimattomasti. Mielissään näistä näennäisistä osanoton merkeistä,
jatkoi kokki kahta innokkaammin.
"Lopettakaa nyt", sanoi perämies vihdoin.
"Pahinta ette vielä kuullut", sanoi kokki.
"Jos vielä sekunninkin seisotte ja valehtelette, niin väännän

niskanne nurin", sanoi perämies kiukustuneena. "Juomassa olette
ollut kaksi päivää — siinä koko asia."
"Puhun totta, Salomonin parran kautta puhun totta, sen vannon",

sanoi kokki juhlallisesti.
"Odottakaa vaan jahka laivuri tulee kannelle", sanoi toinen ja

puristi nyrkkiään. "Uskaltaisinpa vaan jättää tämän peräsimen, niin
kyllä asiat kanssanne pian selvittäisin, siitä saatte olla varma."
Kokin harmiksi oli laivuri samaa mieltä perämiehen kanssa ja

pidätti häneltä kahden päivän palkan — hyvin ajattelemattomasta ja
tunteettomasti tehty. Alhaalla miehistön hytissä ei hänelle käynyt
ollenkaan paremmin, sillä näiden rehellinen tunnustus ja ihmettely
hänen kaskujen kertomistaidostaan, meni yläpuolelle kaikkien
sopivaisuuden rajojen.
Tämä epäuskoisuus oli surkea pettymys kokille. Itsekseen oli hän
ajatellut tulevansa ihailluksi ja ihmetellyksi kuin sankari konsanaan.
Toimensa hoiti hän sentähden alakuloisena ja toverit, jotka kyllä
"sellaisia" asioita ymmärsivät, luulivat hänellä olevan "kupariseppiä."
Sivuutettiin Northfleet ja saavuttiin Rotherhitheen. Kokin persoona

sai osakseen halventavaa arvostelua joka kerta kun poliisivene meni
sivutse. Kului useita tuntia ennenkuin häntä halutti lähteä maalle, ja
kun hän sen vihdoin teki, tapahtui se niin tarpeettoman maailmaa
pelkäämättömän näköisenä, että olisi luullut häntä joksikin ylistetyksi
rosvopäälliköksi.
Oli sateinen aamu kun taas palattiin Northfleetiin. Koko yö oli tullut
vettä taivaan täydeltä ja mustia pilviä kulki taukoamatta taivaalla.
Lastaus aiottiin alkaa vasta seuraavana aamuna. Päivällisen jälkeen
vaihtoivat Henry ja perämies merkitsevän katseen nähdessään
laivurin ottavan lakkinsa ja lähtevän maalle.
Hän asteli Gravesendiin, kulki ilman määrää ja suuntaa katuja,

tuon tuostakin pysähtyen kauppapuotien ikkunain alle välittämättä
mitään virtaavasta sateesta. Jonkinlainen romantillinen ajatus sanoi
hänelle tapaavansa Annis Gethingin. Kouluissa oli lupa — siksi oli
luonnollinen asia, että neiti Gething kuljeskelisi huvin vuoksi
Gravesendin katuja rankkasateessa. Noin neljän tienoissa, kun
laivuri jo oli läpimärkä, huomasi hän toivonsa turhaksi ja poikkesi
erääseen siistin näköiseen ravintolaan, joi lasinsa ja valmistautui
apealla mielellä kotitielle. Kuljettuaan kappaleen matkaa, vetäytyi
hän syrjään antaakseen tietä nuorelle ohi kulkevalle neidolle, mutta
vilkasi samassa vanhaan tapaansa, sateenvarjon alle. Katseensa
kohtasi — miss Gethingin.
"Hyvää iltapäivää", sanoi laivuri hämillään.

"Hyvää iltaa", vastasi tyttö.
"Rivo ilma", tuumi laivuri, seisten kunnioittavasti ainakin kolme

metriä käytävältä.
"Kovin ruma", sanoi miss Gething.
"Minulle se ei mitään tee", sanoi laivuri.
"Olette varmaan hyvin märkä", sanoi miss Gething. "Aiotteko

mennä äitiäni tervehtimään?"
"Sitä juuri ajattelin", sanoi laivuri iloisena, kun sai kiinni sopivasta
valheesta.
"Minun on käytävä muutamissa kauppapuodeissa", sanoi miss

Gething.
"Hyvästi!"
Laivuri kohotti lakkiaan, teki kokokäännöksen ja lähti eteenpäin.

Useat kerrat kääntyi hän ympäri, mutta miss Gething, tuntien
paremmin miehet, kuin laivuri naiset, ei katsonut taakseen
kertaakaan.
Neljännestunnin reippaasti käveltyään oli laivuri pienen tutun

rakennuksen edessä, pudisti veden lakistaan ja kolkutti varovasti
ovelle.
"Onko rouva Gething kotona?" kysyi hän kun ovi aukeni ja joku
mies, pitäen kiinni ovenkahvasta, katsoi kysyvästi häneen. "Ei",
kuului vastaus.
"Ellei teillä ole mitään vastaan, astun hetkeksi sisään
odottamaan", sanoi laivuri, totellen silmänräpäyksellistä ajatustaan.
Toinen epäili, mutta vetäytyi kuitenkin syrjään ja antoi laivurin

kulkea ohitsensa. Molemmat astuivat pieneen etuhuoneeseen.
Rohkeudella, joka ihmetytti häntä itseäänkin, istuutui laivuri
käskemättä tuolille ja alkoi nenäliinalla pyyhkiä housujaan.
"Luulen rouva Gethingin viipyvän pitemmän aikaa", sanoi toinen

lopulta.
"Ei minulla ole mitään kiirettä, voin mainiosti odottaa jonkun

minuutin", sanoi laivuri, joka halusta olisi istunut paikoillaan vaikka
koko viikon.
Pyyhkittyään partansa ja viiksensä nenäliinaan muodosteli hän

niitä sormillaan. Toinen katseli näitä toimia vastenmielisen
levottomana.
"Ehkä saan sanoa terveisiä rouva Gethingille?"
Laivuri pudisti päätään ja alkoi nyt vuorostaan tarkastaa

isäntäänsä: nuori, kaunis mies, vahatut mustat viikset, ohut silkkinen
kaulaliina ja komea rintaneula. Päällään hänellä oli ruskea pitkä takki
ja keveät samanväriset kengät.
Kului taas neljännes tunti.
"Häijyä ilmaa", sanoi laivuri, saadakseen alkuun edes jonkinlaista

keskustelua.
Toinen myönsi, huomauttaen samalla epäilevänsä rouva Gethingin

sateen vuoksi viipyvän hyvinkin kauan. Puhe taukosi siihen, kunnes
keveitten askelten ääni ja avaimen vääntäminen lukossa sai
molemmat hypähtämään pystyyn.
"Eikö äiti vielä ole tullut?" kysyi miss Gething kummissaan.

"Olittepa kiltti kun jäitte odottamaan, kapteeni."
"Ei se mitään", vastasi laivuri, joka ei todella tiennyt tehneensä

mitään kiitosta ansaitsevaa.
Tyttö puristi nuoren miehen kättä ja hymyili laivurille. "Teidät

tapasin jo kadulla", sanoi hän. "Olette varmaan hyvin märkä.
Kapteeni Wilson — herra Glover."
Molemmat herrat kumarsivat kylmästi; laivuri tuli alakuloiseksi,

käsittäen nyt olevansa tiellä. Miss Gething vei pois hattunsa ja
takkinsa; hänen palattuaan alkoi keskustelu vähitellen sujua. Herrat
kuitenkin käyttivät tyttöä jonkunlaisena telefoonina, minkä kautta
ilmaisivat ajatuksensa.
"Puoli kuusi", sanoi yht'äkkiä miss Gething. "Matkustatteko junalla

6,30, herra Glover?"
"Täytyy", vastasi tämä synkkänä. "Toimet, kuten ymmärrätte",

lisäsi hän alakuloisena.
"Juotteko kupin teetä ennen lähtöänne?" kysyi Annis.
Tyttö seisoi herra Gloverin edessä tätä sanoessaan, ja laivuri, joka

yhä enemmän ja enemmän alkoi tuntea olevansa tiellä, mutisi jotakin
pois lähdöstä ja nousi seisomaan. Hänen ihmettelynsä, kun miss
Gething kääntyi häneen ja iski silmää varottavasti, olikin sentähden
niin äänekäs, että herra Glover kääntyi kiireesti katsomaan syytä
siihen.
"Juotte myöskin kupin teetä, kapteeni?" sanoi miss Gething
kohteliaasti hymyillen.
"Kyllä, kiitoksia", vastasi laivuri ja istuutui äskeiseen paikkaansa.

Ajatuksensa myllersivät hurjasti tytön asettaessa teepöytää kuntoon.
"Todellinen tee-seura", sanoi miss Gething iloisesti. "Yksikö

kappale sokuria, herra Glover?"
"Kaksi", vastasi tämä loukatun äänellä.
Tyttö katsoi kysyvästi laivuria ja piti sokeripihtiä ylhäällä.
"Jätän sen teidän määrättäväksenne", sanoi tämä ujosti. Herra

Glover nosti vähäisen silmäkulmiaan ja hymyili halveksivasti.
Miss Gething pudotti yhden kappaleen kuppiin ja ojensi sen

laivurille.
"Toisinaan otan yhden, toisinaan taas kaksi, kolmekin", sanoi

laivuri puolustellen. "En ole niiden kanssa niin turhan tarkka."
"Taidatte olla huoleton", sanoi miss Gething.
"Tai ei hän tunne ruumistaan", huomautti herra Glover

nenäviisaasti.
"Toisissa tapauksissa ehkä sitä paremmin", vastasi laivuri.
Ääni millä tämä huomautus tehtiin, sai herra Gloverin

ihmettelemään mitä sellaiset tapaukset olisivat. Herroilla ei
kummallakaan ollut halua keskusteluun, ja ilman emäntää olisi tee
juotu hiljaisuuden vallitessa. Kymmenen minuuttia yli kuusi nousi
herra Glover tuoliltaan, selittäen nyt olevan ajan lähteä.
"Paljoa ei enää sadakaan", sanoi miss Gething lohduttavasti.
Herra Glover otti eteisestä hattunsa ja sateenvarjonsa, puristi tytön

kättä ja katsoi kysyvästi laivuria.
"Tuletteko samaan matkaan?" kysyi hän erittäin kohteliaasti ja

ystävällisesti.
"Hm! — En", vastasi toinen.
Herra Glover painoi tulisesti hatun päähänsä, nyökkäsi

suuttuneena ja läksi.
"Kyllä hän vielä junalle ennättää", sanoi laivuri nähdessään miss

Gethingin ikkunasta katselevan Gloverin tulista kiirettä.
"Toivon niin", vastasi tämä. "Ompa ikävää, ettei äitinne sattunut

kotona olemaan", sanoi laivuri pitkän vaitiolon jälkeen.
"Niin. Ehkä teillä on ollut ikävä täällä?" sanoi tyttö.
Laivuri huokasi raskaasti ja ihmetteli itsekseen, oliko herra Glover

sellainen mestari tekemään tyhmiä huomautuksiaan miltä hän näytti.
"Onko hänellä pitkäkin matka edessään", sanoi hän lopulta,

tarkoittaen herra Gloveria. "Lontoo", vastasi Annis lyhyesti. "Minun
on sentään lähdettävä", sanoi laivuri, huomaten mahdottomaksi
viipyä pitemmälle.
Annis vetäytyi syrjään laivurin noustessa ja seurasi tätä hitaasti

eteiseen.
"Jospa voisin antaa teille edes sateenvarjon", sanoi hän ja katseli

ympärilleen.
"Oo! Kyllä se näinkin menee", sanoi laivuri. "Minähän olen jo
melkein kuiva."
"Kuiva?" sanoi Annis, laskien pienen kätensä laivurin hihalle.
"Tehän olette läpimärkä", sanoi hän vastenmielisesti. "Että

saatoinkin antaa teidän istua sellaisessa tilassa."
"Hiha onkin märjin", sanoi laivuri, jonka olosuhteet olivat

opettaneet viekkaaksi. "Täältä on aivan kuiva."
Hän silitteli takkinsa etupuolta.
"Sepä hauskaa", sanoi Annis kohteliaasti.
"Hm!… Mutta täältä", sanoi laivuri ja piteli takkinsa kaulusta.
Annis koetteli keveästi.
"Te olette perinpohjin kastunut", sanoi hän. "Ei saisi istua

paikoillaan tuonlaisissa vaatteissa. Odottakaahan silmänräpäys.
Lainaan teille jonkun isäni päällystakeista."
Hän juoksi ketterästi toiseen huoneeseen, tuli takaisin pitkän,

paksun takin kanssa ja ojensi sen laivurille.
"Kyllä se teidät kuivana pitää", sanoi hän, kun laivuri heikkojen

vastustelujen jälkeen alkoi vetää takkia päälleen.
"Sanotteko hyväntahtoisesti terveiseni rouva Gethingille?" kysyi

laivuri aukaisten eteisen oven.
"Kyllä, kiitoksia", vastasi tyttö. "Hän varmaan on pahoillaan, ettei

sattunut olemaan kotona. Viivyttekö kauankin täällä?"
"No, ehkäpä kolme päivää."
Annis mietti.
"Huomenna menee äiti pois", sanoi hän koetteeksi.
"Ylihuomenna on minulla muitakin asioita tännepäin", sanoi laivuri.

"Ellen häiritse, niin voinhan poiketa sisään. Hyvästi."
Pää sekaisin puristi hän tytön kättä, ajatellen lieneekö mennyt liian
pitkälle, ja sulettuaan oven, pisti hän kätensä kapteeni Gethingin
taskuihin ja kulki synkkäin ajatusten vaivaamina kohden laivaansa.
Ajatuksensa muodostuivat vähitellen kokonaisuudeksi — ja lopulta
alkoi hän puhua ääneensä. "Tyttö tiesi minut kadulla kohdatessaan
äitinsä olevan poissa", sanoi hän pitkäveteisesti, "samoin kuin
toisenkin olevan siellä. Olisi sentään luullut… Rakkauskiusottelua!"
huudahti hän yht'äkkiä katkerasti. "Ja tyttö tekeytyi minulle
rakastettavaksi, kiusotellakseen häntä. Mies on huomenna siellä
uudestaan, kun äiti on poissa."
Pahoilla mielin saapui hän laivaansa. Kirosi teetä, jota Henry

tarjosi, vaihtoi vaatteita ja heittäytyi selälleen sohvalle polttelemaan.
"Olette vähän märkä", sanoi perämies. "Mistä tuollaisen takin

olette saanut?"
"Eräs tuttava", vastasi laivuri, "lainasi sen minulle. Muistatte kai

vielä sen kapteeni Gethingin, josta kerran puhuin?"
"Tietysti", vastasi perämies.
"Antakaa miehistölle tieto, että palkinto on nostettu viiteen

puntaan", sanoi laivuri ja veteli sankkoja sauhuja piipustaan.
"No! Jos palkinto on korotettu viiteen puntaan, tulee kokki
hirtettäväksi murhasta tai muusta kauheasta rikoksesta", sanoi
saapuvilla oleva Henry. "Ei ole ollenkaan hyvä antaa miehistön
auttaa koko asiassa — ei ollenkaan."
Laivuri ei suvainnut vastata. Mutta kun hänen terveisensä saapui

miehistön hyttiin, syntyi siellä ilo ja elämä.
"No! Nyt lähden minä ulos", sanoi Dick innostuneena. "Viisi

puntaa! —
Ei sitä niin kannata halveksua."
"Toivon ettei kohtalo leiki teidän kanssanne, kuten minun", sanoi

kokki tunteellisesti.
"Mitä nyt tarvitaan", sanoi paksu Sam, "niin se on sellainen kuin

ihmisillä on kaupungissa… sellainen… mikä sen nimi nyt taas
onkaan?"
"Taksamittari", esitteli kokki.
"Taksamittari! — Miten kirotun tyhmästi puhuttu", sanoi Sam

halveksivasti. "Ei, vaan tarkoitan sellaista — sellaista, jossa on
paljon ihmisiä."
"Raitiotievaunu", sanoi kokki ollen aivan väärillä jälillä. "Mutta

ethän sillä voi matkustaa ympäri Englantia, Sam."
"Sinä olet tyhmä kuin pässi", tiuskasi Sam kärsimättömästi.

"Tarkoitan jotain sellaista, johon ihmiset kiinnittävät rahansa."
Kokki oli jo ennättänyt sanoa: "säästölaatik…", kun Henry nyhjäsi

häntä kylkeen.
"Mitä sinä oikein tarkoitat, Sam?" sanoi Dick. "Mikset sitä sano?"
"Kun en muista sanaa", vastasi Sam suuttuneena. "Ihmisiä yhtyy

monta yhteen ja jakaa saamansa voitot."
"Tarkoitat osakeyhtiötä", sanoi Dick.
"Juuri niin!" sanoi Sam henkäisten helpotuksesta.
"No mihin sitä tarvittaisi?" kysyi Dick.
"Me perustamme osakeyhtiön ja ja'amme rahat miehen

löydettyämme. Sehän olisi julmaa, Dick, jos minä, kun sinä olet
päässyt miehen jäljille, tulisin ja sieppaisin hänet juuri nenäsi
edestä."
"Koetappas yrittää", sanoi Dick synkkänä.
"Ajatuksesi on mainio, Sam", sanoi kokki. "Minä olen mukana."
"Tule mukaan sinäkin, Dick", sanoi Sam.
"En kiitoksia", vastasi Dick. "Tarvitsen kyllä viisi puntaani

jakamattakin."
"Mehän tullaan työskentelemään sinua vastaan, minä, kokki ja

poika", sanoi Sam innokkaasti.
"Ohoo!" sanoi Henry. "Älkää luulko minun suostuvan."
"No niin", sanoi Sam. "Os… Osak… Miksi sitä taas kutsuitkaan,
Dick?"
"Osakeyhtiö."

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Management Leading and Collaborating

in the Competitive World 9th Edition

True / False Questions

1. Today's environment requires mechanistic structures to ensure a firm's success.

2. In the organic organization, expertise is highly valued.

8. A low-involvement organization is a type of an organization in which top management

9. Large organizations are typically less organic than small ones.

10. One of the most important characteristics of an organization is its size.

15. Downsizing is the planned elimination of jobs.

17. Survivor's syndrome occurs when an employee loses a spouse or partner.

26. Reengineering is about making minor organizational changes.

Multiple Choice Questions

35. People in organic organizations work more as ________ than _________.

37. The formal structure of an organization is put in place to

38. An organizational form that emphasizes flexibility is a(n)

41. The capability--knowledge, expertise, skill--that underlies a company's ability to be a

44. Which of the following statements about strategic alliances is true?

45. An organization skilled at creating, acquiring and transferring knowledge and at

46. Learning organizations are good at

49. Structurally, a high-involvement organization is

50. Which of the following statements best describes management in a high-involvement

51. Which of the following is a characteristic of very large organizations?

53. Economies of scope refers to

57. Diseconomies of scale refers to

58. Small organizational size may improve

61. The planned elimination of positions or jobs is called

62. According to the text, another term for effective downsizing is

63. Which of the following is an effective practice in downsizing?

66. The strategic triangle includes which three things?

74. An integrative approach to management that supports the attainment of customer

79. Which of the following is one of the Baldridge criteria?

82. The focus of reengineering is to

85. Which of the following is a characteristic of small batch technologies?

87. Peter Poses is an entrepreneur who specializes in catering to high-end photography

89. Continuous processes are characterized by which of the following?

92. Flexible factories differ from traditional factories by

93. Flexible factories have which of the following advantages?

94. An operation that achieves increased efficiency while simultaneously improving

97. Which of the following is a key organizational element of time-based competition?

98. The term logistics refers to the movement of

103. Just-in-time systems include which of the following concepts?

107. Explain the difference between a learning organization and high-involvement

112. Explain the key features in mass customization.

Multiple Choice Questions

114. Anil defines "economy" in a manufacturing context as

115. Bob defines "economy" in a manufacturing context as

116. Christine defines "economy" in a manufacturing context as

Chapter 09 Organizational Agility Answer Key

True / False Questions

Organizations can succeed whether they are mechanistic or organic. A mechanistic

2. (p. 308) In the organic organization, expertise is highly valued.

A learning organization is an organization skilled at creating, acquiring, and transferring

8. (p. 313) A low-involvement organization is a type of an organization in which top

Large organizations are typically less organic and more bureaucratic.

15. (p. 317) Downsizing is the planned elimination of jobs.

CRM is a multifaceted process, typically mediated by a set of information technologies, that

ISO 9001 is a series of voluntary quality standards developed by an international committee.

ISO 9001 is a series of voluntary quality standards developed by an international committee.

35. People in organic organizations work more as than _.