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business
organization theory and design
Organization Theory And Design 3rd Canadian Edition Richard L. Daft, Ann Armstrong (Author) - Solutions
1. What is Mary trying to achieve by implementing a process change?
3. If you were part of a consulting team assigned to improve the operations of each organization, what recommendations would you make and why?
2. From the preceding data, determine if the structure and other characteristics fit the technology.
1. Is the technology used the best one for each restaurant, considering its goals and environment?
12. Describe the sociotechnical systems model. Why might some managers oppose a sociotechnical systems approach?
11. To what extent does the development of new technologies simplify and routinize the jobs of employees? How can new technology lead to job enlargement? Discuss.
10. In which quadrant of Perrow’s framework would a mass-production technology be placed? Where would small-batch and continuous process technologies be placed?Why? Would Perrow’s framework lead to the same recommendation about organic versus mechanistic structures that Woodward made? Why?
9. A top executive claimed that top-level management is a craft technology because the work contains intangibles, such as handling people, interpreting the environment, and coping with unusual situations that have to be learned through experience. If this is true, is it appropriate to teach
8. In what primary ways does the design of service firms typically differ from that of product firms? Why?
7. Mass customization of products has become a common approach in manufacturing organizations. Discuss ways in which mass customization can be applied to service firms as well.
6. What is a service technology? Are different types of service technologies likely to be associated with different structures? Explain.
5. How do flexible manufacturing and lean manufacturing differ from other manufacturing technologies? Why are these new approaches needed in today’s environment?
4. What relationships did Woodward discover between supervisor span of control and technological complexity?
3. Describe Woodward’s classification of organizational technologies. Explain why each of the three technology groups is related differently to organizational structure and management processes.
3. To do your work, to what extent can you actually rely on established procedures and practices?
2. To what extent is there an understandable sequence of steps that can be followed in doing your work?
1. To what extent is there a clearly known way to do the major types of work you normally encounter?
3. Do you think unit members perform repetitive activities when doing their jobs?
2. Do most people in this unit do about the same job in the same way most of the time?
1. To what extent would you say your work is routine?
2. Now that you have heard all the presentations, what do you think are the main considerations to ensure a good international work assignment?
1. As you worked on your team’s country, what was your most significant learning? Please explain.
4. If you were to study the Chinese piano culture through the lens of cultural value orientations, what potential conclusions will you draw?
3. Evaluate the applicability of Hofstede’s cultural value dimensions to the Chinese piano phenomenon (e.g., collectivism vs. individualism, masculinity vs. femininity, etc.).
2. What have you learned about cultural values in the changing Chinese (rural) society?
1. Using Hofstede’s framework, discuss what cultural value elements constitute the Chinese “Pianistic Other” phenomenon.
2. Do you think that Ivanhoe Mines’ approach to risk is appropriate? Why or why not?
1. What problems did Ivanhoe Mines encounter when it invested in Myanmar?
12. What does it mean to say that the transnational model is based on a philosophy of interdependence?
11. Compare the description of the transnational model in this chapter to the elements of the learning organization described in Chapter 1. Do you think the transnational model seems workable for a huge global firm? Discuss.
10. Do you believe it is possible for a global company to simultaneously achieve the goals of global efficiency and integration, national responsiveness and flexibility, and the worldwide transfer of knowledge and innovation? Discuss.
9. Compare Hofstede’s six dimensions with the GLOBE’s nine dimensions. Which approach to national values do you find more useful? Why?
8. Traditional values in Mexico support high power distance and a low tolerance for uncertainty. What would you predict about a company that opens a division in Mexico and tries to implement global teams characterized by shared power and authority and a lack of formal guidelines, rules, and
7. Name some of the elements that contribute to greater complexity for international organizations. How do organizations address this complexity? Do you think these elements apply to an online company such as eBay that wants to grow internationally? Discuss.
6. When would an organization consider using a matrix structure? How does the global matrix differ from the domestic matrix structure described in Chapter 3?
3. Hugh Russel seemed to increase its legitimacy and power by developing relationships with other companies. Does this make sense to you as general strategy for powerless organizations?
2. Do you think the changed relationships with other organizations could have occurred without internal company changes? Explain.
1. Briefly describe whether events in this case support or refute each of the resource-dependence, collaborative network, population ecology, and institutional perspectives. Why or why not?
3. According to Christensen, in his book The Innovator’s Dilemma, the world thanks innovators for new products but won’t buy them. Does his statement hold for Apple in general and for its iPhone, in particular?
2. What is Apple’s strategy? Is it effective?
1. Why would Steve Jobs want to partner with Bill Gates?
3. Give an example in which a fad did not work as expected. Explain why it did not work.
2. Why do you think the fads were adopted? To what extent were the fads adopted to truly improve productivity and morale versus the company’s desire to appear current in its management techniques compared to the competition?
9. How does the desire for legitimacy result in organizations becoming more similar over time?
8. Do you believe that legitimacy really motivates a large, powerful organization such as Walmart? Is acceptance by other people a motivation for individuals as well? Explain.
6. The population-ecology perspective argues that it is healthy for society to have new organizations emerging and old organizations dying as the environment changes.Explain how the global economic meltdown of 2008 can be explained through the population-ecology perspective.
5. Discuss how the adversarial versus partnership orientations work among students in class. Is there a sense of competition for grades? Is it possible to develop true partnerships in which your work depends on others?
4. Many managers today were trained under assumptions of adversarial relationships with other companies. Do you think operating as adversaries is easier or more difficult than operating as partners with other companies? Discuss.
3. Assume you are the manager of a small firm that is dependent on a large computer manufacturing customer that uses the resource-dependence perspective. Put yourself in the position of the small firm, and describe what actions you would take to survive and succeed. From the perspective of the
2. How do you feel about the prospect of becoming a manager and having to manage a set of relationships with other companies rather than just managing your own company? Discuss.
4. Should Vancity reprice its loans?
3. What is Vancity’s business strategy?
2. How is Vancity different from a commercial bank?
1. How have policy makers responded to the global financial crisis, and what effect is this having on Vancity?
2. Overall, who was more effective, Acme or Omega?Explain.
1. How can Acme’s success be explained? Did Acme’s goals seem more appropriate? Did stakeholder satisfaction play a role?
2. Predict which organization will get the final contract. Why?Part IV Ten of Acme’s final memory units were defective, whereas all of Omega’s units passed the photocopier firm’s tests.The photocopier firm was disappointed with Acme’s delivery delay and incurred further delays in repairing
1. Which organization was more effective at developing the prototype and meeting the deadlines? Was its level of effectiveness due to the goals chosen by top management?
3. Are the goals to be achieved with different strategies?
2. What impact do top managers have on the goals?
1. What are Acme and Omega’s goals?
2. What would you do if an organization you rated high for dependence and high for certainty suddenly became high dependence and low certainty? How would your behaviour relate to the concept of resource dependence?
1. Do you have adequate backup organizations for those of high dependence? How might you create even more backups?
7. What is an organic organization? What is a mechanistic organization? How does the environment influence organic and mechanistic structures?
4. Discuss the importance of the international, compared to domestic, sector, for today’s organizations. What are some ways in which the international sector affects organizations in your city or community?
1. Define organizational environment. Would the task environment of a new Internetbased company be the same as that of a government welfare agency? Discuss.
3. Would a matrix structure be feasible for Aquarius?Why or why not?
2. Design a new organization structure that takes into consideration the contextual variables in the case and the information flows.
1. Analyze Aquarius in terms of the five contextual variables. How would you describe the environment, goals, culture, size, and technology for Aquarius?
6. Twenty years later you have 75 business locations in 5 provinces. What are the issues and problems that must be dealt with through organizational structure? Draw an organization chart for this organization showing how information will flow within the organization.
5. After five years, the business has five locations in two cities. How do you keep in touch with it all? What issues of control and coordination have arisen? Draw an up-to-date organization chart and explain your rationale for it.
4. You are into your third year of operation, and your business has been very successful. You want to add a second location a few miles away. What issues will you face running the business at two locations? Draw an organization chart that includes the two business locations.
3. Based on the specifics in number 2, develop an organization chart. Each position in the chart will perform a specific task or is responsible for a certain outcome.
2. What are the specific tasks to be completed to accomplish the mission?
1. Write down the mission or purpose of the organization in a few sentences.
11. Describe the virtual network structure. Why do you think this is becoming a good structural alternative for some of today’s organizations?
10. How is structure related to the organization’s need for efficiency versus its need for learning and innovation? How can managers tell if structure is out of alignment with the organization’s needs?
6. What is the difference between a task force and a team? Between a liaison role and an integrating role? Which of the four provides the greatest amount of horizontal coordination?
4. Why do large corporations tend to use hybrid structures?
1. What is the definition of organizational structure? Does organizational structure appear on the organization chart? Explain.
4. In light of both Cook’s new strategy and Apple and Foxconn’s chronologies in implementing the EAPs and SEED, evaluate the viability of such programs given the changing demographics of Chinese younger migrant workers in the transforming Chinese labor market.
3. What does Cook’s new “Made in America” strategy mean for both Apple and Foxconn?
2. Should Apple be (entirely) responsible for the practices of its general suppliers and particularly, Foxconn?
1. Apply the “Top management role in organization direction, design, and effectiveness” framework and analyze the 2010 Foxconn suicidal cluster phenomenon, assuming your role as either Steve Jobs or Terry Gou:a. What are the most pressing environmental issues(external and internal)?b. What are
4. Compare your table with those of other students and look for common themes. Which companies seem to articulate and communicate their goals and strategies best?
3. Which of the goals or strategies should be changed?Why?
2. Look for differences in the goals and strategies of the three companies and develop an explanation for those differences.
1. Which goals seem most important?
10. A noted organization theorist once said, “Organizational effectiveness can be whatever top management defines it to be.” Discuss.
9. What are the similarities and differences between assessing effectiveness on the basis of competing values versus the stakeholder approach described in Chapter 1? Explain.
8. What are the advantages and disadvantages of the resource-based approach versus the goal approach for measuring organizational effectiveness?
7. Suppose you have been asked to evaluate the effectiveness of the police department in a medium-sized community. Where would you begin, and how would you proceed?What effectiveness approach would you prefer?
6. Do you believe mission statements and official goal statements provide an organization with genuine legitimacy in the external environment? Discuss.
4. What is the difference between a goal and a strategy as defined in the text? Identify both a goal and a strategy for a campus or community organization with which you are involved.
2. How might a company’s goals for employee development be related to its goals for innovation and change? to goals for productivity? Can you discuss ways these types of goals might conflict in an organization?
● What is the role of the company in society? In what ways are companies constrained by ethical expectations?
● What are the effects of social and political institutions on the performance of firms?
● Why do particular industries cluster in some cities and not in others?
● How do companies change with the increasing globalization of trade?
● What is the function of contracts? Of trust? Of monitoring? Under which conditions does a company use one or another to protect its interests?
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