2. Panadol would like to change its organization structure; Lucas, the new CEO wanted to apply a structure that should be open to change and reduce any financial risk. The chosen organizational structure is _ *

Boundary less

Flat

Bureaucratic

Business engineering process

3. Since its inception in 1990, Leaves.com, a major software dealer, became popularized for its innovative management behavior and employee friendly practices. Ten years later and as the company grew in size, and in order to outgrow competition, the company adopted a rigid bureaucracy characterized by a lack of innovative thinking. In which of the below organizational challenges did Leaves.com witness a change? *

Centralization

Organizational culture

Organizational restructuring

Competitive position

4. When Kia was rated as the second highest among all vehicles nameplates in the US in 2018, and Nissan was ranked 10th, the Nissan VP responded by adopting a strategy that focuses on standardized products, increasing the automation while keeping a conservative policy of hiring freeze. In your opinion, what is the business strategy that the Nissan VP adopted? *

Focus, Prospector

Differentiation, Defender

Overall cost leadership, Defender

Differentiation, Prospector

5. General Electric Durham decided to cooperate with its employees in an unprecedented authority and transparency. In this way, everyone knows how much money everyone else makes, and every employee is paid according to his or her skills. They all work collaboratively in units as a team where they perform a defined set of interrelated tasks and have the autonomy to make most critical decisions about the work. This managing model in General Electric Durham is _ *

Centralized model

Self-management team

Enrichment

Enlargement

6. Managers at Telecom for mobiles sell products all over the world. They work in a business environment that is rapidly changing, and highly complex. They called for a session with the CEO to discuss that in which they do not have the qualified employees to cooperate with these changing situations, and call for changing their internal strategies and plan. This situation reflects _ *

Individual challenge of matching workers with jobs

Organizational challenge of competitive position

Environmental challenge of rapid change.

Market challenge of changing customer needs

7. Courtland Corporation recently reduced its number of management levels and decentralized its entire managerial approach. Prior to this, the corporation maintained a pyramid-shaped management structure and was based on a functional division of labor. Courtland evolved from a ___ organization to a ___ organization. *

bureaucratic / boundaryless

boundaryless / bureaucratic

bureaucratic / flat

prospector / defender

8. The manager in AlRawafed Company decided to focus on the employee motivation and take into consideration the fit between personal abilities and job requirements of the employees. This theory is *

Job characteristics theory

Work adjustment theory

Two-factor theory

Goal-setting theory

9. Georges works as a salesperson for a local sweets shop. During the seasonal holidays and busy times of the year, he aligns his personal schedule with the increased demands of his organization knowing that he receives extra pay for overtime. Georges is considered to be a _ *

Salaried employee

Line employee

Nonexempt employee

Exempt employee