BOLMAN_AND_DEAL Test Bank by Barbara McKeon

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  REFRAMING ORGANIZATIONS TEST BANK  Chapter 1True/False 1.The structural frame sees organizations as factories.2.The primary sources of managerial “cluelessness” are personality disorders and IQ.3.Frames are also called maps, mental models, cognitie lenses, schema, and mind sets.!.The e plosie technological and social changes of recent years hae simplified our lies and our understandings of the #orld.$.The most effectie managers choose a single perspectie or frame, and %ecome highly&s'illedspecialists. (.)ccording to *olman and +eal, “multiframe thin'ing” typically leads to confusion and  paralysis..-odern organizations rely too much on an artistic approach to management and too little on an engineering approach..*olman and +eal argue that most managers and leaders hae trou%le understanding comple situations, not %ecause they lac' the intelligence, %ut %ecause they are una%le to adopt multiple perspecties.  Answers 1.T /0. 1$& hile the structural frame sees organizations as factories and machines the humanresource frame sees organizations as a family, the political frame sees organizations as  4ungles, and the sym%olic frame sees organizations as carnials, temples and theater.2.F /0p. & 5 hile it is true that some managerial “cluelessness” comes from psychological fla#s, personality disorders, and IQ managerial “cluelessness” is primarily caused %y clinging to entrenched mental models. This action does not allo# the manager to ma'e sense of situations or it encourages the misinterpretation of those situations that do not conform to these entrenched #ays of thin'ing.3.T /0. 16 5 )ll of the images %rought to mind %y these different la%els help to illustrate the notion of the use of frames.!.F /0. ( 5 These e plosie technological and social changes hae produced a #orld that is far more interconnected, frantic and complicated. e find ourseles “in oer our heads” /7egan, 188. Forms of management and organization #hich #ere effectie a fe# yearsago are no# o%solete.$.F / 0. 1$(.F /0. 1.F /0p. 26&1.T Multiple Choie  REFRAMING ORGANIZATIONS TEST BANK  1.If, as a manager, you encounter an important pro%lem that seems almost impossi%le to sole *olman and +eal #ould li'ely suggest that you9a.:ire a consultant #ho %rings the right 'no#ledge and e pertise to the pro%lem %.;tand out of the #ay and let someone else #or' on the issuec.Try using different lenses to analyze the pro%lem and deelop strategiesd.<all a meeting of eeryone #ho 'no#s a%out the issue and ma'e a group decision a%out #hat to do2.It is argued that een the smartest managers ta'e foolish actions in decision&ma'ing %ecause they9a.)re too cleer for their o#n good %.:ae a parochial and distorted ie# of the pro%lem at handc.)re drien %y self&loe and ego, #hich stifle their a%ility to understand a situation correctlyd.Fall into the trap of personality foi%les such as pride, haughtiness and unconscious need to err 3.The political frame sees organizations asa.<arnials %.Factoriesc.Familiesd.=ungles!.The most successful mangers rely on #hich of the four  frames  to diagnose their situation>a.;tructural %.:uman ?esourcec.0oliticald.;ym%olice.)ll of the a%oe$.hich is not one of the four characteristics of the intuitie “%lin'” process>a.<onscious %.@ery fastc.:olisticd.?esults in “affectie 4udgments” (.*olman and +eal descri%e the actions of the successful manager as similar to a s'illed carpenter using the right tools for the 4o%. Thus, a successful manager must9a.-a'e sure their organizations are “leel” /i.e., %alanced %.0ossess “a dierse collection of high&Auality implements /i.e., frames” along #ith the 'no#ledge of #hen and ho# to use them c.“-easure t#ice %ut cut once” /i.e., not ma'e hasty decisionsd.:ae the right #ood /i.e., employees for the 4o% .*olman and +eal %elieea.)ll of the social science research in organizational studies can %e meaningfully  REFRAMING ORGANIZATIONS TEST BANK  categorized into four frames  %.That the field of management research is Auic'ly moing to#ards a unified approach to understanding organizationsc.The ma4or schools of thought a%out organizations in the social sciences possess similar assumptions %ut differ in their understandings of organizationsd.)cademic research has not contri%uted much to improe management practice.-ultiframe thin'inga.)llo#s managers to discern #hich of the four frames in their model is most effectie in understanding a particular situation they are facing %.<onfuses mangers %y presenting too many #ays to interpret a particular situation they are facing.c.)llo#s a manager to o%tain a more meaningful understanding of the situation they are facing that any one frame alone #ould not proided.<larifies the ran' order of the accurateness of the multiple frames Answers 1.c /0. 1 5 Bach frame has its o#n image of reality. )pplying and understanding the four frames deepens your understanding of organization. This approach #ill allo# you to deelop a solution %y #ay of a clearer understanding of the nature of the pro%lem. ;ince you directly e perience the pro%lem in a #ay a consultant cannot, an internal solution may %e arried at more easily, #ithout the added e pense of the consultants time. 2.% /0p. & & -anagers get trapped in entrenched mental models that do not allo# them to ma'e sense of or misinterpret situations that do not conform to these entrenched #ays of thin'ing. This leads to foolish actions and decision ma'ing.3.d /0. 1( & hile the political frame see organizations as 4ungles, the structural frame sees organizations as factories and machines, the human resource frame sees organizations as a family, and the sym%olic frame sees organizations as carnials, temples and theater !.e /0. 18 5 ;uccessful managers do not rely on any one particular frame, rather employ multiple frames to ma'es sense of situations they encounter.$.a /0. 11 5 “<onscious” is not one of the four characteristics of the intuitie “%lin'” process  %ecause the “%lin'” process is engaged #ithout conscious a#areness.(.% /0p. 13&1! 5 Ci'e maps, frames are %oth #indo#s on a territory and tools for naigation. Bery tool has distinct strengths and limitations. The right tool ma'es a 4o% easier. *ut the #rong one gets in the #ay. .a. /0. 1! & The authors %eliee that the social science researchers hae deeloped multiple  perspecties through #hich to research and understand organizations. Bach perspectie holding a uniAue set of assumptions. Bach of these perspecties proides a different frame through #hich to e amine organizations. They hae sorted these perspecties into four underlying frames..c /0p. 1&18 5 Bach of the four frames proides a different image of organizations and a different understanding of a particular situation a manager faces. Thus, using the four frames creates a more meaningful understanding of organizations than any one frame #ould alone. Coneptual/Open!en e #uestions  REFRAMING ORGANIZATIONS TEST BANK  1.Dltimately, #hat do *olman E +eal see at the primary the reason *o% ardelli failed as <BG of :ome +epot>2.hat is a frame and #hat does it allo# a manger to accomplish>3.hat is “reframing” and #hy is it an important s'ill for managers>!.+escri%e the cognitie process called anchoring> Answers 1.*o% ardelli failed as <BG for :ome +epot %ecause he #as only a%le to see part of the  picture of #hat he #as facing. ;uccessful leaders hae the a%ility to see the #hole picture from multiple frames. In the case study, the <BG of :ome +epot, *o% ardelli, had an incomplete picture of the operation that negatiely impacted :ome +epotHs results. :e  possessed that incomplete or distorted picture %ecause he oerloo'ed or misinterpreted important signals. Implementing a command and control structure, he focused only on operational efficiency at :ome +epot and he neglected the aspects of customer care that made :ome +epot successful. Through his actions, he fundamentally changed :ome +epotHsculture, #hich led to a decline in employee morale and customer serice. This course of action seerely damaged his relationship #ith inestors and the %oard of directors of :ome +epot. /0p. 3&!2.It is a set of ideas and assumptions that help a manager understand and negotiate a particular “territory.” It permits a manger to register and assem%le 'ey %its of perceptual data into a coherent picture of #hat is happening. It allo#s a manger to 'no# #hat she is up against andultimately, #hat she can do a%out it. /0. 113.?eframing is the a%ility to %rea' frames 5 the a%ility to moe from utilizing one frame to utilizing another frame to ma'e sense of the situation a manager faces. :aing the a%ility to employ multiple frames allo#s a manger to create a more meaningful understanding of the multitude of different situations she faces. ?eframing encourages a manager to use more than one frame to ma'e sense of the situation. Bery frame has strengths and limitations, andthus, each frame is more or less alua%le for ma'ing sense of a particular situation. /0p. 12&13!.)nchoring is a cognitie process that occurs #hen a decision ma'er loc's into a particular ans#er to a pro%lem or understanding of a situation in spite of the fact that some of the facts of the situation do not fit decision ma'erHs ans#er or understanding of the situation. /0. 12 Mathin$ 1.-atch each frame #ith its corresponding metaphor9 FRAMEMETA%&OR  ;ym%olicFamily0olitical<arnial;tructural=ungle:uman ?esourceFactory
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