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Exam 3: The Organizational Environment and Culture

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Question 61

Multiple Choice

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A complement is a potential ________ because customers use it as an alternative, buying less of one kind of product but more of another.

A) threat
B) opportunity
C) strength
D) weakness
E) minimization

F) B) and C)
G) A) and D)

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Question 62

Multiple Choice

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Johnny and Tom successfully partnered as a small independent oil exploration firm ("wildcatter") for 30 years. They worked informally together like family, and they were intensely loyal toward each other, their customers, and their suppliers. However, later in their careers, Johnny and Tom sold their firm and hired on as employees of MegaOil, Inc., a top 5 global energy conglomerate. Their employment did not last, quitting in exasperation within six months. They could not adapt to MegaOil's culture, which is characterized by production/achievement, results orientation, competitive advantage, and market superiority (market/compete culture) . In hindsight, Johnny and Tom realized that they missed the

A) stability, predictability, and smoothness of a hierarchy/control culture.
B) tradition, trust, teamwork, cohesiveness, and sense of family of a clan culture.
C) flexibility, risk-taking, innovation, and entrepreneurship of an adhocracy/create culture.
D) emphasis on the employees' individual needs of an empowerment culture.
E) laid-back work environment of a weak culture.

F) B) and E)
G) B) and C)

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Question 63

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Differentiate between unattractive and attractive competitive environments using Porter's model of competitive environment, and give an example for each situation.

List the five elements of a firm's macroenvironment, and illustrate how each element affects the firm.

If a consumer changes suppliers, they are faced with

Julius Holt, manager of operations at SigmaScan Industries, has decided to change careers. For years, SigmaScan has been a market leader in manufacturing DVD players, but sales-and Julius's advancement opportunities-have been declining for years. He told his wife, "Recent ________ have allowed smartphones and streaming to emerge as substitutes for DVD players. That's reality, and I need to face it."

Benchmarking is the process comparing an organization's practices and technologies with those of other companies.

Identify the environmental factor that contributes to an attractive environment for firms.

Roberto owns a janitorial service company. Over the past five years, the bulk of his business, about 80 percent, has derived from a long-term service contract with the federal government. He learned today that his company will not be awarded an extension of the contract, and thus his company's work for the government client must cease within 30 days. The very negative impact of this decision on Roberto's company is a reminder that

Elena Sanchez is the CEO of a nationwide computer purchasing and repair chain. Observing that the number of computer technology stores in the Northeast is so great that prices and margins have been driven downward, she has decided not to open any more outlets in that region. In the context of the competitive environment, this fact is an indication of the

Describe how a manager will address demographic trends in the coming decades, in terms of age, gender, and ethnicity, for the firm's employees, customers, and suppliers.

________ refers to absorbing new elements into an organization's leadership structure to avert threats to its stability or existence.

Todd Pharmaceuticals and Gregg Medicines Corp. have joined forces to fight for health care reform. The two companies

Because his firm's product market share has declined in the past 12 months, the sales manager for RLC Group instructed his marketing professional to perform a benchmarking analysis. What would you instruct the marketing professional do for this analysis?

"Last month, I opened a résumé-writing business out of my dorm room. And, now, on this floor alone, I find that I have three start-up competitors!" complained Ashley. Her roommate replied, "Well, at least you haven't had to buy any new equipment for your business. But apparently neither have your competitors." This scenario indicates the

A centralized, bureaucratic approach with standardized work processes for managing uncertainty is ideal for which of the following environments?

________ occurs when a company sells one or more businesses.

Smith Forge is a successful wholesale provider of hand tools to small retail hardware stores in Florida. Six months ago, John, national sales director for Smith Forge, succeeded in securing a large contract to provide hand tools to HomeFix, a major national retail hardware chain. Furthermore, Smith Forge's contract with HomeFix allows Smith Forge to provide HomeFix with hand tools made of materials of lesser quality at a lesser price. Therefore, HomeFix can charge its retail customers a lower price, providing an attractive profit for both companies. Six months into the contract, both John and Smith Forge are disappointed that, although the hand tools meet the technical specifications of the contract between Smith Forge and HomeFix, the products are not selling. And, furthermore, HomeFix is receiving nonstop complaints from its customers about the quality of the hand tools, prompting HomeFix to consider canceling its contract with Smith Forge. In retrospect, in its eagerness to land a large contract with HomeFix, John and Smith Forge failed to adequately consider the needs of the