Exam | Courserakizilcec.com/rsc/jep2015face.pdfIn accordance with the Coursera Honor Code, I (Rene Kizilcec) certify that the answers here are my own work. Question 1 Defining an Organization

Help

This is a Quiz Preview. When this quiz is both published (by the quiz creator) and visible tostudents, they can find it here.

Final Exam

Warning: The hard deadline has passed. You can attempt it, but you will not get credit forit. You are welcome to try it as a learning exercise.

You have 3 hours to complete this exam from the time you begin taking it. Good luck!

In accordance with the Coursera Honor Code, I (Rene Kizilcec) certify that the answers

here are my own work.

Question 1

Defining an Organization

Which of the following are required in order to have an organization (select all that apply)?

Multiple people

Coordinated behavior

A shared physical space

A common goal or purpose

A product that can be purchased

An official name, logo, and license

Question 2

Defining an OrganizationAdmin Help

True or false: Though all organizations share a common definition, they can vary greatly on

several dimensions including size, market sector, structure, and context.

True

False

Question 3The Value of Organizational Theory

All of the following are reasons why organizational theories are important EXCEPT:

They afford perspectives beyond your own individual experience

They allow you to better understand and interpret extremely complex phenomena

They provide generalizable knowledge that can be useful in a variety of familiar and

unfamiliar contexts, rather than particular knowledge that is relevant only to a single

situation or organization

They allow you to sound smart and impressive

They can help you be a better manager

They explain everything that goes on in every organization in a way that makes things clear

and simple

Question 4Key Components of an Organization

True or False: Participants in an organization consist only of individuals with specified roles and

responsibilities.

True

False


Which of the following accurately describes social structures in an organization (select all that

apply)?

They can be formal or informal

They shape recurring patterns of interaction

They are fully captured by an organizational chart detailing each person’s job title,

superiors, and subordinates.

They can reflect deeply held cultural beliefs and understandings

Formal social structures are always more important than informal social structures when

trying to understand how organizations operate


True of False: In organizational theory, an organization's technology refers only to the computers

or other machines it uses to accomplish work or turn inputs into outputs.

True

False


Which of the following constitute an organization's environment (select all that apply)?

Technological surroundings

Physical surroundings

Cultural surroundings

Social surroundings

Question 8

Identify the Class of Organizational Theory

In questions 8-13, you will be shown six different statements about organizations. Each

statement corresponds to one of the three classes of organizational theories (Rational,

Natural, and Open) we have discussed in the course. For each of the six statements,

please identify the corresponding class of organizational theory.

The organization is thought to have multiple actors with potentially conflicting goals. These

actors often form emergent and organic coalitions in order to ensure the survival of the

organization.

Rational

Natural

Open

Question 9


The organization is thought to function as a coherent, unitary actor.

Rational

Natural

Open

Question 10Identify the Class of Organizational Theory

The organization is viewed as part of a broad system encompassing multiple organizations.

Rational

Natural

Open


The organization’s environment is thought to play a major role in its behavior.

Rational

Natural

Open


The organization’s environment is largely ignored when considering its behavior.

Rational

Natural

Open

Question 13


Organizations are viewed less as making decisions and more as responding and adapting to

their environment.

Rational

Natural

Open

Question 14Logic of Consequence vs Logic of Appropriateness

In questions 14-17, please identify whether each of the decision justifications providedreflects a logic of consequence or a logic of appropriateness approach to decisionmaking.

“I made my choice after determining that the expected costs were outweighed by the expected

benefits.”

Logic of consequence

Logic of appropriateness

Question 15“As a member of the military, I did what someone in the military is expected to do.”



Question 16

“I choose not to steal because stealing is wrong.”



Question 17“I choose not to steal because the value of what I could gain from stealing is not worth the risk

of getting caught and put in jail.”



Question 18Which of the following are necessary in order to make fully or ideally rational decisions (select all

that apply)?

Knowledge of all your possible actions or choices.

Knowledge of the consequences of each potential action (or at least the probabilitydistribution of consequences conditional on each action). In other words, you need to knowwhat will happen (or how likely it is that each thing that could happen, will happen) if youmake a particular choice.

Knowledge of your preferences. In other words, you need a way of ranking possibleconsequences in terms of their desirability.

More time, information, and attention than most people possess in most situations.

Question 19Bounded Rationality vs Full Rationality

Which of the following statements about boundedly-rational (or satisficing) and fully rational

decision-makers are true (select all that apply)?

Unlike a fully rational decision-maker who always considers every possible alternative, aboundedly-rational decision-maker starts by considering a subset of alternatives.

Unlike a fully rational decision-maker who selects the best possible alternative, aboundedly-rational decision-maker selects the first alternative he or she encounters that isgood enough.

Unlike a fully rational decision-maker, a boundedly-rational decision-maker does not employlogic or systematic thinking.

Bounded-rationality is a more accurate description than full rationality of how people usuallymake decisions.

Question 20Logic of Consequence and Logic of Appropriateness

True or false: According to the logic of appropriateness, individuals attempt to match rules and

identities to situations in order to determine a course of action.

True

False


True or false: Employing a logic of appropriateness rather than a logic of consequence simplifies

decision-making by reducing the amount of ambiguity and uncertainty one faces.

True

False


True or false: The logic of appropriateness focuses on rules, traditions, and standard operating

procedures, as opposed to means-end rationality or cost-benefit analysis.

True

False


True or false: The logic of appropriateness and the logic of consequences are equally

concerned with the expected consequences of a particular action.

True

False

Question 24Rational Actor Model vs Organizational Process Model

Which of the following are associated with the Rational Actor Model as opposed to the

Organizational Process Model (select all that apply)?

The use of standard operating procedures

A focus on organizational routines

The evaluation of options and their consequences

The assumption that actions are taken by intentional actors for the achievement of known

goals or purposes

Tradition and heuristics

Question 25

The Bureaucratic Politics Model

Which of the following are characteristic of the Bureaucratic Politics Model (select all that

apply)?

Multiple actors with different, sometimes competing objectives

Coalitions formed through political processes

Negotiation among organization members

The use of power and points of leverage in bargaining processes that determine coalitions

and organizational action

Question 26

Organizational Theory and Management Strategy

In questions 26-28, please select the organizational theory most closely associated with

the management strategy provided.

Management Strategy: Know what organizations are involved, what standard operating

procedures are in place, and which organizations are best suited to which problems.

Rational Actor

Organizational Process

Bureaucratic Politics

Question 27Management Strategy: Identify key players and know their interests, points of leverage, and

weaknesses. Work relationships and allignments to your advantage.

Rational Actor



Question 28Management Strategy: Know alternatives and their consequences; improve the quality of

information you receive.

Rational Actor



Question 29Coalitions

True or false: A coalition consists of multiple individuals or organizations with potentially

competing or unrelated preferences

True

False

Question 30Coalitions

True of false: A coalition is a stable and enduring arrangement, never a temporary one

True

False

Question 31Maintaining a Coalition

Which of the following threaten a coalition (select all that apply)?

Ambiguity

Exaggerated initial support

Log-rolling

A breakdown in trust

Question 32Why Join a Coalition?

Which of the following are reasons an individual or organization might join a coalition (select all

that apply)?

Coalition membership can provide access to desirable information

Joining a coalition (especially early) allows one to see firsthand how the coalition’s agendais shaped, even though one cannot influence it

Joining a coalition is a way of protecting and pursuing parochial interests

Coalition membership can send a desirable symbolic message

Question 33

Types of Coalition Membership

In questions 33-36, please state wheather each of the participant characteristics providedis most typical of core, specialist, or peripheral coalition members.

Having one’s name associated with the coalition is one's primary interest

Core member

Specialist member

Peripheral member

Question 34A high level of involvement in all issues faced by the coalition

Core member

Specialist member

Peripheral member

Question 35An interest in coalition by-products

Core member

Specialist member

Peripheral member

Question 36Issue honing

Core member

Specialist member

Peripheral member

Question 37Developing and Managing a Coalition

Which of the following are challenges faced by anyone seeking to develop and manage a

coalition (select all that apply)?

Capitalizing on potential ties and exchanges before they disappear

Knowing what individuals or organizations may be interested in joining your coalition

Knowing the preferences and objectives of potential coalition members

Identifying the relevant histories and linkages of staff members

Defending against opposing coalitions who may try to attract some of your specialist or tag-

along members

Question 38Organized Anarchy

Which of the following are characteristic of an organized anarchy view of organizational

decision-making (select all that apply)?

A sense of chaos and dynamism

Easily identifiable and consistent platforms and identities

Proposed solutions that change over the course of bargaining

Problems and solutions that arrive independently and are loosely coupled

Everyone’s point of view is known and expressed, whether they happen to be present for a

particular conversation or not


Which of the following statements are consistent with the Garbage Can or Organized Anarchy

view of organizational decision-making (select all that apply)?

Solutions look for problems at the same time that problems look for solutions

As with the Rational Actor model, all decision alternatives are identified, their consequences

are evaluated in terms of known preferences, and the alternative that is expected to lead to

the most attractive consequence is chosen

Decision-makers, choice opportunities, problems, and solutions are connected more by

their temporal simultaneity than by their substance or content

Decision-making processes are more about meaning than consequences


Which of the following are true of organized anarchies (select all that apply)?

In organized anarchies with democratic access structures, every individual has access to

every choice arena.

In organized anarchies with hierarchical access structures, each individual has access to a

particular choice arena to which he or she is well-suited.

The arrival time of problems, solutions, participants, and choice arenas may be routine and

predictable.

In an organized anarchy, a choice arena may not always lead to a decision or solution.

Question 41

Managing Organized Anarchy

In questions 41-44, please select the organized anarchy management style (reformer,

enthusiast, or pragmatist) that is most closely associated with the action described.

Flooding a meeting with many problems so that a particular problem that you do not want to be

addressed does not get meaningfully discussed.

Reformer

Enthusiast

Pragmatist

Question 42

Appreciating digressions and impractical suggestions for the opportunity they give individuals to

work out their thoughts and to feel included.

Reformer

Enthusiast

Pragmatist

Question 43

Restricting access to a meeting so that only those who agree with you can attend.

Reformer

Enthusiast

Pragmatist

Question 44Setting strict rules about who can attend a meeting, who can determine the agenda, and the

importance of reaching decisions that can actually be implemented in an attempt to keep

conversations on-topic and decisions actionable.

Reformer

Enthusiast

Pragmatist

Question 45Gabage Can Theory/Organized Anarchies

Which of the following are key tenets of the Organized Anarchy view of organizational decision-

making (select all that apply)?

Decisions occur when problems, solutions, and participants come together in a choice

arena.

Which problems, solutions, and participants happen to be in a given choice arena may be

arbitrary, rather than determined by substance or content.

In addition to problems looking for solutions, solutions also look for problems to which they

can attach themselves.

Participation in choice arenas is fluid—people come and go for reasons unrelated to the

task at hand.

Question 46Organizational Learning

Which of the following statements about organizational learning are true (select all that apply)?

Organizational learning places greater emphasis on experiential, practical, appliedknowledge than on formal, written rules.

In the organizational learning perspective, organizations learn by encoding the lessons ofexperience into organizational structures, routines, norms and beliefs.

When we talk about an organization learning, we really mean that the individuals within theorganization learn. To say that an organization learns does not make sense.

A key feature of organizational learning is the presumption that an organization can adaptand change.


Which of the following distinguish work practices from ostensive rules you may read in a

textbook, handbook, or manual (select all that apply)?

Practices are collaborative

Practices are shared and understood through formalisms

Practices entail improvisation and adaptation via use


How can you encourage a learning organization (select all that apply)?

When employees try to improvise their own way of doing a task, subtly but firmly discouragethem and point them toward established rules and procedures that have been proven towork in the past

Create opportunities for collaboration and sharing of implicit or tacit knowledge

Try to identify, store, and transfer practical knowledge through collaboration and thecreation of practitioner knowledge repositories

Question 49Organizational Learning and Learning Curves

Which of the following statements about organizational learning curves are TRUE (select all that

apply)?

Learning curves tend to plateau eventually

If a learning curve shows progress on learning indicators or metrics, you can be confidentthat the organization itself is learning

Improving personnel, routines, and technology are all potential ways of generating steeperlearning curves

Question 50Organizational Learning, Memory, and Forgetting

Which of the following can contribute to organizational forgetting (select all that apply):

Disruptions to routines that prevent practitioners from recording and sharing what works

Lack of collaboration and communication

Having people in an organization with important practical and tacit knowledge, but nothaving that knowledge written down

Personnel turnover

Question 51Organizational Learning and Communities of Practice

Which of the following are true about communities of practice (select all that apply):

In addition to teaching their members how to do certain things, communities of practice

also teach their members how to be certain types of people. Communities of practice are

about identities as well as skills.

In a community of practice, one learns by reading and studying more than by doing.

Communities of practice can be fostered by encouraing collaboration.

Meetings in a community of practice should insist on decisions and action, rather than

sense-making or meaning-making.

Question 52Organizational Learning and Networks of Practice

Which of the following statements about networks of practice are true?

Networks of practice address some of the shortcomings of communities of practice, such

as their homogeneity and lack of reach

Members of a network of practice may never meet in person

Members of a network of practice share identities, which facilitates communication and

knowledge transfer

Networks of practice offer as much of a sense of community as do communities of practice

Networks of practice offer more “learning about” than “learning to be”

Networks of practice render communities of practice unnecessary

Question 53

Organizational Learning, Exploration, Exploitation, and Learning Traps

Which of the following are associated with organizational exploration (select all that apply)?

Taking risks, generating variation, and seeking out new alternatives

The potential of falling into a competency trap

Refining, honing, increasing efficiency, and getting better at doing what one has done

before

An increased potential for bold innovation

An increased risk of failure

Question 54

Organizational Learning

When is an organizational learning model usually relevant (select all that apply)?

When an organization has the capacity to alter and improve its core practices

When an organization receives feedback about its performance from the environment

When members of an organization do their work independently, with little opportunity for

collaboration, communication, or knowledge transfer

When local actors are encouraged to improvise

Question 55

Identify the Organizational Theory

In questions 55-62, please identify the organizational theory being described.

In this theory, there are multiple actors with inconsistent preferences and identities, none of

whom can go it alone without assistance from others.

Rational Actor (RA)

Organizational Process (OP)

Coalitions/Bureaucratic Politics (BP)

Organized Anarchies/Garbage Can (GC)

Organizational Learning (OL)

Question 56Identify the Organizational Theory

In this theory, there is a unified actor with consistent preferences, lots of information, clear

goals, and time to calculate.

Rational Actor (RA)






In this theory, solutions are unclear, participants turn over, and preferences/identities are

inconsistent.

Rational Actor (RA)






In this theory, there are clear feedback loops, adaptations, memory, and support of actor-

expertise/adaptations of rules to local reality.

Rational Actor (RA)






In this theory, decisions are guided by a logic of appropriateness, matching problems to actors

who have procedures for handling those problems (routine-process focus).

Rational Actor (RA)






This theory focuses on the players occupying various positions; their parochial interests (their

conceptions of problems and solutions); their resources (expertise, money, people) and stakes in

a game; and bargaining processes between them.

Rational Actor (RA)






This theory focuses on choice arenas (when choice opportunities arise); the distinct and

decoupled streams of problems, solutions, and participants; and their access rules to the choice

arena.

Rational Actor (RA)






This theory focuses on dividing up problems, coordinating/activating organizational actors who

have special capacities, Standard Operating Procedures (SOPs) for parts of problems, and

conducting sequential attention to objectives (localized searches until problems are resolved).

Action is guided by processes and available routines.

Rational Actor (RA)





Question 63Organizational Culture

Which of the following statements about organizational culture are TRUE (select all that apply):

Examples of Google’s culture include its campus, free food, and play areas

Within an organizational culture, actors make sense of their existence according to

identities and norms that are often constructs afforded them by the organization

Organizational culture includes both normative and cognitive aspects

Organizational culture can be a tool for managerial control and influence


Which of the following are observable features of organizational culture (select all that apply)?

Norms of communication

Style of dress

Myths and stories about an organization’s founder

The formality with which meetings are conducted

The layout of physical space


Which of the following statements about organizational culture (according to Martin and

Meyerson) are TRUE (select all that apply)?

An integrated organizational culture is characterized by some lack of consensus between

sub-cultures, but complete consensus and consistency within sub-cultures

An integrated organizational culture is always the most preferable

An ambiguous organizational culture is characterized by lack of consensus and clarity

about how to implement things and what things mean


Which of the following statements about organizational culture are TRUE (select all that apply)?

An integrated organizational culture is always best.

A differentiated organizational culture is always best.

An ambiguous organizational culture is always best.

An integrated organizational culture is always better than an ambiguous organizational

culture.

The best kind of organizational culture for an organization depends on the type of

organization and its particular circumstances.

Question 67Engineering Organizational Culture

True or false: An organizational self gets displayed through behavior in meetings and

presentations, as well as in more informal settings such as lunch.

True

False


True or false: An organizational self gets displayed through artifacts such as desk paraphernalia

and clothing.

True

False


Which of the following are ways to preserve an authentic, individual self admist a strong

organizational culture (select all that apply)?

Adamantly protect non-work time

Limit your emotional involvement with work

Invest all your time and energy in your organization

Define your authentic self by non-work interests and identities, such as runner or chef

Question 70Resource Dependence Theory

Which of the following statements about Resource Dependence Theory (RDT) are TRUE (select

all that apply)?

RDT does not really consider an organization’s environment

RDT takes an Open Systems perspective on organizations

Coalition Theory and RDT are both exchange theories that focus on individuals as the unit

of analysis

RDT is more concerned with standard operating procedures than with individual sense-

making or meaning


Which of the following statements are consistent with Resource Dependence Theory (RDT)

(select all that apply)?

Two critical questions for understanding an organization’s behavior are, “What are the key

resources in an organization’s environment?” and “Who controls those resources?”

An organization’s structure and behavior will be heavily determined by its environment.

Ambiguity and dependence can be desirable for the organization.

An organization’s goals will be contingent on its dependence relations.


Which of the following statements about buffering strategies are TRUE (select all that apply)?

Storing extra inputs in an organization for times when they are less available in theenvironment is an example of stockpiling.

Forecasting involves anticipating and preparing for upcoming changes in the environment.

Adjusting scale or downsizing involves changing the nature of an organization’s technicalcore in order to meet environmental constraints.


Which of the following statements about bridging strategies are TRUE (select all that apply)?

The goal of bridging strategies is to shape dependence relations in the environment.

Pooling and merging are more involved bridging efforts than are negotiating andexchanging.

A joint venture is an example of the bridging strategy known as exchanging.

A firm taking over one of its competitors is an example of horizontal merging.


Which of the following are critiques of Resource Dependence Theory (RDT) (select all that

apply)?

RDT assumes that all organizations are more or less similar, whereas in reality someorganizations may be more about identity and matching than resource dependence.

RDT assumes that a resource’s value is known, but sometimes a resource’s value isunclear.

RDT places too much emphasis on organizational culture

RDT focuses on pairwise relationships between firms, and fails to consider the environment

as a larger network of interconnected organizations.

Question 75Network Analysis of Organizations

Which of the following statements are true (select all that apply)?

Social embeddedness is the idea that actions are unfettered by social context.

Social embeddedness is the idea that actions are socially determined and devoid of choice.

Social embeddedness is the idea that, within social structures, actors decide and act in

intentional ways.

An organization’s opportunities and constraints depend on the form or overall pattern of the

network to which it belongs, as well as its location or position within that network.


Network analysts are concerned with which of the following (select all that apply)?

Determining a network’s boundaries.

Determining where a network begins and ends.

Determining when a network begins and ends.

Determining where and when important relationships occur.

Determining whether the most relevant types of behaviors are connected to observed

relations or perceived relations.


True or false: In Network Analysis, "propinquity" is the idea that similarity breeds ties.

True

False


True or false: In Network Analysis, "homophily" is the idea that similarity breeds ties.

True

False


True or false: In Network Analysis, "reciprocity" is the idea that proximity breeds ties.

True

False


Which of the following statements about networks are true (select all that apply)?

Infrequent interaction between acquaintances is an example of strong network ties.

Weak network ties have bonding capital.

Weak network ties have bridging capital.

Being a central actor in a network usually has certain advantages.

A member of a network can be central because it is prominent (has many ties) or becauseit is a key mediator (bridges different parts of the network structure).

At any one time, people and organizations can be embedded in multiple networks andpositions.

Question 81Peer Influence and Network Formation

Which of the following statements about peer influence are true (select all that apply)?

Peer influence refers to how relations influence behavior.

According to peer influence, the people we associate with affect us; they lead us to act inways we wouldn’t otherwise act.

Work on peer influence has shown that weak ties diffuse attitudes and behaviors betterthan strong ties, both within an organization and between organizations.

"The Strength of Weak Ties" refers to the idea that weak ties often bridge groups and bringpeople into contact with new information they might not otherwise access.

Question 82Peer Influence and Network Formation

Which of the following statements about network patterns are true (select all that apply)?

Because all network patterns arise from the same tie mechanisms (e.g., propinquity,

homophily, reciprocity), they all look more or less the same.

Different tie mechanisms usually correspond to different network patterns.

Organizational contexts can amplify or dampen the salience of different tie mechanisms.

Question 83Network Forms of Organization

Which of the following statements about the social network perspective and Resource

Dependence Theory are true (select all that apply)?

Resource Dependence Theory is more ego-centric, whereas the social network

perspective is more socio-centric.

Using the analogy of a traffic jam, Resource Dependence Theory is like looking out from

your car at the other cars around you, whereas the social network perspecitve is like

looking down at the traffic jam from a helicopter.

The social network perspective looks primarily at dyadic exchanges with the focal

organization and tends to ignore indirect ties beyond the focal firm.


True or false: The network form of organization is distinct from both the market and hierarchical

forms of organization.

True

False


The modular response network form of organization is best at…

Solving ambiguous problems that need innovative solutions

Solving familiar problems with known responses

Solving complex problems where components are known but the sequence of the solution

is not


The customized response network form of organization is best at…




is not


The routine response network form of organization is best at…




is not

Question 88Networks Forms of Organization

Which of the following are reasons that network forms arise (select all that apply)?

Modern technology makes partnering easier and more feasible.

Organizations want to remain wholly independent.

An organization lacks a specific capacity, so it connects with another organization that can

do the work on its behalf.

Clients want integrated services, rather than services from multiple, disconnected

organizations.


Which of the following statements about the network form of organization are true (select all that

apply)?

Network organization can facilitate experimentation with different alternatives for service

provision.

Network organization can help an organization focus on its technical core.

Network organization can allow for greater responsiveness to citizens and consumers.

Trust and intense competition are key to building good partnerships.


Which of the following are keys to successfully managing a network of organizations (select all

that apply)?

Develop a strong culture with shared goals and values in order to unite member

organizations.

Keep performance data private in order to avoid envy, competition, or assigning blame

among member organizations.

Choose partners carefully, making sure to avoid competition between network members.

Build trust

Question 91Neoinstitutional Theory and Organizational Legitimacy

Which of the following statements about Regulatory Institutions are true (select all that apply)?

Regulatory institutions influence organizational behavior through shared, informal guidelines

about what actions are appropriate and how one should and should not behave.

Regulatory institutions constrain organizational behavior through explicit rules, laws, and

incentives.

Regulatory institutions are taken-for-granted behaviors and routines that are deeply

ingrained. Because of regulatory institutions, alternative ways of doing things are often

inconceivable.

Regulatory institutions are one way of controlling an organization’s behavior and rendering

it into scripted forms that are deemed legitimate and ideal.

Question 92Institutions and Organizational Legitimacy

Which of the following statements best describe Neoinstitutional Theory, as opposed to

Resource Dependence Theory (select all that apply)?

Organizations change as managers attempt to minimize their dependence on other

organizations and their resources.

Organizational fields are the primary unity of analysis.

Legitimacy is critical for organizational survival.

Resources are critical for organizational survival.

Organizations in a given field will tend to look increasingly similar as rational myths spread.

Question 93Neoinstitutional Theory and Application

True or false: Rationalized myths are institutional rules that organizations incorporate (often

ceremonially) into their formal structure because they are believed to be rational.

True

False

Question 94

Neoinstitutional Theory and Application

True or false: Adopting a rationalized myth or following an organizational script may confer

legitimacy upon an organization, even when it is unclear whether adopting the myth or following

the script actually improves an organization’s efficiency or technical performance.

True

False


Which of the following statements about decoupling are true (select all that apply)?

Decoupling refers to the disconnect between more formal, symbolic appearances and

more practical, day-to-day operations.

Decoupling rarely occurs in organizations.

Decoupling enables an organization to respond to inconsistent institutional pressures.

Decoupling protects or buffers the formal structure of an organization from the uncertainties

and ambiguities of the technical core.


Which of the following best describes the idea of mimetic isomorphism?

Organizations in a given field increasingly resemble each other because of the pressures

exerted by societal expectations and by other organizations that control critical resources.

When faced with ambiguity about how to behave, organizations model themselves on other

organizations that appear legitimate and successful. As a result, organizations tend to

resemble each other.

Organizations in a given field resemble each other because they are adhering to the same

professional norms and codes.

Question 97Population Ecology

True or false: In Population Ecology, a population is a class of organizations facing similar

envionrmental vulnerabilities and sharing the same internal form or technical core.

True

False


True or false: Populations of organizations occupy the same niche to the extent that they depend

on the same environmental resources.

True

False


Which of the following statements are consistent with Resource Partitioning Theory (select all

that apply)?

Competition among large generalist organizations frees resources at the periphery that can

be used by small specialist firms.

Specialist firms tend to be smaller and more flexible, making it easier for them to customize

their products.

Question 100


In questions 100-104, please select the appropriate organizational theory or theories.

Which of the following organizational theories focus on an organization's environment (select all

that apply)?

Resource Dependence Theory (RDT)

Neoinstitutional Theory

Rational Actor (RA)


Question 101


Which of the following organizational theories focus on individuals (as opposed to organizations)

as the primary unit of analysis (select all that apply)?



Rational Actor (RA)

Organized Anarchies/ Garbage Can (GC)


Which of the following organizational theories focus on a decision or choice (select all that

apply)?

Network Organization


Rational Actor (RA)

Organized Anarchies/ Garbage Can (GC)

Organizational Culture


Which of the following organizational theories focus on an organization's internal adaptation, as

opposed to its external adaptation to the environment (select all that apply)?





Which of the following organizational theories focus on an organization's survival as the primary

goal (select all that apply)?



Rational Actor (RA)

Organizational Culture

Coalitions/ Bureaucratic Politics (BP)

In accordance with the Coursera Honor Code, I (Rene Kizilcec) certify that the answers

here are my own work.

Save Answers

You cannot submit your work until you agree to the Honor Code. Thanks!

Submit Answers

Documents

Exam | Courserakizilcec.com/rsc/jep2015face.pdfIn accordance with the Coursera Honor Code, I (Rene Kizilcec) certify that the answers here are my own work. Question 1 Defining an Organization