Test: Meaning & Concept of Organizational Behaviour - Bank Exams MCQ

Vetschera (1997) suggests that the terms Virtual Organization (VO) and Network Organization (NO) are often used interchangeably, highlighting their similarities in structure and function in contemporary business environments.

Network Organizations are characterized by flexible boundaries and collaborative dynamics, allowing them to adapt quickly to changes in the business environment and maintain effective communication across various levels.

Increased employee satisfaction is not identified as a force for change; instead, it can be an outcome of effective change management. Forces for change typically include shifts in leadership, globalization, and technological advancements that necessitate organizational adaptation.

Resistance to change is not a characteristic of a learning organization. Instead, such organizations thrive on continuous improvement, knowledge sharing, and fostering innovation to remain competitive.

A shared vision is crucial in a learning organization as it aligns all members towards common goals. This collective focus fosters collaboration and ensures that everyone is working towards the same objectives, enhancing overall organizational effectiveness.

A Virtual Organization (VO) is defined by its reliance on ICT to connect members across different locations, enabling collaboration and communication without the constraints of a physical office. This structure allows for greater flexibility and responsiveness to market demands.

The continuous change process model emphasizes engaging top management in identifying forces or trends that necessitate change, ensuring that the organization is proactive in adapting to its environment.

The Shared Power Strategy invites employees to participate in decision-making related to changes, fostering a sense of ownership and buy-in, which can lead to more sustainable and committed acceptance of changes.

Change in leadership can significantly impact employee morale and motivation, influencing their productivity and engagement levels. Effective change management requires attention to how leadership transitions are communicated and managed.

Technology is essential in Virtual Organizations as it facilitates communication and coordination, enabling team members to collaborate effectively regardless of their physical locations. This reliance on technology is a hallmark of virtual structures.

The Force Coercion Strategy involves using rewards or punishments to ensure compliance with change initiatives. While this can lead to immediate acceptance, it may not foster genuine commitment to the change.

A learning organization is characterized by its commitment to continuous adaptation and knowledge sharing, allowing it to innovate and respond effectively to changes in the environment.

Refreezing refers to the final step in Lewin's change model, where the new changes are stabilized and made permanent within the organization. This step is crucial for ensuring that the changes are fully integrated into the culture and operations.

Virtual Organizations typically have minimal departmentalization, focusing instead on core competencies and leveraging technology for collaboration. This structure allows them to be agile and responsive in a dynamic environment.

The first step in Lewin's change model is "Unfreezing the status quo," where awareness is created about the need for change. This step is critical for overcoming resistance and preparing the organization for new approaches.

Education and Communication is an effective method for overcoming resistance to change. By informing employees about the rationale and benefits of the change, management can reduce uncertainty and foster acceptance.

Organizations that fail to adopt a learning culture may face stagnation and obsolescence. In rapidly changing markets, the inability to learn and adapt can lead to losing competitive advantage.

A major challenge for Virtual Organizations is the blurring of organizational boundaries, which can complicate roles, responsibilities, and accountability. This requires new management practices to maintain clarity and coordination.

Engaged employees are more likely to support and adapt to organizational changes. Their involvement and commitment can significantly ease the transition process and enhance the likelihood of successful change implementation.

A Network Organization is defined by its structure of nodes (individuals or teams) connected through links that facilitate communication and collaboration. This model allows organizations to be more agile and responsive in a competitive environment.