Question Details

The design of small firms is directly influenced




1. __________ is a process that, in part, involves repositioning the firm in its setting as the setting itself changes, the firm- scale of operations expands, and its technology shifts. 
a) mutual relationship management. 
b) labor-management cooperation. 
c) inside-outside management. 
d) co-evolution. 				e) co-management. 

2. Firms that are successful at __________ must adjust to the ever-changing competitive world as they develop internal capabilities to match their intentions and shape their competitive landscape. 
a) co-evolution. 					b) co-existence. 
c) mutual relationship management. 
d) labor-management cooperation. 
e) inside-outside management. 

3. Large organizations cannot just be bigger versions of their smaller counterparts simply due to the fact that as the number of individuals in a firm increases arithmetically, the number of possible interconnections among them __________. 
a) increases moderately. 			b) decreases moderately. 
c) increases geometrically. 			d) decreases geometrically. 
e) is unpredictable. 
 

4. The design of small firms is directly influenced by its ________________, whereas larger firms have many more ________________. 
a) leadership; leaders. 			b) employees; employees. 
c) culture; diverse cultures. 
d) environment; different environments. 
e) core operations technology; core operations technologies in a wide variety of much more specialized units. 
 

5. In larger firms, additional complexity calls for more __________. 
a) technically-oriented employees. b) sophisticated organization designs. 
c) emphasis on team reward structures. 
d) the hiring of more employees. 
e) paying greater compensation to lower level employees 





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