Hatch and Schultz (2001)argue That Expressive Organizations Align Three Major

question 37

Multiple Choice

Hatch and Schultz (2001) argue that expressive organizations align three major organizational features: vision (strategy) ,culture (employees) ,and image (brand) by analysing the three possible gaps between them.One gap is the vision-culture gap which refers to ______.

• A)There is conflict between the organizations vision and how the organization is being perceived in its own environment.
• B)Employees behave in ways that are inconsistent with the organizations espoused image.
• C)Management develop a vision not shared by employees,and which alienates or separates employees from the strategy of the organization.
• D)The culture of the organization forces it to ignore the vision of the organization.

Recognize the various types of control processes (batch, continuous, open-loop, closed-loop) and their characteristics.

Identify and distinguish between sensors, actuators, and controllers in a control system.

Comprehend the functions of different controller actions (PID, on/off, proportional, derivative, integral).

Grasp the concept of Human-Machine Interface (HMI) and its importance in control systems.

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Definitions:

Viable Alternative

A practical and achievable option among various solutions that has the potential to effectively resolve an issue or meet objectives.

Satisfactory Agreement

An agreement that meets the acceptable standards or needs of the parties involved.

Specific Target Point

This is a predefined objective or goal that one or both parties aim to achieve in a negotiation or bargaining situation.

Resistance Point

The least favorable outcome that a negotiator is willing to accept before walking away from the negotiation table.