Exam 12: Organisational Structure and Design

A high-tech manager who supervises the development of a new computer chip needs ________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.

It is critical for members in a virtual organisation to collaborate on work activities throughout the entire organisation.

The strength of the functional structure is that it focuses on results.

A manager's span of control refers to the number of subordinates who can be effectively and efficiently supervised.

A matrix design creates a dual chain of demand.

Joan Woodward's research was the first major attempt to view organisational structure from a ________ perspective.

In a short essay, discuss the matrix organisational structure.

Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organisations?

________ entitles a manager to direct the work of a subordinate.

Standardisation refers to the degree to which jobs within the organisation are standardised and the extent to which employee behaviour is guided by rules and procedures.

Grouping activities on the basis of customer flow is ________.

The relationship between organisational size and structure tends to be linear.

What type of organisational structure is made up of autonomous units?

Organisational design is based on decisions about ________.

Which of the following is NOT one of the six key elements in organisational design?

All of the following are strengths of a simple organisational structure EXCEPT ________.

The degree to which tasks in an organisation are divided into separate jobs is division of labour.

Many organisational design concepts are not applicable to 21st century companies.

Woodward's studies generally demonstrate that organisation ________ should adapt to their ________.

Organisational design is the organisation's formal framework by which job tasks are divided, grouped and coordinated.