Exam 12: Organisational Structure and Design

In recent restructuring of the pharmaceutical company GlaxoSmithKline, where the lab scientists set priorities and allocate resources, the change has helped produce an entrepreneurial environment akin to a smaller biotechnology outfit.This is an example of what type of organisation?

If lower-level employees provide input or are actually given the discretion to make decisions, the organisation is more ________.

Which of the following is an accurate statement about organisational structure and strategy?

In general, span of control is ________ for managers.

A ________ organisation has developed the continuous capacity to adapt and change.

________ departmentalisation has been used in recent years to better monitor the needs of clients and to respond to changes in those needs.

Today's business environment has greatly increased the use of what type of departmentalisation?

Bringing together the company's legal counsel, research engineer and marketing specialist for a project is an example of a(n)________.

The trend in recent years has been toward smaller spans of control.

The three production categories that Joan Woodward divided organisations into in order to uncover relationships between organisational structure and technology are ________.

A local manufacturing organisation has groups of employees who are responsible for sales, marketing, accounting, human resources, etc.These are examples of what concept?

Departmentalisation known as functional is based on groups located in the same territory or region.

Which of the following is NOT characteristic of a simple organisational structure?

An organisation whose design is not defined by, or limited to, the horizontal, vertical or external boundaries imposed by a predefined structure is known as a ________.

Most current strategy-structure contingency frameworks tend to focus on three strategy dimensions.These dimensions are ________.

Woodward demonstrated that organisational structures adapted to their technology.

Decentralisation describes the degree to which decision making is concentrated at a single point in the organisation.

To minimise or eliminate boundaries, managers might use virtual or network structural designs.

Authority is the individual's capacity to influence decisions.

Responsibility is the rights inherent in a managerial position.