Question 1

What is organisational structure?

Accepted Answer

An organisational structure defines how job tasks are formally divided,grouped and coordinated.The six key design elements that must be addressed are work specialisation,departmentalisation,chain of command,span of control,centralisation and decentralisation,and formalisation.

Question 2

Which of the following is NOT a key dimension to any organisation's environment?

Accepted Answer

A) volatility 
B) capacity 
C) complexity 
D) capability 
A) volatility 
B) capacity 
C) complexity 
D) capability D

Question 3

In a mechanistic structure one can expect NOT to find which of the following?

Accepted Answer

A) high formalisation of rules 
B) extensive departmentalisation 
C) flexibility 
D) limited information network 
A) high formalisation of rules 
B) extensive departmentalisation 
C) flexibility 
D) limited information network C

Question 4

The matrix structure combines which two forms of departmentalisation?

Accepted Answer

A) functional and product 
B) product and organic 
C) organic and mechanistic 
D) simple and functional 
A) functional and product 
B) product and organic 
C) organic and mechanistic 
D) simple and functional

Question 5

The unbroken line of authority that extends from the top of the organisation to the lowest echelon and clarifies who reports to whom is called:

Accepted Answer

A) authority. 
B) chain of command. 
C) power. 
D) unity of command. 
A) authority. 
B) chain of command. 
C) power. 
D) unity of command.

Question 6

A review of the evidence on the implications of organisational design and employee behaviour leads to a clear conclusion:

Accepted Answer

A) most people prefer an organic structure. 
B) people select employers randomly. 
C) you cannot generalise. 
D) all of the above. 
A) most people prefer an organic structure. 
B) people select employers randomly. 
C) you cannot generalise. 
D) all of the above.

Question 7

The major disadvantage of the matrix structure is:

Accepted Answer

A) the stress it places on individuals. 
B) the confusion it creates. 
C) its propensity to foster power struggles. 
D) all of the above. 
A) the stress it places on individuals. 
B) the confusion it creates. 
C) its propensity to foster power struggles. 
D) all of the above.

Question 8

The strength of the simple structure lies in its:

Accepted Answer

A) information processing. 
B) centralisation. 
C) simplicity. 
D) formalisation. 
A) information processing. 
B) centralisation. 
C) simplicity. 
D) formalisation.

Question 9

Putting similar specialties together and forming them into functional departments results in:

Accepted Answer

A) duplication of personnel and equipment. 
B) breakdowns in communication through increased use of jargon and acronym. 
C) economies of scale. 
D) increased costs. 
A) duplication of personnel and equipment. 
B) breakdowns in communication through increased use of jargon and acronym. 
C) economies of scale. 
D) increased costs.

Question 10

The strength of the matrix structure is its:

Accepted Answer

A) predictability. 
B) economies of scale. 
C) adherence to chain of command. 
D) ability to facilitate coordination. 
A) predictability. 
B) economies of scale. 
C) adherence to chain of command. 
D) ability to facilitate coordination.

Question 11

The ________ of an environment refers to the degree to which it can support growth.

Accepted Answer

A) nurturance 
B) complexity 
C) volatility 
D) capacity 
A) nurturance 
B) complexity 
C) volatility 
D) capacity

Question 12

Downsizing can lead to increased sickness absences,lower concentration on the job and lower creativity.

Accepted Answer

A) True 
 B)False

Question 13

The bureaucracy is characterised by all of the following EXCEPT:

Accepted Answer

A) highly routine operating tasks. 
B) decentralised decision making. 
C) tasks that are grouped into functional departments. 
D) formalised rules and regulations. 
A) highly routine operating tasks. 
B) decentralised decision making. 
C) tasks that are grouped into functional departments. 
D) formalised rules and regulations.

Question 14

__________ refers to how an organisation transfers its inputs into outputs.

Accepted Answer

A) Innovation 
B) Operation 
C) Technology 
D) Imitation 
A) Innovation 
B) Operation 
C) Technology 
D) Imitation

Question 15

Helen's organisation has in recent years undergone a structural change.Compared to its previous structure,work specialisation,centralisation and span of control have all increased within the organisation. Helen notices that many of her employees are less satisfied now.Based on the available information,this is most likely linked to:

Accepted Answer

A) increased centralisation. 
B) increased autonomy. 
C) increased span of control. 
D) all of the above. 
A) increased centralisation. 
B) increased autonomy. 
C) increased span of control. 
D) all of the above.

Question 16

What are the implications of organisational design on employee behaviour?

Accepted Answer

A review of the evidence linking organis

Question 17

The __________ refers to the number of subordinates a manager can efficiently and effectively direct.

Accepted Answer

A) organisational chart 
B) unity of command 
C) span of control 
D) chain of command 
A) organisational chart 
B) unity of command 
C) span of control 
D) chain of command

Question 18

The ________ is characterised by a low degree of departmentalisation,wide spans of control,authority centralised in a single person and little formalisation.

Accepted Answer

A) matrix organisation 
B) team structure 
C) simple structure 
D) bureaucracy 
A) matrix organisation 
B) team structure 
C) simple structure 
D) bureaucracy

Question 19

Because departmentalism types vary,organisations find them useful.

Accepted Answer

A) True 
 B)False

Question 20

The __________ principle helps preserve the concept of an unbroken line of authority.

Accepted Answer

A) span of control 
B) unity of command 
C) power 
D) decentralisation 
A) span of control 
B) unity of command 
C) power 
D) decentralisation

What is organisational structure?

Which of the following is NOT a key dimension to any organisation's environment?

In a mechanistic structure one can expect NOT to find which of the following?

The matrix structure combines which two forms of departmentalisation?

The unbroken line of authority that extends from the top of the organisation to the lowest echelon and clarifies who reports to whom is called:

A review of the evidence on the implications of organisational design and employee behaviour leads to a clear conclusion:

The major disadvantage of the matrix structure is:

The strength of the simple structure lies in its:

Putting similar specialties together and forming them into functional departments results in:

The strength of the matrix structure is its:

The ________ of an environment refers to the degree to which it can support growth.

Downsizing can lead to increased sickness absences,lower concentration on the job and lower creativity.

The bureaucracy is characterised by all of the following EXCEPT:

__________ refers to how an organisation transfers its inputs into outputs.

What are the implications of organisational design on employee behaviour?

The __________ refers to the number of subordinates a manager can efficiently and effectively direct.

The ________ is characterised by a low degree of departmentalisation,wide spans of control,authority centralised in a single person and little formalisation.

Because departmentalism types vary,organisations find them useful.

The __________ principle helps preserve the concept of an unbroken line of authority.

What Is Organisational Behaviour

Diversity in Organisations

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Organisational Culture

Organisational Change and Stress Management

Filters

Exam 14: Foundations of Organisational Structure

What is organisational structure?

Which of the following is NOT a key dimension to any organisation's environment?

In a mechanistic structure one can expect NOT to find which of the following?

The matrix structure combines which two forms of departmentalisation?

The unbroken line of authority that extends from the top of the organisation to the lowest echelon and clarifies who reports to whom is called:

A review of the evidence on the implications of organisational design and employee behaviour leads to a clear conclusion:

The major disadvantage of the matrix structure is:

The strength of the simple structure lies in its:

Putting similar specialties together and forming them into functional departments results in:

The strength of the matrix structure is its:

The ________ of an environment refers to the degree to which it can support growth.

Downsizing can lead to increased sickness absences,lower concentration on the job and lower creativity.

The bureaucracy is characterised by all of the following EXCEPT:

__________ refers to how an organisation transfers its inputs into outputs.

What are the implications of organisational design on employee behaviour?

The __________ refers to the number of subordinates a manager can efficiently and effectively direct.

The ________ is characterised by a low degree of departmentalisation,wide spans of control,authority centralised in a single person and little formalisation.

Because departmentalism types vary,organisations find them useful.

The __________ principle helps preserve the concept of an unbroken line of authority.

What Is Organisational Behaviour

Diversity in Organisations

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Organisational Culture

Organisational Change and Stress Management

Filters