Question 1

Organisations have different structures,but the structure has little bearing on employee attitudes and behaviour.

Accepted Answer

A) True 
 B)False  False

Question 2

You are interested in explaining the different types of organisational designs to students of basic management.These students need to know the advantages and disadvantages of each structure as well as the structure's characteristics. You have been extolling the virtues of standardisation.You are probably describing the:

Accepted Answer

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

Question 3

The strength of the simple structure lies in its:

Accepted Answer

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

Question 4

The is a structure characterised by extensive departmentalisation,high formalisation,a limited information network,and centralisation.

Accepted Answer

A) organic model 
B) boundaryless organisation 
C) mechanistic model 
D) technology model 
A) organic model 
B) boundaryless organisation 
C) mechanistic model 
D) technology model

Question 5

A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance.

Accepted Answer

A) True 
 B)False

Question 6

An organisation that seeks to eliminate the chain of command is a boundaryless organisation.

Accepted Answer

A) True 
 B)False

Question 7

Having too many people report to you can undermine effectiveness.

Accepted Answer

A) True 
 B)False

Question 8

The unbroken line of authority that extends from the top of the organisation to the lowest echelon is termed the chain of command.

Accepted Answer

A) True 
 B)False

Question 9

defines how job tasks are formally divided,grouped,and coordinated.

Accepted Answer

A) Formalisation 
B) Organisational structure 
C) Organisational behaviour 
D) Span of control 
A) Formalisation 
B) Organisational structure 
C) Organisational behaviour 
D) Span of control

Question 10

To maximise employee performance and satisfaction:

Accepted Answer

A) boundaryless organisations should always be used. 
B) never give people routine type of work. 
C) individual differences should be taken into account. 
D) all of the above. 
A) boundaryless organisations should always be used. 
B) never give people routine type of work. 
C) individual differences should be taken into account. 
D) all of the above.

Question 11

Which one of the following is consistent with a simple structure?

Accepted Answer

A) high centralisation 
B) high formalisation 
C) high horizontal differentiation 
D) high departmentalisation 
A) high centralisation 
B) high formalisation 
C) high horizontal differentiation 
D) high departmentalisation

Question 12

For much of the first half of this century,managers viewed departmentalisation as an unending source of increased productivity.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is a true statement regarding organisational design on employee behaviour?

Accepted Answer

A) Work specialisation is an unending source of higher productivity. 
B) Participative decision making is positively related to job satisfaction. 
C) National culture is not a factor when considering issues of job performance and satisfaction. 
D) All of the above. 
A) Work specialisation is an unending source of higher productivity. 
B) Participative decision making is positively related to job satisfaction. 
C) National culture is not a factor when considering issues of job performance and satisfaction. 
D) All of the above.

Question 14

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

Accepted Answer

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

Question 15

The strength of the matrix structure is its:

Accepted Answer

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

Question 16

The strength of the bureaucracy is its ability to facilitate coordination when the organisation has complex and interdependent activities.

Accepted Answer

A) True 
 B)False

Question 17

What is work specialisation?

Accepted Answer

Work specialisation is also known as div

Question 18

What is span of control?

Accepted Answer

Span of control is the number of subordi

Question 19

Mechanistic structures have high participation in decision making.

Accepted Answer

A) True 
 B)False

Question 20

A strategy that emphasises the introduction of major new products and services is a(n)strategy.

Accepted Answer

A) cost- minimisation 
B) imitation 
C) innovation 
D) organic 
A) cost- minimisation 
B) imitation 
C) innovation 
D) organic

Organisations have different structures,but the structure has little bearing on employee attitudes and behaviour.

The strength of the simple structure lies in its:

The is a structure characterised by extensive departmentalisation,high formalisation,a limited information network,and centralisation.

A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance.

An organisation that seeks to eliminate the chain of command is a boundaryless organisation.

Having too many people report to you can undermine effectiveness.

The unbroken line of authority that extends from the top of the organisation to the lowest echelon is termed the chain of command.

defines how job tasks are formally divided,grouped,and coordinated.

To maximise employee performance and satisfaction:

Which one of the following is consistent with a simple structure?

For much of the first half of this century,managers viewed departmentalisation as an unending source of increased productivity.

Which of the following is a true statement regarding organisational design on employee behaviour?

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

The strength of the matrix structure is its:

The strength of the bureaucracy is its ability to facilitate coordination when the organisation has complex and interdependent activities.

What is work specialisation?

What is span of control?

Mechanistic structures have high participation in decision making.

A strategy that emphasises the introduction of major new products and services is a(n)strategy.

The Significance of Organisational Behaviour

Learning and Job Satisfaction

Personality and Values

Perception and Individual Decision Making

Motivation

Emotions and Moods

Understanding Group and Team Behaviour

Leadership

Power and Politics

Communication and Conflict

Organisational Culture

Organisational Change and Development

Filters

Exam 11: Organisational Structure

Organisations have different structures,but the structure has little bearing on employee attitudes and behaviour.

The strength of the simple structure lies in its:

The is a structure characterised by extensive departmentalisation,high formalisation,a limited information network,and centralisation.

A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance.

An organisation that seeks to eliminate the chain of command is a boundaryless organisation.

Having too many people report to you can undermine effectiveness.

The unbroken line of authority that extends from the top of the organisation to the lowest echelon is termed the chain of command.

defines how job tasks are formally divided,grouped,and coordinated.

To maximise employee performance and satisfaction:

Which one of the following is consistent with a simple structure?

For much of the first half of this century,managers viewed departmentalisation as an unending source of increased productivity.

Which of the following is a true statement regarding organisational design on employee behaviour?

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

The strength of the matrix structure is its:

The strength of the bureaucracy is its ability to facilitate coordination when the organisation has complex and interdependent activities.

What is work specialisation?

What is span of control?

Mechanistic structures have high participation in decision making.

A strategy that emphasises the introduction of major new products and services is a(n)strategy.

The Significance of Organisational Behaviour

Learning and Job Satisfaction

Personality and Values

Perception and Individual Decision Making

Motivation

Emotions and Moods

Understanding Group and Team Behaviour

Leadership

Power and Politics

Communication and Conflict

Organisational Culture

Organisational Change and Development

Filters