Question 1

Organisational structure is made up of six key elements.Which of the following is not one of these elements?

Accepted Answer

A) centralisation 
B) formalisation 
C) coordination 
D) departmentalisation 
A) centralisation 
B) formalisation 
C) coordination 
D) departmentalisation

Question 2

A small,core organisation that outsources major business functions is the organisation.

Accepted Answer

A) matrix 
B) team 
C) virtual 
D) boundaryless 
A) matrix 
B) team 
C) virtual 
D) boundaryless

Question 3

A major weakness of the bureaucracy is lack of attention to rules.

Accepted Answer

A) True 
 B)False

Question 4

The organisation is typically small and highly centralised with little or no departmentalisation.

Accepted Answer

A) limitless 
B) team 
C) virtual 
D) matrix 
A) limitless 
B) team 
C) virtual 
D) matrix

Question 5

A review of the evidence indicates that:

Accepted Answer

A) work specialisation tends to increase productivity but at the price of job satisfaction 
B) one cannot generalise about people's preferences about organisational structure 
C) there is no relationship between span of control and employee performance. 
D) all of the above 
A) work specialisation tends to increase productivity but at the price of job satisfaction 
B) one cannot generalise about people's preferences about organisational structure 
C) there is no relationship between span of control and employee performance. 
D) all of the above

Question 6

The degree to which tasks are subdivided into separate jobs is termed:

Accepted Answer

A) departmentalisation. 
B) work specialisation. 
C) formalisation. 
D) span of control. 
A) departmentalisation. 
B) work specialisation. 
C) formalisation. 
D) span of control.

Question 7

Simple structures are characterised by:

Accepted Answer

A) a narrow span of control. 
B) shared authority. 
C) lots of formalisation. 
D) a low degree of departmentalisation. 
A) a narrow span of control. 
B) shared authority. 
C) lots of formalisation. 
D) a low degree of departmentalisation.

Question 8

Mechanistic structures are high in formalisation.

Accepted Answer

A) True 
 B)False

Question 9

We- Train- Em has hired you to develop training materials for their seminars.Your first assignment is to write a training manual that will assist new managers in designing an appropriate structure for their part of an organisation.Included in the manual will be information about the key questions that they must answer in deciding about the best organisational structure. One of the questions included in the training manual is "To what degree are tasks subdivided into separate jobs?" This question addresses the issue of:

Accepted Answer

A) span of control. 
B) formalisation. 
C) chain of command. 
D) work specialisation. 
A) span of control. 
B) formalisation. 
C) chain of command. 
D) work specialisation.

Question 10

You have divided the jobs done by your department through work specialisation and are now trying to decide how to best group them for efficiency and service to the customer.You are considering grouping activities by function,product,process,or customer. You have decided that since you are a novice at departmentalisation,you will go with the most popular method.You will probably choose departmentalisation.

Accepted Answer

A) product 
B) process 
C) function 
D) customer 
A) product 
B) process 
C) function 
D) customer

Question 11

Explain the concept of the "boundaryless" organisation.

Accepted Answer

Jack Welch coined the term boundaryless

Question 12

Which of the following is a true statement?

Accepted Answer

A) The evidence indicates that manager job satisfaction decreases as the number of employees supervised increases. 
B) There is some self- selection operating in the choice of careers. 
C) It is clear that everyone prefers to do work where they have little contact with their boss. 
D) All of the above. 
A) The evidence indicates that manager job satisfaction decreases as the number of employees supervised increases. 
B) There is some self- selection operating in the choice of careers. 
C) It is clear that everyone prefers to do work where they have little contact with their boss. 
D) All of the above.

Question 13

You have learned about the traditional and new design options for organisational structures.You have decided that one of the designs developed during the last decade or two is probably the most appropriate for your newly formed organisation. You have decided to hire other organisations to perform many of the basic functions.You have hired an accounting firm to keep your records,a recruiting firm to handle human resource functions,a computer firm to handle all records,and are looking for other areas in which to outsource operations.You have chosen to operate your business as a:

Accepted Answer

A) virtual organisation. 
B) matrix structure. 
C) matrix organisation. 
D) team structure. 
A) virtual organisation. 
B) matrix structure. 
C) matrix organisation. 
D) team structure.

Question 14

Functional departments:

Accepted Answer

A) create horizontal boundaries. 
B) stifle interactions between functions,product lines,units. 
C) Both A and B. 
D) Neither A or B. 
A) create horizontal boundaries. 
B) stifle interactions between functions,product lines,units. 
C) Both A and B. 
D) Neither A or B.

Question 15

The major disadvantages of the matrix lie in the confusion it creates,its propensity to foster power struggles,and the stress it places on individuals.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following generalisations about organisational structures and employee performance and satisfaction is most true?

Accepted Answer

A) It is probably safe to say that no evidence supports a relationship between span of control and employee performance. 
B) No one wants work that makes minimal intellectual demands and is routine. 
C) There is fairly strong evidence linking decentralisation and job satisfaction. 
D) The evidence generally indicates that work specialisation contributes to lower employee productivity. 
A) It is probably safe to say that no evidence supports a relationship between span of control and employee performance. 
B) No one wants work that makes minimal intellectual demands and is routine. 
C) There is fairly strong evidence linking decentralisation and job satisfaction. 
D) The evidence generally indicates that work specialisation contributes to lower employee productivity.

Question 17

The structure that creates dual lines of authority and combines functional and product departmentalisation is the:

Accepted Answer

A) simple structure. 
B) bureaucracy. 
C) matrix structure. 
D) virtual organisation. 
A) simple structure. 
B) bureaucracy. 
C) matrix structure. 
D) virtual organisation.

Question 18

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. The question of span of control determines:

Accepted Answer

A) where decisions are made. 
B) the number of levels and managers an organisation has. 
C) who reports to whom. 
D) how jobs will be grouped. 
A) where decisions are made. 
B) the number of levels and managers an organisation has. 
C) who reports to whom. 
D) how jobs will be grouped.

Question 19

departmentalisation seeks to achieve economies of scale by placing people with common skills and orientations into common units.

Accepted Answer

A) Process 
B) Geographic 
C) Product 
D) Functional 
A) Process 
B) Geographic 
C) Product 
D) Functional

Question 20

Strategy does not impact an organisation's structure.

Accepted Answer

A) True 
 B)False

Organisational structure is made up of six key elements.Which of the following is not one of these elements?

A small,core organisation that outsources major business functions is the organisation.

A major weakness of the bureaucracy is lack of attention to rules.

The organisation is typically small and highly centralised with little or no departmentalisation.

A review of the evidence indicates that:

The degree to which tasks are subdivided into separate jobs is termed:

Simple structures are characterised by:

Mechanistic structures are high in formalisation.

Explain the concept of the "boundaryless" organisation.

Which of the following is a true statement?

Functional departments:

The major disadvantages of the matrix lie in the confusion it creates,its propensity to foster power struggles,and the stress it places on individuals.

Which of the following generalisations about organisational structures and employee performance and satisfaction is most true?

The structure that creates dual lines of authority and combines functional and product departmentalisation is the:

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. The question of span of control determines:

departmentalisation seeks to achieve economies of scale by placing people with common skills and orientations into common units.

Strategy does not impact an organisation's structure.

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

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Exam 11: Organisational Structure

Organisational structure is made up of six key elements.Which of the following is not one of these elements?

A small,core organisation that outsources major business functions is the organisation.

A major weakness of the bureaucracy is lack of attention to rules.

The organisation is typically small and highly centralised with little or no departmentalisation.

A review of the evidence indicates that:

The degree to which tasks are subdivided into separate jobs is termed:

Simple structures are characterised by:

Mechanistic structures are high in formalisation.

Explain the concept of the "boundaryless" organisation.

Which of the following is a true statement?

Functional departments:

The major disadvantages of the matrix lie in the confusion it creates,its propensity to foster power struggles,and the stress it places on individuals.

Which of the following generalisations about organisational structures and employee performance and satisfaction is most true?

The structure that creates dual lines of authority and combines functional and product departmentalisation is the:

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. The question of span of control determines:

departmentalisation seeks to achieve economies of scale by placing people with common skills and orientations into common units.

Strategy does not impact an organisation's structure.

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