Question 1

A primary feature of a matrix organizational structure is that it creates rigid, simplified reporting relationships among teams and functions.

Accepted Answer

A) True 
 B)False

Question 2

Organizational ________ is the shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals.

Accepted Answer

A) hierarchy 
B) structure 
C) design 
D) culture 
E) intelligence 
A) hierarchy 
B) structure 
C) design 
D) culture 
E) intelligence

Question 3

The greater the level of uncertainty in an organization's environment,

Accepted Answer

A) the more complex its strategy and technologies. 
B) the less qualified and skilled its workforce. 
C) the less likely employees are to be given autonomy. 
D) the more likely managers are to design a mechanistic structure. 
E) the more likely the culture is rigid and inflexible. 
A) the more complex its strategy and technologies. 
B) the less qualified and skilled its workforce. 
C) the less likely employees are to be given autonomy. 
D) the more likely managers are to design a mechanistic structure. 
E) the more likely the culture is rigid and inflexible.

Question 4

Vijay, who works in the marketing department, meets monthly with a colleague from the research department to ensure marketing stays apprised of any potential new technologies. Vijay is performing a(n)________ role.

Accepted Answer

A) task force 
B) liaison 
C) cross-functional 
D) chain of command 
E) integrating 
A) task force 
B) liaison 
C) cross-functional 
D) chain of command 
E) integrating

Question 5

________ is a strategy managers can use to increase an employee's level of responsibility to improve his or her interest in the quality of outputs.

Accepted Answer

A) Job enlargement 
B) Job enrichment 
C) Span of control 
D) Task significance 
E) Task identity 
A) Job enlargement 
B) Job enrichment 
C) Span of control 
D) Task significance 
E) Task identity

Question 6

Differentiate between job enlargement and job enrichment. Describe how each affects the performance of employees.

Accepted Answer

Job enlargement involves the number of t

Question 7

The term "two-boss employee" is associated with a ________ organizational structure.

Accepted Answer

A) product 
B) matrix 
C) geographic 
D) functional 
E) divisional 
A) product 
B) matrix 
C) geographic 
D) functional 
E) divisional

Question 8

Demonstrate your understanding of organizational culture and explain what shapes the culture of an organization.

Accepted Answer

Organizational culture is the shared bel

Question 9

In an inert organizational culture,

Accepted Answer

A) poor working relationships frequently develop between the organization and its employees. 
B) the organization tries to avoid layoffs. 
C) the organization emphasizes long-term employment. 
D) employees regularly receive rewards for their performance. 
E) values and norms help the organization build momentum. 
A) poor working relationships frequently develop between the organization and its employees. 
B) the organization tries to avoid layoffs. 
C) the organization emphasizes long-term employment. 
D) employees regularly receive rewards for their performance. 
E) values and norms help the organization build momentum.

Question 10

A(n)________ culture develops an emphasis on close supervision and hierarchical authority.

Accepted Answer

A) adaptive 
B) self-managed 
C) inert 
D) normative 
E) ethical 
A) adaptive 
B) self-managed 
C) inert 
D) normative 
E) ethical

Question 11

The production process at an appliance assembly plant is very complex. Quality is essential for every step in the production process. In recent days, the product team managers have identified similar problems at each of the various inspection stations. What integrating mechanism would you recommend? Explain your reasoning.

Accepted Answer

When more than two functions or division

Question 12

The hierarchy of authority in an organization is referred to as its

Accepted Answer

A) chain of command. 
B) integrating mechanisms. 
C) span of control. 
D) degree of autonomy. 
E) management succession. 
A) chain of command. 
B) integrating mechanisms. 
C) span of control. 
D) degree of autonomy. 
E) management succession.

Question 13

What are the advantages and disadvantages of a matrix structure?

Accepted Answer

Advantages: The result of a matrix struc

Question 14

Temp Services has offices in different locations around the country. Each office is self-contained and caters to the needs of the specific region in which it is located. This is an example of a ________ structure.

Accepted Answer

A) market 
B) divisional 
C) product 
D) functional 
E) geographic 
A) market 
B) divisional 
C) product 
D) functional 
E) geographic

Question 15

Task ________ is the degree to which programmed solutions are available to people or functions to solve the problems they encounter.

Accepted Answer

A) flexibility 
B) specialization 
C) autonomy 
D) variety 
E) analyzability 
A) flexibility 
B) specialization 
C) autonomy 
D) variety 
E) analyzability

Question 16

The goal of the job design process is to

Accepted Answer

A) place employees in specific positions. 
B) create an efficient division of labor among employees. 
C) reduce the number of roles available. 
D) increase the number of tasks performed by each employee. 
E) minimize job specialization. 
A) place employees in specific positions. 
B) create an efficient division of labor among employees. 
C) reduce the number of roles available. 
D) increase the number of tasks performed by each employee. 
E) minimize job specialization.

Question 17

Teagan works at a local manufacturing company. Recently, the company decided to reassign some of her responsibilities to a new employee. What impact may this have on the company if Teagan finds her responsibilities too simple?

Accepted Answer

A) There will be a high employee demand for redesigned roles. 
B) It will reduce job monotony. 
C) It will reduce efficiency. 
D) It will increase the level of performance by all employees. 
E) It will increase efficiency, which will lead to overproduction. 
A) There will be a high employee demand for redesigned roles. 
B) It will reduce job monotony. 
C) It will reduce efficiency. 
D) It will increase the level of performance by all employees. 
E) It will increase efficiency, which will lead to overproduction.

Question 18

The use of routine technology is

Accepted Answer

A) ideal for organizations facing unexpected or novel problems regularly. 
B) unsuitable for organizations with numerous programmed solutions available. 
C) one factor that makes organizational control more difficult. 
D) the best choice for a company that uses an organic structure. 
E) best suited for organizations that encounter limited new or unexpected situations. 
A) ideal for organizations facing unexpected or novel problems regularly. 
B) unsuitable for organizations with numerous programmed solutions available. 
C) one factor that makes organizational control more difficult. 
D) the best choice for a company that uses an organic structure. 
E) best suited for organizations that encounter limited new or unexpected situations.

Question 19

A ________ strategy that is aimed at increasing perceived value of goods and services by the customer usually fares best in a more ________ structure and a culture of innovation.

Accepted Answer

A) low-cost; formal 
B) differentiation; stable 
C) differentiation; flexible 
D) vertical integration; formal 
E) low-cost; informal 
A) low-cost; formal 
B) differentiation; stable 
C) differentiation; flexible 
D) vertical integration; formal 
E) low-cost; informal

Question 20

The reasoning behind the concept of job enrichment is that

Accepted Answer

A) increasing workers' responsibility increases their involvement in their jobs. 
B) increasing the range of tasks performed by a worker reduces boredom and fatigue. 
C) increasing the number of tasks performed by a worker reduces the need for additional human resources. 
D) reducing the number of tasks that each worker performs simplifies their jobs. 
E) reducing workers' responsibility reduces the work-related stress accompanying their jobs. 
A) increasing workers' responsibility increases their involvement in their jobs. 
B) increasing the range of tasks performed by a worker reduces boredom and fatigue. 
C) increasing the number of tasks performed by a worker reduces the need for additional human resources. 
D) reducing the number of tasks that each worker performs simplifies their jobs. 
E) reducing workers' responsibility reduces the work-related stress accompanying their jobs.

A primary feature of a matrix organizational structure is that it creates rigid, simplified reporting relationships among teams and functions.

Organizational ________ is the shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals.

The greater the level of uncertainty in an organization's environment,

Vijay, who works in the marketing department, meets monthly with a colleague from the research department to ensure marketing stays apprised of any potential new technologies. Vijay is performing a(n)________ role.

________ is a strategy managers can use to increase an employee's level of responsibility to improve his or her interest in the quality of outputs.

Differentiate between job enlargement and job enrichment. Describe how each affects the performance of employees.

The term "two-boss employee" is associated with a ________ organizational structure.

Demonstrate your understanding of organizational culture and explain what shapes the culture of an organization.

In an inert organizational culture,

A(n)________ culture develops an emphasis on close supervision and hierarchical authority.

The hierarchy of authority in an organization is referred to as its

What are the advantages and disadvantages of a matrix structure?

Temp Services has offices in different locations around the country. Each office is self-contained and caters to the needs of the specific region in which it is located. This is an example of a ________ structure.

Task ________ is the degree to which programmed solutions are available to people or functions to solve the problems they encounter.

The goal of the job design process is to

Teagan works at a local manufacturing company. Recently, the company decided to reassign some of her responsibilities to a new employee. What impact may this have on the company if Teagan finds her responsibilities too simple?

The use of routine technology is

A strategy that is aimed at increasing perceived value of goods and services by the customer usually fares best in a more structure and a culture of innovation.

The reasoning behind the concept of job enrichment is that

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

Exam 10: Managing Organizational Structure and Culture

A primary feature of a matrix organizational structure is that it creates rigid, simplified reporting relationships among teams and functions.

Organizational ________ is the shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals.

The greater the level of uncertainty in an organization's environment,

Vijay, who works in the marketing department, meets monthly with a colleague from the research department to ensure marketing stays apprised of any potential new technologies. Vijay is performing a(n)________ role.

________ is a strategy managers can use to increase an employee's level of responsibility to improve his or her interest in the quality of outputs.

Differentiate between job enlargement and job enrichment. Describe how each affects the performance of employees.

The term "two-boss employee" is associated with a ________ organizational structure.

Demonstrate your understanding of organizational culture and explain what shapes the culture of an organization.

In an inert organizational culture,

A(n)________ culture develops an emphasis on close supervision and hierarchical authority.

The hierarchy of authority in an organization is referred to as its

What are the advantages and disadvantages of a matrix structure?

Temp Services has offices in different locations around the country. Each office is self-contained and caters to the needs of the specific region in which it is located. This is an example of a ________ structure.

Task ________ is the degree to which programmed solutions are available to people or functions to solve the problems they encounter.

The goal of the job design process is to

Teagan works at a local manufacturing company. Recently, the company decided to reassign some of her responsibilities to a new employee. What impact may this have on the company if Teagan finds her responsibilities too simple?

The use of routine technology is

A ________ strategy that is aimed at increasing perceived value of goods and services by the customer usually fares best in a more ________ structure and a culture of innovation.

The reasoning behind the concept of job enrichment is that

Managers and Managing

The Evolution of Management Thought

Values Attitudes, Emotions, and Culture: the Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

A strategy that is aimed at increasing perceived value of goods and services by the customer usually fares best in a more structure and a culture of innovation.