Question 1

Chain of command is a key element of an organization's structure. Which of the following key questions is addressed by this element?

Accepted Answer

A) How many individuals can a manager efficiently and effectively direct? 
B) To whom do individuals and groups report? 
C) On what basis will jobs be grouped together? 
D) To what degree are activities subdivided into separate jobs? 
E) To what degree will there be rules and regulations to direct employees and managers? 
A) How many individuals can a manager efficiently and effectively direct? 
B) To whom do individuals and groups report? 
C) On what basis will jobs be grouped together? 
D) To what degree are activities subdivided into separate jobs? 
E) To what degree will there be rules and regulations to direct employees and managers?

Question 2

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

Accepted Answer

A) span of control 
B) departmentalization 
C) cross-functionality 
D) centralization 
E) unity of command 
A) span of control 
B) departmentalization 
C) cross-functionality 
D) centralization 
E) unity of command

Question 3

Narrow spans of control make vertical communication in the organization more complex.

Accepted Answer

A) True 
 B)False

Question 4

A narrow span of control ________.

Accepted Answer

A) encourages employee autonomy 
B) is expensive because it adds levels of management 
C) simplifies vertical communication 
D) increases the speed of decision making 
E) discourages overly tight supervision 
A) encourages employee autonomy 
B) is expensive because it adds levels of management 
C) simplifies vertical communication 
D) increases the speed of decision making 
E) discourages overly tight supervision

Question 5

Which of the following is typically a characteristic of an organic model of organization?

Accepted Answer

A) narrow spans of control 
B) centralization 
C) free flow of information 
D) high formalization 
E) inflexibility 
A) narrow spans of control 
B) centralization 
C) free flow of information 
D) high formalization 
E) inflexibility

Question 6

Which of the following statements is true regarding a virtual organization?

Accepted Answer

A) A virtual organization is sometimes called matrix organization. 
B) A virtual organization is highly decentralized. 
C) A virtual organization is characterized by a high degree of departmentalization. 
D) A virtual organization tends to have unclear roles, goals, and responsibilities. 
E) A virtual organization lacks flexibility. 
A) A virtual organization is sometimes called matrix organization. 
B) A virtual organization is highly decentralized. 
C) A virtual organization is characterized by a high degree of departmentalization. 
D) A virtual organization tends to have unclear roles, goals, and responsibilities. 
E) A virtual organization lacks flexibility.

Question 7

You decide to eliminate horizontal, vertical, and external barriers within your organization. You want to operate as a ________ organization.

Accepted Answer

A) matrix 
B) formalized 
C) team structure 
D) boundaryless 
E) centralized 
A) matrix 
B) formalized 
C) team structure 
D) boundaryless 
E) centralized

Question 8

The matrix structure reduces the possibility of power struggles.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following terms refers to the rights inherent in a managerial position to give orders and expect them to be obeyed?

Accepted Answer

A) chain of command 
B) authority 
C) power 
D) span of control 
E) leadership 
A) chain of command 
B) authority 
C) power 
D) span of control 
E) leadership

Question 10

A virtual organization is also known as a(n)________ organization.

Accepted Answer

A) boundaryless 
B) electronic 
C) modular 
D) pyramidal 
E) triangular 
A) boundaryless 
B) electronic 
C) modular 
D) pyramidal 
E) triangular

Question 11

Work specialization contributes to higher employee productivity, but at the price of ________.

Accepted Answer

A) reduced economies of scale 
B) increased cost 
C) reduced job satisfaction 
D) restricted flow of information 
E) increased complexity 
A) reduced economies of scale 
B) increased cost 
C) reduced job satisfaction 
D) restricted flow of information 
E) increased complexity

Question 12

Which of the following is most likely to be a characteristic of an organization pursuing an innovation strategy?

Accepted Answer

A) high formalization 
B) high specialization 
C) decentralized control 
D) rigid departmentalization 
E) narrow span of control 
A) high formalization 
B) high specialization 
C) decentralized control 
D) rigid departmentalization 
E) narrow span of control

Question 13

The basis by which jobs are grouped is called ________.

Accepted Answer

A) social clustering 
B) span of control 
C) work specialization 
D) centralization 
E) departmentalization 
A) social clustering 
B) span of control 
C) work specialization 
D) centralization 
E) departmentalization

Chain of command is a key element of an organization's structure. Which of the following key questions is addressed by this element?

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

Narrow spans of control make vertical communication in the organization more complex.

A narrow span of control ________.

Which of the following is typically a characteristic of an organic model of organization?

Which of the following statements is true regarding a virtual organization?

You decide to eliminate horizontal, vertical, and external barriers within your organization. You want to operate as a ________ organization.

The matrix structure reduces the possibility of power struggles.

Which of the following terms refers to the rights inherent in a managerial position to give orders and expect them to be obeyed?

A virtual organization is also known as a(n)________ organization.

Work specialization contributes to higher employee productivity, but at the price of ________.

Which of the following is most likely to be a characteristic of an organization pursuing an innovation strategy?

The basis by which jobs are grouped is called ________.

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters

Exam 15: Foundations of Organization Structure

Chain of command is a key element of an organization's structure. Which of the following key questions is addressed by this element?

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

Narrow spans of control make vertical communication in the organization more complex.

A narrow span of control ________.

Which of the following is typically a characteristic of an organic model of organization?

Which of the following statements is true regarding a virtual organization?

You decide to eliminate horizontal, vertical, and external barriers within your organization. You want to operate as a ________ organization.

The matrix structure reduces the possibility of power struggles.

Which of the following terms refers to the rights inherent in a managerial position to give orders and expect them to be obeyed?

A virtual organization is also known as a(n)________ organization.

Work specialization contributes to higher employee productivity, but at the price of ________.

Which of the following is most likely to be a characteristic of an organization pursuing an innovation strategy?

The basis by which jobs are grouped is called ________.

What Is Organizational Behavior?

Diversity in Organizations

Attitudes and Job Satisfaction

Emotions and Moods

Personality and Values

Perception and Individual Decision Making

Motivation Concepts

Motivation: From Concepts to Applications

Foundations of Group Behavior

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Organizational Culture

Human Resource Policies and Practices

Organizational Change and Stress Management

Filters