Question 1

An organisational chart illustrates the chain of command and reporting relationships in a company.

Accepted Answer

A) True 
 B)False  True

Question 2

Explain, with examples, the difference between organic and mechanistic structures.What are some advantages and disadvantages of each?

Accepted Answer

Mechanistic organisations are rigid, traditional bureaucracies with centralised power and hierarchical communications.Job descriptions are uniform, and formal rules and regulations guide decision making.More mechanistic organisations may minimise costs, but fit best with a relatively stable or slow-changing environment.When new opportunities present themselves, mechanistic organisations usually move too slowly to capitalise on them.An example could be a large manufacturing assembly line that adheres to protocol and predictable set tasks to capitalise on efficiency.In contrast, organic organisations are flexible, decentralised organisations with unclear lines of authority; they have decentralised power, open communication channels and a focus on adaptability in helping employees accomplish their goals.Organic organisations benefit from faster awareness of and response to market and competitive changes, better customer service and faster decision making.Organic forms have typically been associated with increased job satisfaction, affective commitment and learning.An organic organisation might be a local pet groomer who caters and adapts their routine grooming process to meet special needs of the pet or requests of the owner.

Question 3

Which of the following is a potential disadvantage of division of labour?

Accepted Answer

A)  Slower response to environmental changes 
B)  Organisational flexibility 
C)  Decreased potential for conflict, both constructive and destructive 
D)  Greater isolation of employees 
E)  All of these are potential disadvantages of division of labour. 
A)  Slower response to environmental changes 
B)  Organisational flexibility 
C)  Decreased potential for conflict, both constructive and destructive 
D)  Greater isolation of employees 
E)  All of these are potential disadvantages of division of labour. D

Question 4

Which term refers to a permanent committee formed to address specific problems or recurring needs?

Accepted Answer

A)  Community of practice 
B)  Task force 
C)  Liaison role 
D)  Direct contact 
E)  Cross-functional team 
A)  Community of practice 
B)  Task force 
C)  Liaison role 
D)  Direct contact 
E)  Cross-functional team

Question 5

_________ structure refers to smaller organisations with low standardisation, total centralisation and mostly one-on-one communication.

Accepted Answer

The answer of _________ structure refers to smaller organisations with...

Question 6

A ________ is a collection of functions organised around a particular geographic area, product or service, or market.

Accepted Answer

A)  division 
B)  lattice 
C)  network organisation 
D)  matrix 
E)  bureaucracy 
A)  division 
B)  lattice 
C)  network organisation 
D)  matrix 
E)  bureaucracy

Question 7

Which type of organisational structure provides the founder the most control over the organisation's decisions and growth?

Accepted Answer

A)  Matrix structure 
B)  Functional structure 
C)  Bureaucratic structure 
D)  Pre-bureaucratic structure 
E)  Lattice structure 
A)  Matrix structure 
B)  Functional structure 
C)  Bureaucratic structure 
D)  Pre-bureaucratic structure 
E)  Lattice structure

Question 8

A(n) ___________ is a permanent task force created to address specific problems or recurring needs.

Accepted Answer

cross-func

Question 9

Which type of organisational structure places a greater importance on employees higher in the structure, as reflected by centralised decision making and a strict chain of command?

Accepted Answer

A)  Matrix structure 
B)  Functional structure 
C)  Bureaucratic structure 
D)  Pre-bureaucratic structure 
E)  Lattice structure 
A)  Matrix structure 
B)  Functional structure 
C)  Bureaucratic structure 
D)  Pre-bureaucratic structure 
E)  Lattice structure

Question 10

Responsibility cannot be delegated to others, but authority can.

Accepted Answer

A) True 
 B)False

Question 11

In Jabu's organisation, the span of control is very wide.In Pam's organisation, the span of control is rather narrow.The number of levels of managers in Jabu's organisation is likely to be ____ in Pam's organisation.

Accepted Answer

A)  greater than 
B)  smaller than 
C)  the same as that 
D)  narrower than 
E)  wider than 
A)  greater than 
B)  smaller than 
C)  the same as that 
D)  narrower than 
E)  wider than

Question 12

Larger organisations tend to have ________ specialisation and departmentalisation and ______ rules than smaller ones.

Accepted Answer

A)  less, less 
B)  more, more 
C)  less, more 
D)  more, less 
E)  neither more nor less, neither more nor less 
A)  less, less 
B)  more, more 
C)  less, more 
D)  more, less 
E)  neither more nor less, neither more nor less

Question 13

The organisational ____ is defined as the system of task, reporting and authority relationships within which the work of the organisation is done.

Accepted Answer

A)  goal system 
B)  management 
C)  structure 
D)  community 
E)  matrix 
A)  goal system 
B)  management 
C)  structure 
D)  community 
E)  matrix

Question 14

The benefits of a matrix organisation include all of the following EXCEPT

Accepted Answer

A)  it is flexible. 
B)  it can provide coordinated responses to pressures. 
C)  it is cheaper. 
D)  it improves project coordination. 
E)  it improves communication. 
A)  it is flexible. 
B)  it can provide coordinated responses to pressures. 
C)  it is cheaper. 
D)  it improves project coordination. 
E)  it improves communication.

Question 15

Match each scenario with the type of production that it most clearly illustrates.
a.Workers in an assembly line put pickles in cans.
b.A power station produces electricity for a city.
c.A craftsman makes custom jewellery to order.
-Continuous

Accepted Answer

The answer of Match each scenario with the type of...

Question 16

A large organisation's legal department is staffed solely with lawyers.This illustrates a

Accepted Answer

A)  matrix structure. 
B)  functional structure. 
C)  bureaucratic structure. 
D)  pre-bureaucratic structure. 
E)  lattice structure. 
A)  matrix structure. 
B)  functional structure. 
C)  bureaucratic structure. 
D)  pre-bureaucratic structure. 
E)  lattice structure.

Question 17

When a manager has a large span of control, she can maintain close control over workers and stay in contact with daily operations.

Accepted Answer

A) True 
 B)False

Question 18

Which element of organisational structure would an organisation pursuing an innovation strategy be most likely to have?

Accepted Answer

A)  Centralisation 
B)  Decentralisation 
C)  Low specialisation 
D)  High formalisation 
E)  None of these are correct. 
A)  Centralisation 
B)  Decentralisation 
C)  Low specialisation 
D)  High formalisation 
E)  None of these are correct.

Question 19

When there is a small span of control, there is likely to be

Accepted Answer

A)  an increase in the number of workers. 
B)  less control over production workers. 
C)  more administrative levels. 
D)  less bureaucracy. 
E)  looser managerial control. 
A)  an increase in the number of workers. 
B)  less control over production workers. 
C)  more administrative levels. 
D)  less bureaucracy. 
E)  looser managerial control.

Question 20

Which of the following is NOT a good suggestion for creating the conditions that enable communities of practice to flourish?

Accepted Answer

A)  Start with a clear area of business need. 
B)  Recruit management involvement. 
C)  Don't start timidly. 
D)  Build on informal employee initiatives already underway. 
E)  Celebrate contributions. 
A)  Start with a clear area of business need. 
B)  Recruit management involvement. 
C)  Don't start timidly. 
D)  Build on informal employee initiatives already underway. 
E)  Celebrate contributions.

An organisational chart illustrates the chain of command and reporting relationships in a company.

Explain, with examples, the difference between organic and mechanistic structures.What are some advantages and disadvantages of each?

Which of the following is a potential disadvantage of division of labour?

Which term refers to a permanent committee formed to address specific problems or recurring needs?

_________ structure refers to smaller organisations with low standardisation, total centralisation and mostly one-on-one communication.

A ________ is a collection of functions organised around a particular geographic area, product or service, or market.

Which type of organisational structure provides the founder the most control over the organisation's decisions and growth?

A(n) ___________ is a permanent task force created to address specific problems or recurring needs.

Which type of organisational structure places a greater importance on employees higher in the structure, as reflected by centralised decision making and a strict chain of command?

Responsibility cannot be delegated to others, but authority can.

In Jabu's organisation, the span of control is very wide.In Pam's organisation, the span of control is rather narrow.The number of levels of managers in Jabu's organisation is likely to be ____ in Pam's organisation.

Larger organisations tend to have __ specialisation and departmentalisation and rules than smaller ones.

The organisational ____ is defined as the system of task, reporting and authority relationships within which the work of the organisation is done.

The benefits of a matrix organisation include all of the following EXCEPT

Match each scenario with the type of production that it most clearly illustrates. a.Workers in an assembly line put pickles in cans. b.A power station produces electricity for a city. c.A craftsman makes custom jewellery to order. -Continuous

A large organisation's legal department is staffed solely with lawyers.This illustrates a

When a manager has a large span of control, she can maintain close control over workers and stay in contact with daily operations.

Which element of organisational structure would an organisation pursuing an innovation strategy be most likely to have?

When there is a small span of control, there is likely to be

Which of the following is NOT a good suggestion for creating the conditions that enable communities of practice to flourish?

An Overview of Organisational Behaviour

The Changing Environment of Organisations

Individual Characteristics

Individual Values, Perceptions and Reactions

Motivating Behaviour

Motivating Behaviour With Work and Rewards

Groups and Teams

Decision Making and Problem Solving

Communication

Conflict and Negotiation

Traditional Leadership Approaches

Modern Leadership Approaches

Power, Influence and Politics

Organisation Culture

Change Management

Filters

Exam 14: Organisation Structure and Design

An organisational chart illustrates the chain of command and reporting relationships in a company.

Explain, with examples, the difference between organic and mechanistic structures.What are some advantages and disadvantages of each?

Which of the following is a potential disadvantage of division of labour?

Which term refers to a permanent committee formed to address specific problems or recurring needs?

_________ structure refers to smaller organisations with low standardisation, total centralisation and mostly one-on-one communication.

A ________ is a collection of functions organised around a particular geographic area, product or service, or market.

Which type of organisational structure provides the founder the most control over the organisation's decisions and growth?

A(n) ___________ is a permanent task force created to address specific problems or recurring needs.

Which type of organisational structure places a greater importance on employees higher in the structure, as reflected by centralised decision making and a strict chain of command?

Responsibility cannot be delegated to others, but authority can.

In Jabu's organisation, the span of control is very wide.In Pam's organisation, the span of control is rather narrow.The number of levels of managers in Jabu's organisation is likely to be ____ in Pam's organisation.

Larger organisations tend to have ________ specialisation and departmentalisation and ______ rules than smaller ones.

The organisational ____ is defined as the system of task, reporting and authority relationships within which the work of the organisation is done.

The benefits of a matrix organisation include all of the following EXCEPT

Match each scenario with the type of production that it most clearly illustrates. a.Workers in an assembly line put pickles in cans. b.A power station produces electricity for a city. c.A craftsman makes custom jewellery to order. -Continuous

A large organisation's legal department is staffed solely with lawyers.This illustrates a

When a manager has a large span of control, she can maintain close control over workers and stay in contact with daily operations.

Which element of organisational structure would an organisation pursuing an innovation strategy be most likely to have?

When there is a small span of control, there is likely to be

Which of the following is NOT a good suggestion for creating the conditions that enable communities of practice to flourish?

An Overview of Organisational Behaviour

The Changing Environment of Organisations

Individual Characteristics

Individual Values, Perceptions and Reactions

Motivating Behaviour

Motivating Behaviour With Work and Rewards

Groups and Teams

Decision Making and Problem Solving

Communication

Conflict and Negotiation

Traditional Leadership Approaches

Modern Leadership Approaches

Power, Influence and Politics

Organisation Culture

Change Management

Filters

Larger organisations tend to have __ specialisation and departmentalisation and rules than smaller ones.