Question 1

An organization chart shows:

Accepted Answer

A) formal lines of authority and responsibility. 
B) the number of people working in an organization. 
C) the list of tasks allotted to each person. 
D) informal forms of communication among employees of an organization. 
A) formal lines of authority and responsibility. 
B) the number of people working in an organization. 
C) the list of tasks allotted to each person. 
D) informal forms of communication among employees of an organization.

Question 2

_____ can be considered the design process of linking tasks together to form an organizational structure that supports goal accomplishment.

Accepted Answer

A) Standardization 
B) Formalization 
C) Differentiation 
D) Integration 
A) Standardization 
B) Formalization 
C) Differentiation 
D) Integration

Question 3

Which of the following is true of vertical differentiation in organizations?

Accepted Answer

A) It is greater in flat, wider organizations than in tall, narrow organizations. 
B) It decreases with decrease in the span of control. 
C) It is the degree of differentiation between organizational subunits and is based on employees' specialized knowledge. 
D) It is the difference in authority and responsibility in the organizational hierarchy. 
A) It is greater in flat, wider organizations than in tall, narrow organizations. 
B) It decreases with decrease in the span of control. 
C) It is the degree of differentiation between organizational subunits and is based on employees' specialized knowledge. 
D) It is the difference in authority and responsibility in the organizational hierarchy.

Question 4

An organization that is low in formalization, centralization, specialization, standardization, and complexity and has a flat hierarchy of authority is said to be highly bureaucratic.

Accepted Answer

A) True 
 B)False

Question 5

_____ makes spatial differentiation even more of a reality for organizations.

Accepted Answer

A) Routineness 
B) Globalization 
C) Decentralization 
D) Downsizing 
A) Routineness 
B) Globalization 
C) Decentralization 
D) Downsizing

Question 6

In the context of emerging organizational structures, differentiate between network organizations and virtual organizations.

Accepted Answer

Answers will vary. Network organizations

Question 7

Usually, greater the job specialization within an organization, lesser is the departmentalization.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is a structural role of managers today?

Accepted Answer

A) Strictly adhering to boss-employee relationships. 
B) Having hierarchical relationships subordinated to functional and peer relationships. 
C) Having broad cross-functional collaboration. 
D) Performing a prescribed set of tasks in in unusual and innovative ways. 
A) Strictly adhering to boss-employee relationships. 
B) Having hierarchical relationships subordinated to functional and peer relationships. 
C) Having broad cross-functional collaboration. 
D) Performing a prescribed set of tasks in in unusual and innovative ways.

Question 9

In the context of Mintzberg's organizational structures, the professional bureaucracy achieves coordination through:

Accepted Answer

A) direct supervision of professionals. 
B) selective decentralization of professional teams. 
C) the standardization of professionals' skills. 
D) the standardization of professionals' work processes. 
A) direct supervision of professionals. 
B) selective decentralization of professional teams. 
C) the standardization of professionals' skills. 
D) the standardization of professionals' work processes.

Question 10

Which of the following is true of tall organizational structures?

Accepted Answer

A) They have wider spans of control than flat organizational structures. 
B) They are characterized by closer supervision and tighter controls than flat organizational structures. 
C) They have simpler communication chains than flat organizational structures. 
D) They have reduced promotion opportunities than flat organizational structures. 
A) They have wider spans of control than flat organizational structures. 
B) They are characterized by closer supervision and tighter controls than flat organizational structures. 
C) They have simpler communication chains than flat organizational structures. 
D) They have reduced promotion opportunities than flat organizational structures.

Question 11

In weak or deficient organizations, a great deal of conflict is evident as some departments work against one another rather than for the strategies and goals of the organization as a whole.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following statements is true of the divisionalized form of organizational structure?

Accepted Answer

A) It emphasizes the importance of middle management. 
B) It achieves coordination through direct supervision by the upper echelon. 
C) It is designed to fuse interdisciplinary experts into smoothly functioning ad hoc project teams. 
D) It is a centralized form of organization that emphasizes a small technical and support staff. 
A) It emphasizes the importance of middle management. 
B) It achieves coordination through direct supervision by the upper echelon. 
C) It is designed to fuse interdisciplinary experts into smoothly functioning ad hoc project teams. 
D) It is a centralized form of organization that emphasizes a small technical and support staff.

Question 13

Generally, the flatter an organization, the more vertical integration mechanisms are needed.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is true of Woodward's classification schemes for technology?

Accepted Answer

A) Mass technology is the least complex technology. 
B) Mass technology is a continuous-production process. 
C) Process technology is classified as the most complex. 
D) Unit technology is large-batch manufacturing technology. 
A) Mass technology is the least complex technology. 
B) Mass technology is a continuous-production process. 
C) Process technology is classified as the most complex. 
D) Unit technology is large-batch manufacturing technology.

Question 15

Short organizational life cycles put more pressure on the organization to:

Accepted Answer

A) adopt a mechanistic structure. 
B) define employees' roles by formal documentation. 
C) adopt a tall organizational structure. 
D) be both flexible and efficient at the same time. 
A) adopt a mechanistic structure. 
B) define employees' roles by formal documentation. 
C) adopt a tall organizational structure. 
D) be both flexible and efficient at the same time.

Question 16

Which of the following is true of globalization?

Accepted Answer

A) Organizational diversity can be reduced. 
B) Corporations can become pitted against sovereign nations. 
C) Mergers and acquisitions are difficult to implement. 
D) Access to technology and information is inhibited. 
A) Organizational diversity can be reduced. 
B) Corporations can become pitted against sovereign nations. 
C) Mergers and acquisitions are difficult to implement. 
D) Access to technology and information is inhibited.

Question 17

According to James Thompson, greater technological interdependence leads to:

Accepted Answer

A) greater organizational complexity. 
B) lesser organizational standardization. 
C) greater organizational specialization. 
D) greater organizational decentralization. 
A) greater organizational complexity. 
B) lesser organizational standardization. 
C) greater organizational specialization. 
D) greater organizational decentralization.

Question 18

For international businesses to achieve horizontal differentiation, _____.

Accepted Answer

A) a hierarchy of authority must be created that clarifies the responsibilities of both domestic and foreign managers 
B) the global structure must allow decisions to be made in the most appropriate area of the organization 
C) controls must be in place that reflect the strategies and goals of the parent firm 
D) foreign and domestic operations should be grouped in such a way that a company effectively serves the needs of all customers 
A) a hierarchy of authority must be created that clarifies the responsibilities of both domestic and foreign managers 
B) the global structure must allow decisions to be made in the most appropriate area of the organization 
C) controls must be in place that reflect the strategies and goals of the parent firm 
D) foreign and domestic operations should be grouped in such a way that a company effectively serves the needs of all customers

Question 19

In the context of structural configurations proposed by Mintzberg, the _____ is a loosely coupled, composite structural configuration composed of units, each of which may have its own structural configuration.

Accepted Answer

A) professional bureaucracy 
B) machine bureaucracy 
C) divisionalized form 
D) simple structure 
A) professional bureaucracy 
B) machine bureaucracy 
C) divisionalized form 
D) simple structure

Question 20

The strength of the machine bureaucracy is:

Accepted Answer

A) its fast responsiveness to external changes. 
B) its fast responsiveness to individual employee preferences. 
C) efficiency of operation in stable, unchanging environments. 
D) ease of coordination achieved through direct supervision by the upper echelon. 
A) its fast responsiveness to external changes. 
B) its fast responsiveness to individual employee preferences. 
C) efficiency of operation in stable, unchanging environments. 
D) ease of coordination achieved through direct supervision by the upper echelon.

An organization chart shows:

_____ can be considered the design process of linking tasks together to form an organizational structure that supports goal accomplishment.

Which of the following is true of vertical differentiation in organizations?

An organization that is low in formalization, centralization, specialization, standardization, and complexity and has a flat hierarchy of authority is said to be highly bureaucratic.

_____ makes spatial differentiation even more of a reality for organizations.

In the context of emerging organizational structures, differentiate between network organizations and virtual organizations.

Usually, greater the job specialization within an organization, lesser is the departmentalization.

Which of the following is a structural role of managers today?

In the context of Mintzberg's organizational structures, the professional bureaucracy achieves coordination through:

Which of the following is true of tall organizational structures?

In weak or deficient organizations, a great deal of conflict is evident as some departments work against one another rather than for the strategies and goals of the organization as a whole.

Which of the following statements is true of the divisionalized form of organizational structure?

Generally, the flatter an organization, the more vertical integration mechanisms are needed.

Which of the following is true of Woodward's classification schemes for technology?

Short organizational life cycles put more pressure on the organization to:

Which of the following is true of globalization?

According to James Thompson, greater technological interdependence leads to:

For international businesses to achieve horizontal differentiation, _____.

In the context of structural configurations proposed by Mintzberg, the _____ is a loosely coupled, composite structural configuration composed of units, each of which may have its own structural configuration.

The strength of the machine bureaucracy is:

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Culture

Career Management

Managing Change

Filters

Exam 15: Organizational Design and Structure

An organization chart shows:

_____ can be considered the design process of linking tasks together to form an organizational structure that supports goal accomplishment.

Which of the following is true of vertical differentiation in organizations?

An organization that is low in formalization, centralization, specialization, standardization, and complexity and has a flat hierarchy of authority is said to be highly bureaucratic.

_____ makes spatial differentiation even more of a reality for organizations.

In the context of emerging organizational structures, differentiate between network organizations and virtual organizations.

Usually, greater the job specialization within an organization, lesser is the departmentalization.

Which of the following is a structural role of managers today?

In the context of Mintzberg's organizational structures, the professional bureaucracy achieves coordination through:

Which of the following is true of tall organizational structures?

In weak or deficient organizations, a great deal of conflict is evident as some departments work against one another rather than for the strategies and goals of the organization as a whole.

Which of the following statements is true of the divisionalized form of organizational structure?

Generally, the flatter an organization, the more vertical integration mechanisms are needed.

Which of the following is true of Woodward's classification schemes for technology?

Short organizational life cycles put more pressure on the organization to:

Which of the following is true of globalization?

According to James Thompson, greater technological interdependence leads to:

For international businesses to achieve horizontal differentiation, _____.

In the context of structural configurations proposed by Mintzberg, the _____ is a loosely coupled, composite structural configuration composed of units, each of which may have its own structural configuration.

The strength of the machine bureaucracy is:

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Culture

Career Management

Managing Change

Filters