Question 1

Managers are likely to design an organizational structure that is formal and controlling in all of the following situations EXCEPT ________.

Accepted Answer

A)  when the environment in the workplace is stable 
B)  when the members of the work force are not highly skilled 
C)  when the technology is complex and hard to understand 
D)  when the tasks and responsibilities are clearly defined 
A)  when the environment in the workplace is stable 
B)  when the members of the work force are not highly skilled 
C)  when the technology is complex and hard to understand 
D)  when the tasks and responsibilities are clearly defined C

Question 2

What are the disadvantages of a divisional structure?

Accepted Answer

Although divisional structures offer large, complex organizations a number of coordination and motivational advantages over functional structures, they have certain disadvantages as well. The disadvantages can be overcome with good management, but some of them are simply the result of the way a divisional structure works.
First, because each division has its own set of functions, the costs of operating and managing an organization increases. Second, communication may suffer when a divisional structure is implemented. Communication can become more complex as various managers at various levels in various divisions attempt to exchange information with one another and coordinate their activities. Third, divisions may start to compete for organizational resources and pursue their own goals at the expense of organizational goals. These conflicts reduce cooperation and can sometimes result in friction between divisions.

Question 3

Organizations using ________ prefer a formal structure because it gives managers the most control over the production process.

Accepted Answer

A)  mass-production technology 
B)  small-batch technology 
C)  intensive technology 
D)  automatic technology 
A)  mass-production technology 
B)  small-batch technology 
C)  intensive technology 
D)  automatic technology A

Question 4

Functional costs are the costs associated with managing an organization.

Accepted Answer

A) True 
 B)False

Question 5

The best design is one that fits the organization's specific situation.

Accepted Answer

A) True 
 B)False

Question 6

In a mechanistic structure, an extensive system of rules and regulations coordinates the activities of employees, thus making those activities orderly and predictable.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is NOT considered an integrating mechanism?

Accepted Answer

A)  direct contact 
B)  mutual adjustment 
C)  liaison roles 
D)  teams and task forces 
A)  direct contact 
B)  mutual adjustment 
C)  liaison roles 
D)  teams and task forces

Question 8

If an organization's work force is highly skilled, the organization will LEAST LIKELY ________.

Accepted Answer

A)  be required to work together in groups or teams. 
B)  use a flexible, decentralized structure 
C)  have members of the workforce who will desire freedom and autonomy 
D)  possess rigid rules to regulate behavior 
A)  be required to work together in groups or teams. 
B)  use a flexible, decentralized structure 
C)  have members of the workforce who will desire freedom and autonomy 
D)  possess rigid rules to regulate behavior

Question 9

Specific targets and goals for measuring the performance of individuals and groups have little to no effect on the overall effectiveness of an organization.

Accepted Answer

A) True 
 B)False

Question 10

Organizations can develop performance programs to standardize their inputs, their conversion process, and their outputs.

Accepted Answer

A) True 
 B)False

Question 11

Organizing is the process of establishing the structure of working relationships among employees, in order to allow them to achieve organizational goals effectively.

Accepted Answer

A) True 
 B)False

Question 12

Briefly discuss the three contingencies affecting organizational design.

Accepted Answer

The three contingencies that factor into

Question 13

A company that is centralized and has high formalization MOST LIKELY has a(n) ________ structure.

Accepted Answer

A)  network 
B)  geographic 
C)  organic 
D)  mechanistic 
A)  network 
B)  geographic 
C)  organic 
D)  mechanistic

Question 14

________ is used to induce employees to behave in predictable, accountable ways.

Accepted Answer

A)  A hybrid structure 
B)  An organic structure 
C)  A stationary structure 
D)  A mechanistic structure 
A)  A hybrid structure 
B)  An organic structure 
C)  A stationary structure 
D)  A mechanistic structure

Question 15

A large organization sells three very different items: paper, toy blocks, and books. The structure BEST suited to them would be ________ structure.

Accepted Answer

A)  market 
B)  virtual 
C)  product 
D)  geographic 
A)  market 
B)  virtual 
C)  product 
D)  geographic

Question 16

The principle of the ________ states that an organization should operate with the fewest levels possible.

Accepted Answer

A)  minimum chain of command 
B)  retractable chain of command 
C)  streamlined chain of command 
D)  hierarchical chain of command 
A)  minimum chain of command 
B)  retractable chain of command 
C)  streamlined chain of command 
D)  hierarchical chain of command

Question 17

Supervisors in functional structures find monitoring easy because they usually possess high levels of skill in the particular function.

Accepted Answer

A) True 
 B)False

Question 18

A ________ is a group of people working together who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

Accepted Answer

A)  team 
B)  matrix 
C)  function 
D)  division 
A)  team 
B)  matrix 
C)  function 
D)  division

Question 19

When routine technologies are used in a workplace setting, the problems encountered do not vary much and are easily resolved through programmed decision making.

Accepted Answer

A) True 
 B)False

Question 20

Knowledge management uses IT to integrate and share expertise within and between functional groups and divisions in real time.

Accepted Answer

A) True 
 B)False

Managers are likely to design an organizational structure that is formal and controlling in all of the following situations EXCEPT ________.

What are the disadvantages of a divisional structure?

Organizations using ________ prefer a formal structure because it gives managers the most control over the production process.

Functional costs are the costs associated with managing an organization.

The best design is one that fits the organization's specific situation.

In a mechanistic structure, an extensive system of rules and regulations coordinates the activities of employees, thus making those activities orderly and predictable.

Which of the following is NOT considered an integrating mechanism?

If an organization's work force is highly skilled, the organization will LEAST LIKELY ________.

Specific targets and goals for measuring the performance of individuals and groups have little to no effect on the overall effectiveness of an organization.

Organizations can develop performance programs to standardize their inputs, their conversion process, and their outputs.

Organizing is the process of establishing the structure of working relationships among employees, in order to allow them to achieve organizational goals effectively.

Briefly discuss the three contingencies affecting organizational design.

A company that is centralized and has high formalization MOST LIKELY has a(n) ________ structure.

________ is used to induce employees to behave in predictable, accountable ways.

A large organization sells three very different items: paper, toy blocks, and books. The structure BEST suited to them would be ________ structure.

The principle of the ________ states that an organization should operate with the fewest levels possible.

Supervisors in functional structures find monitoring easy because they usually possess high levels of skill in the particular function.

A ________ is a group of people working together who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

When routine technologies are used in a workplace setting, the problems encountered do not vary much and are easily resolved through programmed decision making.

Knowledge management uses IT to integrate and share expertise within and between functional groups and divisions in real time.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

Exam 16: Organizational Design and Structure

Managers are likely to design an organizational structure that is formal and controlling in all of the following situations EXCEPT ________.

What are the disadvantages of a divisional structure?

Organizations using ________ prefer a formal structure because it gives managers the most control over the production process.

Functional costs are the costs associated with managing an organization.

The best design is one that fits the organization's specific situation.

In a mechanistic structure, an extensive system of rules and regulations coordinates the activities of employees, thus making those activities orderly and predictable.

Which of the following is NOT considered an integrating mechanism?

If an organization's work force is highly skilled, the organization will LEAST LIKELY ________.

Specific targets and goals for measuring the performance of individuals and groups have little to no effect on the overall effectiveness of an organization.

Organizations can develop performance programs to standardize their inputs, their conversion process, and their outputs.

Organizing is the process of establishing the structure of working relationships among employees, in order to allow them to achieve organizational goals effectively.

Briefly discuss the three contingencies affecting organizational design.

A company that is centralized and has high formalization MOST LIKELY has a(n) ________ structure.

________ is used to induce employees to behave in predictable, accountable ways.

A large organization sells three very different items: paper, toy blocks, and books. The structure BEST suited to them would be ________ structure.

The principle of the ________ states that an organization should operate with the fewest levels possible.

Supervisors in functional structures find monitoring easy because they usually possess high levels of skill in the particular function.

A ________ is a group of people working together who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

When routine technologies are used in a workplace setting, the problems encountered do not vary much and are easily resolved through programmed decision making.

Knowledge management uses IT to integrate and share expertise within and between functional groups and divisions in real time.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Power, Politics, Conflict, and Negotiation

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters