Question 1

Diagnostic guidelines are extremely important for determining the appropriate structure for a particular organization.

Accepted Answer

A) True 
 B)False  True

Question 2

Which is not a characteristic of reengineering?

Accepted Answer

A)  involves a fundamental rethinking of work 
B)  vertical disaggregation of structure 
C)  radical redesign of business processes 
D)  associated with downsizing and work redesign 
A)  involves a fundamental rethinking of work 
B)  vertical disaggregation of structure 
C)  radical redesign of business processes 
D)  associated with downsizing and work redesign B

Question 3

Describe either a functional, self-contained, or matrix structure and discuss its advantages and disadvantages.

Accepted Answer

Functional Structure:

A functional structure is an organizational design that groups employees based on their specialized skills and knowledge. Each department is focused on a specific function, such as marketing, finance, or operations. This type of structure allows for clear lines of authority and specialization within each department.

Advantages:
1. Specialization: Employees can focus on their specific area of expertise, leading to increased efficiency and expertise in their respective functions.
2. Clear hierarchy: With distinct departments, there is a clear chain of command and reporting structure, which can lead to better decision-making and accountability.
3. Skill development: Employees have the opportunity to develop and refine their skills within their specialized function, leading to a high level of expertise.

Disadvantages:
1. Silos: Departments may become isolated and focused solely on their own function, leading to a lack of collaboration and communication across the organization.
2. Limited perspective: Employees may become too focused on their own function and not have a broader understanding of the organization as a whole.
3. Slow decision-making: With a clear hierarchy, decision-making can be slow as it may require approval from multiple levels of management.

Overall, a functional structure can be advantageous for organizations that require a high level of specialization and expertise in specific functions. However, it may also lead to silos and limited perspective, which can hinder overall organizational effectiveness.

Question 4

Global competition, rapid technological and environmental changes are forcing organizations to become more hierarchical and immutable.

Accepted Answer

A) True 
 B)False

Question 5

Customer centric organizations work best under which of the following conditions?

Accepted Answer

A)  stable and predictable markets 
B)  uncertain and complex markets 
C)  small organizations 
D)  highly focused on innovation 
A)  stable and predictable markets 
B)  uncertain and complex markets 
C)  small organizations 
D)  highly focused on innovation

Question 6

It is possible to have the self-contained unit and matrix organization structure in the same organization at the same time.

Accepted Answer

A) True 
 B)False

Question 7

When sub-units operate as independent profit centers, an internal market network exists.

Accepted Answer

A) True 
 B)False

Question 8

Describe the short term, medium and longer term approaches to downsizing. What are the key differences between them?

Accepted Answer

Short term approaches to downsizing typi

Question 9

Process-based structures are essential for eliminating many of the hierarchical and departmental boundaries that can impede task coordination.

Accepted Answer

A) True 
 B)False

Question 10

Network structures typically have the following characteristics

Accepted Answer

A)  vertical disaggregation 
B)  brokers 
C)  coordinating mechanisms 
D)  all of the above 
A)  vertical disaggregation 
B)  brokers 
C)  coordinating mechanisms 
D)  all of the above

Question 11

Which of the following is not one of the four basic network-based structures?

Accepted Answer

A)  internal market network 
B)  opportunity network 
C)  strategic market network 
D)  aftermarket network 
A)  internal market network 
B)  opportunity network 
C)  strategic market network 
D)  aftermarket network

Question 12

Which is not a characteristic of a process-based structure?

Accepted Answer

A)  management defines performance metric standards 
B)  structures organized around 3-5 key processes that define the work of the organization 
C)  work is simplified by removing non-essential tasks and reducing layers of management 
D)  teams are fundamental 
A)  management defines performance metric standards 
B)  structures organized around 3-5 key processes that define the work of the organization 
C)  work is simplified by removing non-essential tasks and reducing layers of management 
D)  teams are fundamental

Question 13

Which of the following is a key step in the downsizing intervention?

Accepted Answer

A)  working without a clear strategy 
B)  announcing the layoffs early in the process 
C)  addressing the needs of survivors and those who leave 
D)  clarifying the strategy after the layoffs 
A)  working without a clear strategy 
B)  announcing the layoffs early in the process 
C)  addressing the needs of survivors and those who leave 
D)  clarifying the strategy after the layoffs

Question 14

Reengineering begins with and of an organization's context and objectives:

Accepted Answer

A)  strategic planning/implementation 
B)  process planning/implementation 
C)  clarification/assessment 
D)  all of the above 
A)  strategic planning/implementation 
B)  process planning/implementation 
C)  clarification/assessment 
D)  all of the above

Question 15

Which requirements are necessary for the success of a matrix structure?

Accepted Answer

A)  dual focus, high information processing capacity, low intra-organizational conflict 
B)  shared scarce resources, dual focus, and high information processing capacity 
C)  dual focus, low intra-organizational conflict, shared scarce resources 
D)  shared scarce resources, dual focus, and low intra-organizational conflict 
A)  dual focus, high information processing capacity, low intra-organizational conflict 
B)  shared scarce resources, dual focus, and high information processing capacity 
C)  dual focus, low intra-organizational conflict, shared scarce resources 
D)  shared scarce resources, dual focus, and low intra-organizational conflict

Question 16

Process structures eliminate ______________ and _____________:

Accepted Answer

A)  process stagnation/autonomy 
B)  hierarchical/departmental boundaries 
C)  technology/help work design 
D)  process stagnation/help job satisfaction 
A)  process stagnation/autonomy 
B)  hierarchical/departmental boundaries 
C)  technology/help work design 
D)  process stagnation/help job satisfaction

Question 17

Interventions aimed at structural design include

Accepted Answer

A)  traditional ways of dividing the organization's overall work 
B)  integrative and flexible ways of dividing work 
C)  structural changes like downsizing 
D)  all of the above 
A)  traditional ways of dividing the organization's overall work 
B)  integrative and flexible ways of dividing work 
C)  structural changes like downsizing 
D)  all of the above

Question 18

The matrix structure is the best and most flexible organization structure.

Accepted Answer

A) True 
 B)False

Question 19

Compare the two primary technostructural interventions (downsizing and reengineering) discussed in this chapter and note their general differences and similarities.

Accepted Answer

The primary differences between downsizi

Question 20

Discuss the difference between process-based and network-based structures.

Accepted Answer

Process-based and network-based structur

Exam 12: Restructuring Organizations

Diagnostic guidelines are extremely important for determining the appropriate structure for a particular organization.

Which is not a characteristic of reengineering?

Describe either a functional, self-contained, or matrix structure and discuss its advantages and disadvantages.

Global competition, rapid technological and environmental changes are forcing organizations to become more hierarchical and immutable.

Customer centric organizations work best under which of the following conditions?

It is possible to have the self-contained unit and matrix organization structure in the same organization at the same time.

When sub-units operate as independent profit centers, an internal market network exists.

Describe the short term, medium and longer term approaches to downsizing. What are the key differences between them?

Process-based structures are essential for eliminating many of the hierarchical and departmental boundaries that can impede task coordination.

Network structures typically have the following characteristics

Which of the following is not one of the four basic network-based structures?

Which is not a characteristic of a process-based structure?

Which of the following is a key step in the downsizing intervention?

Reengineering begins with and of an organization's context and objectives:

Which requirements are necessary for the success of a matrix structure?

Process structures eliminate ______________ and _____________:

Interventions aimed at structural design include

The matrix structure is the best and most flexible organization structure.

Compare the two primary technostructural interventions (downsizing and reengineering) discussed in this chapter and note their general differences and similarities.

Discuss the difference between process-based and network-based structures.

General Introduction to Organization Development

The Nature of Planned Change

The Organization Development Practitioner

Entering and Contracting

Diagnosing

Collecting, Analyzing, and Feeding Back Diagnostic Information

Designing Interventions

Managing Change

Evaluating and Institutionalizing Organization Development Interventions

Interpersonal and Group Process Approaches

Organization Process Approaches

Employee Involvement

Work Design

Performance Management

Talent Management

Workforce Diversity and Wellness

Transformational Change

Continuous Change

Transorganizational Change

Organization Development for Economic, Ecological, and Social Outcomes

Organization Development in Nonindustrial Settings: Health Care, and School Systems

Future Directions in Organization Development

Filters

Process structures eliminate __ and _: