Question 1

Define and illustrate the concept of an organizational chart and compare it with the idea of an organigraph.

Accepted Answer

Organizational charts depict formal structures of organizations, whereas organigraphs show how an organization works, what it does, and how people, products and information interact.

Question 2

The aerospace solution to the problem of a management structure placing emphasis both on technical development and on product development is called:

Accepted Answer

A)  functional pattern of departmentalisation 
B)  departmentalisation by function 
C)  matrix organization 
D)  coordination organization 
A)  functional pattern of departmentalisation 
B)  departmentalisation by function 
C)  matrix organization 
D)  coordination organization C

Question 3

The vertical emphasis of machine bureaucracy facilitates:

Accepted Answer

A)  job satisfaction 
B)  control 
C)  higher profits 
D)  coordination across divisions 
A)  job satisfaction 
B)  control 
C)  higher profits 
D)  coordination across divisions B

Question 4

Auditing the books of a company involves adherence to strict rules and policies. There is no room for flexibility in decision-making. This activity is best suited to which of the following structures?

Accepted Answer

A)  matrix 
B)  divisional 
C)  core-ring 
D)  bureaucracy 
A)  matrix 
B)  divisional 
C)  core-ring 
D)  bureaucracy

Question 5

Explain the difference between output goals and system goals.
Output goals are the goals that define the organization's type of business, e.g. to increase market share by 10% per annum.

Accepted Answer

Systems goals are goals concer

Question 6

Common signs of too much control include all of the following EXCEPT:

Accepted Answer

A)  too much confusing of documentation with action 
B)  too much focus on one goal to the exclusion of others 
C)  too many realistic expectations 
D)  too much rigidity and inflexibility 
A)  too much confusing of documentation with action 
B)  too much focus on one goal to the exclusion of others 
C)  too many realistic expectations 
D)  too much rigidity and inflexibility

Question 7

Contemporary organizations are often required to be flexible. Discuss new forms of organizational design that enable more flexible response to environmental and other influences.

Accepted Answer

Examples are: distinctions in the design

Question 8

A greater need for flexibility in production has led to a(n) ________________ organization structure?

Accepted Answer

A)  mechanistic 
B)  organic 
C)  core-ring 
D)  divisional 
A)  mechanistic 
B)  organic 
C)  core-ring 
D)  divisional

Question 9

Output goals define the types of business an organization is in.

Accepted Answer

A) True 
 B)False

Question 10

Compare and contrast the major advantages and disadvantages of functional departmentalisation with the major advantages and disadvantages of divisional departmentalisation.

Accepted Answer

• Functional departmentalisation is the

Question 11

Line units and personnel in an organization provide specialised expertise and services to staff units and personnel.

Accepted Answer

A) True 
 B)False

Question 12

Organigraphs are exactly the same as organizational charts.

Accepted Answer

A) True 
 B)False

Question 13

David is team leader of a large production facility. His team consists of 46 staff. This is an example of:

Accepted Answer

A)  a narrow span of control 
B)  a wide span of control 
C)  work specialisation 
D)  a vertical span of control 
A)  a narrow span of control 
B)  a wide span of control 
C)  work specialisation 
D)  a vertical span of control

Question 14

Henry is second line manager to Fred, who is the subordinate of Jane. Who is the lowest ranking person in this organizational bureaucracy?

Accepted Answer

A)  Fred 
B)  Henry 
C)  Jane 
D)  No one, they are all equal ranking 
A)  Fred 
B)  Henry 
C)  Jane 
D)  No one, they are all equal ranking

Question 15

Which of the following characterises a mechanistic organization?

Accepted Answer

A)  many rules and procedures 
B)  ambiguous division of labour 
C)  informal coordination and control 
D)  emphasis on coordination 
A)  many rules and procedures 
B)  ambiguous division of labour 
C)  informal coordination and control 
D)  emphasis on coordination

Question 16

What is meant by the concept of decentralisation in an organization's structure?

Accepted Answer

Decentralisation is the degree

Question 17

A manager with a wide span of control is most likely to have:

Accepted Answer

A)  many subordinates and high levels of authority 
B)  few subordinates and low levels of authority 
C)  many subordinates 
D)  few subordinates 
A)  many subordinates and high levels of authority 
B)  few subordinates and low levels of authority 
C)  many subordinates 
D)  few subordinates

Question 18

Visual Diagram Questions
(These diagrams can be used to test understanding of concepts rather than mere recollection. The provision of the diagrams removes the pressure to remember but does draw on the ability to explain a visual image. Instructors should take care if using a mix of other questions with visual diagram questions to ensure that the diagram does not provide answers to other questions in a test or exam.)
-The following diagram shows a matrix form of horizontal specialisation.
a) Explain in words (and using marks on the diagram if you wish) the functional and project areas of the structure.
b) Discuss the behavioural implications of such a structure for an individual.
c) Discuss the general advantages and disadvantages of such a structure.

Accepted Answer

The answer of Visual Diagram Questions
(These diagrams can be used...

Question 19

System goals are goals concerned with how things run in the organization.

Accepted Answer

A) True 
 B)False

Question 20

The formal structures of organizations may be shown in a(n):

Accepted Answer

A)  organization chart 
B)  horizontal diagram 
C)  matrix depiction 
D)  labour assignment chart 
A)  organization chart 
B)  horizontal diagram 
C)  matrix depiction 
D)  labour assignment chart

Define and illustrate the concept of an organizational chart and compare it with the idea of an organigraph.

The aerospace solution to the problem of a management structure placing emphasis both on technical development and on product development is called:

The vertical emphasis of machine bureaucracy facilitates:

Auditing the books of a company involves adherence to strict rules and policies. There is no room for flexibility in decision-making. This activity is best suited to which of the following structures?

Explain the difference between output goals and system goals. Output goals are the goals that define the organization's type of business, e.g. to increase market share by 10% per annum.

Common signs of too much control include all of the following EXCEPT:

Contemporary organizations are often required to be flexible. Discuss new forms of organizational design that enable more flexible response to environmental and other influences.

A greater need for flexibility in production has led to a(n) ________________ organization structure?

Output goals define the types of business an organization is in.

Compare and contrast the major advantages and disadvantages of functional departmentalisation with the major advantages and disadvantages of divisional departmentalisation.

Line units and personnel in an organization provide specialised expertise and services to staff units and personnel.

Organigraphs are exactly the same as organizational charts.

David is team leader of a large production facility. His team consists of 46 staff. This is an example of:

Henry is second line manager to Fred, who is the subordinate of Jane. Who is the lowest ranking person in this organizational bureaucracy?

Which of the following characterises a mechanistic organization?

What is meant by the concept of decentralisation in an organization's structure?

A manager with a wide span of control is most likely to have:

System goals are goals concerned with how things run in the organization.

The formal structures of organizations may be shown in a(n):

What Is Organizational Behaviour

Perception, Personality and Values

Learning, Reinforcement and Self-Management

Engagement of Employees in the Workplace

Changing Worlds and the Design of Work

Organizational Culture

Groups and Teams

Leadership

Power, Politics and Decision Making in Organizations

Communication, Conflict and Negotiation in Organizations

Organizational Change

Filters

Exam 6: Organizational Structure and Design

Define and illustrate the concept of an organizational chart and compare it with the idea of an organigraph.

The aerospace solution to the problem of a management structure placing emphasis both on technical development and on product development is called:

The vertical emphasis of machine bureaucracy facilitates:

Auditing the books of a company involves adherence to strict rules and policies. There is no room for flexibility in decision-making. This activity is best suited to which of the following structures?

Explain the difference between output goals and system goals. Output goals are the goals that define the organization's type of business, e.g. to increase market share by 10% per annum.

Common signs of too much control include all of the following EXCEPT:

Contemporary organizations are often required to be flexible. Discuss new forms of organizational design that enable more flexible response to environmental and other influences.

A greater need for flexibility in production has led to a(n) ________________ organization structure?

Output goals define the types of business an organization is in.

Compare and contrast the major advantages and disadvantages of functional departmentalisation with the major advantages and disadvantages of divisional departmentalisation.

Line units and personnel in an organization provide specialised expertise and services to staff units and personnel.

Organigraphs are exactly the same as organizational charts.

David is team leader of a large production facility. His team consists of 46 staff. This is an example of:

Henry is second line manager to Fred, who is the subordinate of Jane. Who is the lowest ranking person in this organizational bureaucracy?

Which of the following characterises a mechanistic organization?

What is meant by the concept of decentralisation in an organization's structure?

A manager with a wide span of control is most likely to have:

System goals are goals concerned with how things run in the organization.

The formal structures of organizations may be shown in a(n):

What Is Organizational Behaviour

Perception, Personality and Values

Learning, Reinforcement and Self-Management

Engagement of Employees in the Workplace

Changing Worlds and the Design of Work

Organizational Culture

Groups and Teams

Leadership

Power, Politics and Decision Making in Organizations

Communication, Conflict and Negotiation in Organizations

Organizational Change

Filters