Question 1

An automobile plant with routinized operating tasks should probably use what type of complementary structure?

Accepted Answer

A) simple 
B) machine 
C) professional 
D) adhocracy 
A) simple 
B) machine 
C) professional 
D) adhocracy

Question 2

Which of the following basic design dimensions would be most appropriate for decentralizing the decision making within an organization?

Accepted Answer

A) formalization and specialization 
B) formalization and standardization 
C) standardization and specialization 
D) complexity and specialization 
A) formalization and specialization 
B) formalization and standardization 
C) standardization and specialization 
D) complexity and specialization

Question 3

For an organization to take advantage of its larger size into the 21st century, it must become:

Accepted Answer

A) centerless with a global core 
B) centralized with a technology critical mass 
C) cellular with strong elements of the horizontal form 
D) more like an adhocracy 
A) centerless with a global core 
B) centralized with a technology critical mass 
C) cellular with strong elements of the horizontal form 
D) more like an adhocracy

Question 4

The adhocracy displays a high degree of standardization, a low level of complexity, and minimal environmental uncertainty.

Accepted Answer

A) True 
 B)False

Question 5

A Domino's pizza outlet is an example of a/an:

Accepted Answer

A) adhocracy 
B) divisional form 
C) machine bureaucracy 
D) simple structure 
A) adhocracy 
B) divisional form 
C) machine bureaucracy 
D) simple structure

Question 6

According to Woodward's classification of different technologies, the technology of custom home building is:

Accepted Answer

A) unit or small batch in nature 
B) a continuous production process 
C) a large batch or assembly line type of operation 
D) non-sequential in nature 
A) unit or small batch in nature 
B) a continuous production process 
C) a large batch or assembly line type of operation 
D) non-sequential in nature

Question 7

Match the following:
-Simple Structure

Accepted Answer

A) A full service gas station. 
B) The presidential campaign organization for one of the two political parties. 
C) Ford Motor Company. 
D) The Dallas Cowboys. 
E) The Securities and Exchange Commission. 
A) A full service gas station. 
B) The presidential campaign organization for one of the two political parties. 
C) Ford Motor Company. 
D) The Dallas Cowboys. 
E) The Securities and Exchange Commission.

Question 8

Designing and building linkage coordination mechanisms is known as specialization.

Accepted Answer

A) True 
 B)False

Question 9

The degree of vertical differentiation affects organizational effectiveness, but there is no consistent finding that flatter or tall organizations are better.

Accepted Answer

A) True 
 B)False

Question 10

All of the following are emerging structures discussed in your textbook except:

Accepted Answer

A) circle 
B) network 
C) virtual 
D) cellular 
A) circle 
B) network 
C) virtual 
D) cellular

Question 11

In general, the flatter an organization the more necessary are:

Accepted Answer

A) vertical integrators 
B) higher degrees of formalization 
C) differentiation activities 
D) integration mechanisms 
A) vertical integrators 
B) higher degrees of formalization 
C) differentiation activities 
D) integration mechanisms

Question 12

In contrasting structural roles of managers today with managers of the future:

Accepted Answer

A) future managers must adopt a relatively narrow functional focus 
B) future managers will tend to get things done by giving employees orders 
C) future managers will encourage cross-functional collaboration and team development 
D) future managers will strictly adhere to boss-employee authority relationships 
A) future managers must adopt a relatively narrow functional focus 
B) future managers will tend to get things done by giving employees orders 
C) future managers will encourage cross-functional collaboration and team development 
D) future managers will strictly adhere to boss-employee authority relationships

Question 13

Horizontal differentiation accounts for the difference in authority and responsibility in the organizational hierarchy.

Accepted Answer

A) True 
 B)False

Question 14

Match the following:
-Life Cycle

Accepted Answer

A) The view or perception of change and disturbance outside the organization. 
B) Stages of organization development. 
C) Structural arrangements stemming from a stable, or relatively unchanging environment. 
D) A desired state and one or more courses of action necessary to achieve the desired state. 
E) The organization of product markets outside a firm's home country. 
A) The view or perception of change and disturbance outside the organization. 
B) Stages of organization development. 
C) Structural arrangements stemming from a stable, or relatively unchanging environment. 
D) A desired state and one or more courses of action necessary to achieve the desired state. 
E) The organization of product markets outside a firm's home country.

Question 15

Match the following:
-Technology

Accepted Answer

A) The process of breaking organizational goals into tasks. 
B) The linking of organizational parts, jobs, and roles for coordinated effort. 
C) The number of employees, total assets, or units produced. 
D) Tools, procedures, techniques, information, and machines used to create output. 
E) Area, activities, or people outside the boundaries of an organization 
A) The process of breaking organizational goals into tasks. 
B) The linking of organizational parts, jobs, and roles for coordinated effort. 
C) The number of employees, total assets, or units produced. 
D) Tools, procedures, techniques, information, and machines used to create output. 
E) Area, activities, or people outside the boundaries of an organization

Question 16

Conditions that include political considerations, broad economic factors, ecological changes, sociocultural demands, and government regulation are considered to be part of the:

Accepted Answer

A) task environment 
B) operational environment 
C) general environment 
D) immediate environment 
A) task environment 
B) operational environment 
C) general environment 
D) immediate environment

Question 17

Match the following:
-Tall Structure

Accepted Answer

A) The process of crafting and adjusting the structure of an organization. 
B) Jobs, organizational units and their linkage. 
C) Geographic dispersion of organizational units. 
D) A graphic representation of jobs, functions, and organizational units. 
E) Close supervision and a narrow span of control. 
A) The process of crafting and adjusting the structure of an organization. 
B) Jobs, organizational units and their linkage. 
C) Geographic dispersion of organizational units. 
D) A graphic representation of jobs, functions, and organizational units. 
E) Close supervision and a narrow span of control.

Question 18

Span of control defines:

Accepted Answer

A) the number of organization levels 
B) vertical differentiation 
C) who reports to whom in the chain of command 
D) the number of employees a manager supervises 
A) the number of organization levels 
B) vertical differentiation 
C) who reports to whom in the chain of command 
D) the number of employees a manager supervises

Question 19

The Royal Bank of Canada decided to move its loan-processing work from headquarters to branch banks in order to avoid bottlenecks.This is an example of:

Accepted Answer

A) specialization 
B) formalization 
C) decentralization 
D) standardization 
A) specialization 
B) formalization 
C) decentralization 
D) standardization

Question 20

Groupon has stated that they seek to organization around market demands that transcend national borders and include countries such as Canada, Brazil, Argentina, Chile, France, England, Ireland, and Spain which are only a few of the company's global locations. Which of the following structures would best fit with Groupon's strategy?

Accepted Answer

A) network 
B) virtual 
C) circle 
D) self contained local groupings based on customer needs 
A) network 
B) virtual 
C) circle 
D) self contained local groupings based on customer needs

An automobile plant with routinized operating tasks should probably use what type of complementary structure?

Which of the following basic design dimensions would be most appropriate for decentralizing the decision making within an organization?

For an organization to take advantage of its larger size into the 21st century, it must become:

The adhocracy displays a high degree of standardization, a low level of complexity, and minimal environmental uncertainty.

A Domino's pizza outlet is an example of a/an:

According to Woodward's classification of different technologies, the technology of custom home building is:

Match the following: -Simple Structure

Designing and building linkage coordination mechanisms is known as specialization.

The degree of vertical differentiation affects organizational effectiveness, but there is no consistent finding that flatter or tall organizations are better.

All of the following are emerging structures discussed in your textbook except:

In general, the flatter an organization the more necessary are:

In contrasting structural roles of managers today with managers of the future:

Horizontal differentiation accounts for the difference in authority and responsibility in the organizational hierarchy.

Match the following: -Life Cycle

Match the following: -Technology

Conditions that include political considerations, broad economic factors, ecological changes, sociocultural demands, and government regulation are considered to be part of the:

Match the following: -Tall Structure

Span of control defines:

The Royal Bank of Canada decided to move its loan-processing work from headquarters to branch banks in order to avoid bottlenecks.This is an example of:

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 automobile plant with routinized operating tasks should probably use what type of complementary structure?

Which of the following basic design dimensions would be most appropriate for decentralizing the decision making within an organization?

For an organization to take advantage of its larger size into the 21st century, it must become:

The adhocracy displays a high degree of standardization, a low level of complexity, and minimal environmental uncertainty.

A Domino's pizza outlet is an example of a/an:

According to Woodward's classification of different technologies, the technology of custom home building is:

Match the following: -Simple Structure

Designing and building linkage coordination mechanisms is known as specialization.

The degree of vertical differentiation affects organizational effectiveness, but there is no consistent finding that flatter or tall organizations are better.

All of the following are emerging structures discussed in your textbook except:

In general, the flatter an organization the more necessary are:

In contrasting structural roles of managers today with managers of the future:

Horizontal differentiation accounts for the difference in authority and responsibility in the organizational hierarchy.

Match the following: -Life Cycle

Match the following: -Technology

Conditions that include political considerations, broad economic factors, ecological changes, sociocultural demands, and government regulation are considered to be part of the:

Match the following: -Tall Structure

Span of control defines:

The Royal Bank of Canada decided to move its loan-processing work from headquarters to branch banks in order to avoid bottlenecks.This is an example of:

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