Question 1

Widening the span of control can make the organization flatter and less bureaucratic.

Accepted Answer

A) True 
 B)False

Question 2

A structure that is flat, uses cross-functional teams, and has low formalization is known as

Accepted Answer

A) informal. 
B) unstructured. 
C) organic. 
D) mechanistic. 
E) amorphous. 
A) informal. 
B) unstructured. 
C) organic. 
D) mechanistic. 
E) amorphous.

Question 3

Process departmentalization can be used for processing products but has little application to processing customers.

Accepted Answer

A) True 
 B)False

Question 4

It is very clear to Jake whom he has to speak within his organization to get approval for expenditures that he want s to make. Thus, it can be said that there is a clear chain of command in place.

Accepted Answer

A) True 
 B)False

Question 5

You suggest that one of the questions to be answered is "To what degree should tasks be subdivided into separate jobs?" The answer to this question is provided by

Accepted Answer

A) formalization. 
B) work specialization. 
C) span of control. 
D) chain of command. 
E) work diversity. 
A) formalization. 
B) work specialization. 
C) span of control. 
D) chain of command. 
E) work diversity.

Question 6

Bob works for a manufacturer that has separate departments for engineering, accounting, manufacturing, purchasing, and human resources. This is reflective of departmentalization by

Accepted Answer

A) product. 
B) osmosis. 
C) function. 
D) service. 
E) process. 
A) product. 
B) osmosis. 
C) function. 
D) service. 
E) process.

Question 7

Which organization is opposite to the typical bureaucracy that has many vertical levels of management and where ownership of the means of production is an example of control?

Accepted Answer

A) virtual 
B) team 
C) boundaryless 
D) matrix 
E) matrices 
A) virtual 
B) team 
C) boundaryless 
D) matrix 
E) matrices

Question 8

When a manager assigns some of their authority to another person to carry out specific duties, allowing that employee to make some decisions, the process is called

Accepted Answer

A) chain of command. 
B) span of control. 
C) permissive environment. 
D) discretionary powers. 
E) delegation. 
A) chain of command. 
B) span of control. 
C) permissive environment. 
D) discretionary powers. 
E) delegation.

Question 9

Increase in the number of rules and regulations results in increased formalization.

Accepted Answer

A) True 
 B)False

Question 10

Using examples, define and describe the advantages and disadvantages of the boundaryless organization.

Accepted Answer

Suggested answer:
- Definition-breaks do

Question 11

Span of control refers to the number of employees a manager can efficiently and effectively direct.

Accepted Answer

A) True 
 B)False

Question 12

Now that Terri's tasks have been divided up to create separate jobs, the next step that her organization took was to group these jobs together so that common tasks could be coordinated. This is an example of

Accepted Answer

A) infrastructure. 
B) decentralization. 
C) centralization. 
D) departmentalization. 
E) chain of command. 
A) infrastructure. 
B) decentralization. 
C) centralization. 
D) departmentalization. 
E) chain of command.

Question 13

Managers need to address six key elements when they design their organization's structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.

Accepted Answer

A) True 
 B)False

Question 14

What is a major difference between a mechanistic model and an organic model?

Accepted Answer

A) One involves new products and services. 
B) One has high formalization. 
C) They vary greatly in organizational size. 
D) One is for technological firms. 
E) One is characteristic of the service industry. 
A) One involves new products and services. 
B) One has high formalization. 
C) They vary greatly in organizational size. 
D) One is for technological firms. 
E) One is characteristic of the service industry.

Question 15

An organization that tightly controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a cost-minimization strategy.

Accepted Answer

A) True 
 B)False

Question 16

Define and describe both the mechanistic and organic models of organizational design.

Accepted Answer

Suggested answer:
- The mechanistic mode

Widening the span of control can make the organization flatter and less bureaucratic.

A structure that is flat, uses cross-functional teams, and has low formalization is known as

Process departmentalization can be used for processing products but has little application to processing customers.

It is very clear to Jake whom he has to speak within his organization to get approval for expenditures that he want s to make. Thus, it can be said that there is a clear chain of command in place.

You suggest that one of the questions to be answered is "To what degree should tasks be subdivided into separate jobs?" The answer to this question is provided by

Bob works for a manufacturer that has separate departments for engineering, accounting, manufacturing, purchasing, and human resources. This is reflective of departmentalization by

Which organization is opposite to the typical bureaucracy that has many vertical levels of management and where ownership of the means of production is an example of control?

When a manager assigns some of their authority to another person to carry out specific duties, allowing that employee to make some decisions, the process is called

Increase in the number of rules and regulations results in increased formalization.

Using examples, define and describe the advantages and disadvantages of the boundaryless organization.

Span of control refers to the number of employees a manager can efficiently and effectively direct.

Now that Terri's tasks have been divided up to create separate jobs, the next step that her organization took was to group these jobs together so that common tasks could be coordinated. This is an example of

Managers need to address six key elements when they design their organization's structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.

What is a major difference between a mechanistic model and an organic model?

An organization that tightly controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a cost-minimization strategy.

Define and describe both the mechanistic and organic models of organizational design.

What Is Organizational Behaviour?

Perception, Personality, and Emotions

Values, Attitudes, and Diversity in the Workplace

Theories of Motivation

Motivation in Action

Groups and Teamwork

Communication

Power and Politics

Conflict and Negotiation

Organizational Culture

Leadership

Decision Making, Creativity, and Ethics

Organizational Change

Filters

Exam 13: Organizational Structure

Widening the span of control can make the organization flatter and less bureaucratic.

A structure that is flat, uses cross-functional teams, and has low formalization is known as

Process departmentalization can be used for processing products but has little application to processing customers.

It is very clear to Jake whom he has to speak within his organization to get approval for expenditures that he want s to make. Thus, it can be said that there is a clear chain of command in place.

You suggest that one of the questions to be answered is "To what degree should tasks be subdivided into separate jobs?" The answer to this question is provided by

Bob works for a manufacturer that has separate departments for engineering, accounting, manufacturing, purchasing, and human resources. This is reflective of departmentalization by

Which organization is opposite to the typical bureaucracy that has many vertical levels of management and where ownership of the means of production is an example of control?

When a manager assigns some of their authority to another person to carry out specific duties, allowing that employee to make some decisions, the process is called

Increase in the number of rules and regulations results in increased formalization.

Using examples, define and describe the advantages and disadvantages of the boundaryless organization.

Span of control refers to the number of employees a manager can efficiently and effectively direct.

Now that Terri's tasks have been divided up to create separate jobs, the next step that her organization took was to group these jobs together so that common tasks could be coordinated. This is an example of

Managers need to address six key elements when they design their organization's structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.

What is a major difference between a mechanistic model and an organic model?

An organization that tightly controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a cost-minimization strategy.

Define and describe both the mechanistic and organic models of organizational design.

What Is Organizational Behaviour?

Perception, Personality, and Emotions

Values, Attitudes, and Diversity in the Workplace

Theories of Motivation

Motivation in Action

Groups and Teamwork

Communication

Power and Politics

Conflict and Negotiation

Organizational Culture

Leadership

Decision Making, Creativity, and Ethics

Organizational Change

Filters