Question 1

In a short essay, list six factors that influence the amount of centralisation and six factors influence the amount of decentralisation in an organisation.

Accepted Answer

More Centralisation
1. Environment is st

Question 2

The ________ organisational structure is characterised by high specialisation, extensive departmentalisation, narrow spans of control and high formalisation.

Accepted Answer

A) mechanistic 
B) organic 
C) contingency 
D) adhocracy 
E) functional 
A) mechanistic 
B) organic 
C) contingency 
D) adhocracy 
E) functional

Question 3

________ refers to the degree to which jobs within the organisation are standardised and the extent to which employee behaviour is guided by rules and procedures.

Accepted Answer

A) Standardisation 
B) Centralisation 
C) Chain of command 
D) Strategy 
E) Formalisation 
A) Standardisation 
B) Centralisation 
C) Chain of command 
D) Strategy 
E) Formalisation

Question 4

In what type of organisational structure is empowerment most crucial?

Accepted Answer

A) bureaucracy 
B) simple 
C) functional 
D) divisional 
E) team-based 
A) bureaucracy 
B) simple 
C) functional 
D) divisional 
E) team-based

Question 5

The concept of work specialisation can be traced back a couple of centuries to Adam Smith's discussion of division of labour.

Accepted Answer

A) True 
 B)False

Question 6

A high-tech manager who supervises the development of a new computer chip needs ________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.

Accepted Answer

A) about the same span of control 
B) a narrower span of control 
C) a wider span of control 
D) a more informal span of control 
E) elimination of the span of control 
A) about the same span of control 
B) a narrower span of control 
C) a wider span of control 
D) a more informal span of control 
E) elimination of the span of control

Question 7

All of the following are characteristics of an organic organisation EXCEPT ________.

Accepted Answer

A) narrow spans of control 
B) cross-hierarchical teams 
C) free flow of information 
D) low formalisation 
E) cross-functional teams 
A) narrow spans of control 
B) cross-hierarchical teams 
C) free flow of information 
D) low formalisation 
E) cross-functional teams

Question 8

Consultants R Us
Beth Ann has been hired as a consultant for XYZ Consulting and her first assignment is to apply the work of Joan Woodward to her client, Custom Leather, Ltd.Custom Leather makes expensive leather furniture.
-Refer to Consultants R Us (Scenario).Custom Leather is unable to use a continuous process, or ________ production, because leather is a unique item.

Accepted Answer

A) mass 
B) process 
C) unit 
D) environmental 
E) procedural 
A) mass 
B) process 
C) unit 
D) environmental 
E) procedural

Question 9

The ________ principle (one of Fayol's 14 principles of management)helps preserve the concept of a continuous line of authority.

Accepted Answer

A) unity of demand 
B) unity of command 
C) unity of direction 
D) demand structure 
E) continuous demand 
A) unity of demand 
B) unity of command 
C) unity of direction 
D) demand structure 
E) continuous demand

Question 10

The ________ is the continuous line of authority that extends from upper organisational levels to the lowest levels and clarifies who reports to whom.

Accepted Answer

A) chain of demand 
B) chain of command 
C) demand hierarchy 
D) continuous design structure 
E) none of the above 
A) chain of demand 
B) chain of command 
C) demand hierarchy 
D) continuous design structure 
E) none of the above

Question 11

Which of the following is an accurate statement about organisational structure and strategy?

Accepted Answer

A) Strategy should follow structure. 
B) Strategy and structure are equal in temporal importance. 
C) Strategy and structure are not linked. 
D) Structure should follow strategy. 
E) Mechanistic and organic organisations have distinct differences in the application of the relationship between strategy and structure. 
A) Strategy should follow structure. 
B) Strategy and structure are equal in temporal importance. 
C) Strategy and structure are not linked. 
D) Structure should follow strategy. 
E) Mechanistic and organic organisations have distinct differences in the application of the relationship between strategy and structure.

Question 12

Which of the following is NOT a characteristic of a mechanistic organisation?

Accepted Answer

A) high specialisation 
B) wide spans of control 
C) high formalisation 
D) limited information network 
E) extensive departmentalisation 
A) high specialisation 
B) wide spans of control 
C) high formalisation 
D) limited information network 
E) extensive departmentalisation

Question 13

Which of the following is NOT one of the four contingency variables that help determine appropriate organisational structure?

Accepted Answer

A) organisational size 
B) organisational strategy 
C) organisational technology 
D) organisational age 
E) degree of environmental uncertainty 
A) organisational size 
B) organisational strategy 
C) organisational technology 
D) organisational age 
E) degree of environmental uncertainty

Question 14

Organisational Structure
Michelle is a registered nurse in charge of a new unit in her hospital.She would like to have a more laid-back approach to dealing with her new staff, but the hospital demands that there be strict hierarchical levels and that all decisions must be signed off by Michelle.Sometimes this drives Michelle nuts; the constant filling out of forms, etc.She also feels that the numerous levels of hierarchy are unnecessary and place barriers between her and her staff.She is not sure why things have to be so 'organised' and is thinking about speaking with her boss to attempt changing her unit to have more flexibility and fewer rules.
-Refer to Organisational Structure (Scenario).Michelle has noticed that everyone is very concerned about the ________, the line of authority within the organisation.

Accepted Answer

A) responsibility 
B) chain of command 
C) span of control 
D) organisational strategy 
E) environment 
A) responsibility 
B) chain of command 
C) span of control 
D) organisational strategy 
E) environment

Question 15

Joan Woodward attempted to view organisational structure from a technological perspective.

Accepted Answer

A) True 
 B)False

Question 16

A local manufacturing organisation has groups of employees who are responsible for sales, marketing, accounting, human resources, etc.These are examples of what concept?

Accepted Answer

A) authority 
B) chain of command 
C) empowerment 
D) departmentalisation 
E) social grouping 
A) authority 
B) chain of command 
C) empowerment 
D) departmentalisation 
E) social grouping

Question 17

Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organisations?

Accepted Answer

A) reduced effectiveness 
B) increased turnover 
C) loss of managerial power 
D) customer dissatisfaction 
E) rigid chains of command 
A) reduced effectiveness 
B) increased turnover 
C) loss of managerial power 
D) customer dissatisfaction 
E) rigid chains of command

Question 18

In a short essay, discuss the characteristics of mechanistic and organic organisations.

Accepted Answer

a. The mechanistic organisation is a rig

Question 19

In a short essay, list and discuss the four contingency variables that should be considered in determining an appropriate structure in organisational design.

Accepted Answer

1. Strategy and structure - An organisat

Question 20

What kind of departmentalisation would be in place in a government organisation where different public service responsibilities are divided into activities for employers, children and the disabled?

Accepted Answer

A) product 
B) geographic 
C) process 
D) outcome 
E) customer 
A) product 
B) geographic 
C) process 
D) outcome 
E) customer

In a short essay, list six factors that influence the amount of centralisation and six factors influence the amount of decentralisation in an organisation.

The ________ organisational structure is characterised by high specialisation, extensive departmentalisation, narrow spans of control and high formalisation.

________ refers to the degree to which jobs within the organisation are standardised and the extent to which employee behaviour is guided by rules and procedures.

In what type of organisational structure is empowerment most crucial?

The concept of work specialisation can be traced back a couple of centuries to Adam Smith's discussion of division of labour.

A high-tech manager who supervises the development of a new computer chip needs ________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.

All of the following are characteristics of an organic organisation EXCEPT ________.

The ________ principle (one of Fayol's 14 principles of management)helps preserve the concept of a continuous line of authority.

The ________ is the continuous line of authority that extends from upper organisational levels to the lowest levels and clarifies who reports to whom.

Which of the following is an accurate statement about organisational structure and strategy?

Which of the following is NOT a characteristic of a mechanistic organisation?

Which of the following is NOT one of the four contingency variables that help determine appropriate organisational structure?

Joan Woodward attempted to view organisational structure from a technological perspective.

A local manufacturing organisation has groups of employees who are responsible for sales, marketing, accounting, human resources, etc.These are examples of what concept?

Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organisations?

In a short essay, discuss the characteristics of mechanistic and organic organisations.

In a short essay, list and discuss the four contingency variables that should be considered in determining an appropriate structure in organisational design.

What kind of departmentalisation would be in place in a government organisation where different public service responsibilities are divided into activities for employers, children and the disabled?

Managers in the Workplace

Management History

Managing the External Environment and Organisational Culture

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Managing Teams

Managing Human Resources

Understanding and Managing Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 12: Organisational Structure and Design

In a short essay, list six factors that influence the amount of centralisation and six factors influence the amount of decentralisation in an organisation.

The ________ organisational structure is characterised by high specialisation, extensive departmentalisation, narrow spans of control and high formalisation.

________ refers to the degree to which jobs within the organisation are standardised and the extent to which employee behaviour is guided by rules and procedures.

In what type of organisational structure is empowerment most crucial?

The concept of work specialisation can be traced back a couple of centuries to Adam Smith's discussion of division of labour.

A high-tech manager who supervises the development of a new computer chip needs ________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.

All of the following are characteristics of an organic organisation EXCEPT ________.

The ________ principle (one of Fayol's 14 principles of management)helps preserve the concept of a continuous line of authority.

The ________ is the continuous line of authority that extends from upper organisational levels to the lowest levels and clarifies who reports to whom.

Which of the following is an accurate statement about organisational structure and strategy?

Which of the following is NOT a characteristic of a mechanistic organisation?

Which of the following is NOT one of the four contingency variables that help determine appropriate organisational structure?

Joan Woodward attempted to view organisational structure from a technological perspective.

A local manufacturing organisation has groups of employees who are responsible for sales, marketing, accounting, human resources, etc.These are examples of what concept?

Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organisations?

In a short essay, discuss the characteristics of mechanistic and organic organisations.

In a short essay, list and discuss the four contingency variables that should be considered in determining an appropriate structure in organisational design.

What kind of departmentalisation would be in place in a government organisation where different public service responsibilities are divided into activities for employers, children and the disabled?

Managers in the Workplace

Management History

Managing the External Environment and Organisational Culture

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Managing Teams

Managing Human Resources

Understanding and Managing Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters