Exam 5: Organisational Structure and Design

The stability of a mechanistic structure seems to work best in today's dynamic and uncertain business environment.

A mechanistic organisation tends to be flexible and have few formal rules.

When an employee in a project structure finishes a project, he goes back to his original department.

Horizontal boundaries separate employees by the amount of power they have in an organisation.

In a short essay, describe the characteristics of a functional structure.

Grouping jobs on the basis of major product areas is called customer departmentalisation.

Organisational learning cannot take place without _________.

The line of authority that extends from the upper levels of management to the lowest levels of the organisation is termed the _________.

In the chain of command, each person above you _________.

Strategy, size, technology and the degree of uncertainty in the environment together make up what are called _________.

In a short essay, list and explain the following three key elements in designing an organisation's structure: specialisation, departmentalisation and authority and responsibility.

Which element of organisational structure helps employees answer questions such 'Who do I report to?'

When work specialisation originally began to be implemented early in the twentieth century, employee productivity initially declined.

Power is a right that a manager has when he or she has a higher rank in an organisation.

In a team structure, team members _________.

A traditional top-down organisation is _________ organisation.

Today, managers recognise work specialisation as an important mechanism to improve employee _________.

In a short essay, describe the characteristics of a simple structure.

How does a virtual organisation save on costs?

Telecommuting, compressed work weeks, flexitime and job sharing are known as _________.