Question 1

A problem with the divisional organizational structure is that it does not allow the organization to grow within that structure.

Accepted Answer

A) True 
 B)False  False

Question 2

Decentralization is the preferred strategy for organizations in simple, integrated (one market) and hostile environments.

Accepted Answer

A) True 
 B)False  False

Question 3

Which organizational design element determines who shares resources and encourages coordination through informal communication?

Accepted Answer

A) Span of control 
B) Formalization 
C) Centralization 
D) Departmentalization 
E) None of these 
A) Span of control 
B) Formalization 
C) Centralization 
D) Departmentalization 
E) None of these D

Question 4

For many years, Quokka Consumer Corp has had a geographic divisionalized organizational structure.The company is now rethinking the appropriateness of this structure compared to other divisionalized structures.Describe the two other divisionalized structures that Quokka can consider adopting and explanation two reasons why Quokka might want to move away from the geographic structure.

Accepted Answer

To answer this question, students first

Question 5

When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert.

Accepted Answer

A) True 
 B)False

Question 6

The idea that an organization interacts with its environment (rather than being totally determined by it) is summed up in the phrase:

Accepted Answer

A) structure follows strategy. 
B) feasibility breeds analyzability. 
C) coordination through standardization. 
D) strategy follows structure. 
E) analyzability before feasibility. 
A) structure follows strategy. 
B) feasibility breeds analyzability. 
C) coordination through standardization. 
D) strategy follows structure. 
E) analyzability before feasibility.

Question 7

Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.

Accepted Answer

A) True 
 B)False

Question 8

One problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.

Accepted Answer

A) True 
 B)False

Question 9

The textbook states that all organizational structures include the division of labor and coordination of that labor.What do these mean and how does departmentalization contribute to these fundamental requirements?

Accepted Answer

Division of labor refers to the subdivis

Question 10

A wider span of control is possible where:

Accepted Answer

A) employees manage themselves rather than being coordinated through close supervision. 
B) the company has a high degree of formalization and operates in a complex environment. 
C) the organization has few employees and a tall hierarchy. 
D) all of these conditions exist. 
E) none of these conditions exist. 
A) employees manage themselves rather than being coordinated through close supervision. 
B) the company has a high degree of formalization and operates in a complex environment. 
C) the organization has few employees and a tall hierarchy. 
D) all of these conditions exist. 
E) none of these conditions exist.

Question 11

Dividing work into more specialized jobs tends to:

Accepted Answer

A) increase training costs. 
B) reduce work efficiency. 
C) reduce the opportunity to match people with appropriate jobs. 
D) do all of the above. 
E) do none of the above 
A) increase training costs. 
B) reduce work efficiency. 
C) reduce the opportunity to match people with appropriate jobs. 
D) do all of the above. 
E) do none of the above

Question 12

Mechanistic structures operate best in stable environments.

Accepted Answer

A) True 
 B)False

Question 13

A consumer products firm with a functional structure is expanding from a single product line into several diverse product groups, with most sales within one country.What form of departmentalization should it eventually adopt to manage the new conditions most effectively?

Accepted Answer

A) Divisional geographic structure 
B) Network structure 
C) Matrix structure 
D) Divisional product structure 
E) Keep the functional structure 
A) Divisional geographic structure 
B) Network structure 
C) Matrix structure 
D) Divisional product structure 
E) Keep the functional structure

Question 14

Which of these statements about team-based organizational structures is FALSE?

Accepted Answer

A) Team-based structures have very little formalization. 
B) Team-based structures make extensive use of formal hierarchy as a coordinating mechanism. 
C) Team-based structures improve communication and cooperation across skills and areas of expertise. 
D) Team-based structures are usually more responsive and flexible than functional structures. 
E) Team-based structures are usually found within larger divisionalized structures. 
A) Team-based structures have very little formalization. 
B) Team-based structures make extensive use of formal hierarchy as a coordinating mechanism. 
C) Team-based structures improve communication and cooperation across skills and areas of expertise. 
D) Team-based structures are usually more responsive and flexible than functional structures. 
E) Team-based structures are usually found within larger divisionalized structures.

Question 15

A team-based organizational structure has:

Accepted Answer

A) a very flat organizational hierarchy. 
B) very little formalization. 
C) extensive use of self-directed teams. 
D) all of the above. 
E) 'B' and 'C' only. 
A) a very flat organizational hierarchy. 
B) very little formalization. 
C) extensive use of self-directed teams. 
D) all of the above. 
E) 'B' and 'C' only.

Question 16

Some matrix structures typically overlay a divisional structure with a functional structure to gain the benefits of both.

Accepted Answer

A) True 
 B)False

Question 17

The number of layers in an organization's hierarchy depends on the number of people employed and the average span of control.

Accepted Answer

A) True 
 B)False

Question 18

Standardizing processes is less effective in non-routine and complex work.

Accepted Answer

A) True 
 B)False

Question 19

When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:

Accepted Answer

A) through direct supervision. 
B) by extensively training employees. 
C) by giving one employee most of the tasks previously divided among many people. 
D) through further division of labor. 
E) through formal hierarchy. 
A) through direct supervision. 
B) by extensively training employees. 
C) by giving one employee most of the tasks previously divided among many people. 
D) through further division of labor. 
E) through formal hierarchy.

Question 20

Which of the following are contingencies of organizational design?

Accepted Answer

A) Technology. 
B) Organizational size. 
C) Organizational environment. 
D) All of these are contingencies of organizational design. 
E) Only organizational size and environment are contingencies of organizational design. 
A) Technology. 
B) Organizational size. 
C) Organizational environment. 
D) All of these are contingencies of organizational design. 
E) Only organizational size and environment are contingencies of organizational design.

A problem with the divisional organizational structure is that it does not allow the organization to grow within that structure.

Decentralization is the preferred strategy for organizations in simple, integrated (one market) and hostile environments.

Which organizational design element determines who shares resources and encourages coordination through informal communication?

When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert.

The idea that an organization interacts with its environment (rather than being totally determined by it) is summed up in the phrase:

Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.

One problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.

The textbook states that all organizational structures include the division of labor and coordination of that labor.What do these mean and how does departmentalization contribute to these fundamental requirements?

A wider span of control is possible where:

Dividing work into more specialized jobs tends to:

Mechanistic structures operate best in stable environments.

A consumer products firm with a functional structure is expanding from a single product line into several diverse product groups, with most sales within one country.What form of departmentalization should it eventually adopt to manage the new conditions most effectively?

Which of these statements about team-based organizational structures is FALSE?

A team-based organizational structure has:

Some matrix structures typically overlay a divisional structure with a functional structure to gain the benefits of both.

The number of layers in an organization's hierarchy depends on the number of people employed and the average span of control.

Standardizing processes is less effective in non-routine and complex work.

When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:

Which of the following are contingencies of organizational design?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning in Organizations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Culture

Organizational Change

Filters

Exam 13: Organizational Structure

A problem with the divisional organizational structure is that it does not allow the organization to grow within that structure.

Decentralization is the preferred strategy for organizations in simple, integrated (one market) and hostile environments.

Which organizational design element determines who shares resources and encourages coordination through informal communication?

When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert.

The idea that an organization interacts with its environment (rather than being totally determined by it) is summed up in the phrase:

Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.

One problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.

The textbook states that all organizational structures include the division of labor and coordination of that labor.What do these mean and how does departmentalization contribute to these fundamental requirements?

A wider span of control is possible where:

Dividing work into more specialized jobs tends to:

Mechanistic structures operate best in stable environments.

A consumer products firm with a functional structure is expanding from a single product line into several diverse product groups, with most sales within one country.What form of departmentalization should it eventually adopt to manage the new conditions most effectively?

Which of these statements about team-based organizational structures is FALSE?

A team-based organizational structure has:

Some matrix structures typically overlay a divisional structure with a functional structure to gain the benefits of both.

The number of layers in an organization's hierarchy depends on the number of people employed and the average span of control.

Standardizing processes is less effective in non-routine and complex work.

When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:

Which of the following are contingencies of organizational design?

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning in Organizations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Culture

Organizational Change

Filters