Question 1

Divisional structures may be formed around products, geography, or functional specializations.

Accepted Answer

A) True 
 B)False

Question 2

A simple structure is one of the best structures in which to accommodate organizational growth and diversification.

Accepted Answer

A) True 
 B)False

Question 3

Which organizational structure actually consists of several organizations?

Accepted Answer

A) Divisionalized structure 
B) Functional structure 
C) Simple structure 
D) Matrix structure 
E) Network structure 
A) Divisionalized structure 
B) Functional structure 
C) Simple structure 
D) Matrix structure 
E) Network structure

Question 4

Matrix structures tend to:

Accepted Answer

A) focus technical specialists on their specialist knowledge rather than the goals of serving clients and creating marketable products. 
B) prevent employees in a particular specialization from sharing knowledge with each other. 
C) require less coordination than functional or pure divisional structures. 
D) do all of these things. 
E) do none of these things. 
A) focus technical specialists on their specialist knowledge rather than the goals of serving clients and creating marketable products. 
B) prevent employees in a particular specialization from sharing knowledge with each other. 
C) require less coordination than functional or pure divisional structures. 
D) do all of these things. 
E) do none of these things.

Question 5

____________ establishes the chain of command, that is, the system of common supervision among positions and units within the organization.

Accepted Answer

A) Span of control 
B) Formalization 
C) The organization's environment 
D) Job specialization 
E) Departmentalization 
A) Span of control 
B) Formalization 
C) The organization's environment 
D) Job specialization 
E) Departmentalization

Question 6

Companies can be centralized in some parts of the organization and decentralized in other parts.

Accepted Answer

A) True 
 B)False

Question 7

Traditional management theorists set the maximum span of control at 20 people, but this number may be higher where work activities are routine and standardized.

Accepted Answer

A) True 
 B)False

Question 8

Span of control is interconnected with organizational size and the number of layers in the hierarchy.

Accepted Answer

A) True 
 B)False

Question 9

Informal communication is a coordination mechanism only in small and a few medium-sized organizations.

Accepted Answer

A) True 
 B)False

Question 10

Organizations tend to form two clusters based on their span of control, centralization, and formalization.The two clusters represented by these organizational design features are called:

Accepted Answer

A) hierarchical versus delayered. 
B) networked versus team-based. 
C) geographic versus product/client divisions. 
D) organic versus mechanistic. 
E) diverse versus integrated. 
A) hierarchical versus delayered. 
B) networked versus team-based. 
C) geographic versus product/client divisions. 
D) organic versus mechanistic. 
E) diverse versus integrated.

Question 11

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

Accepted Answer

A) True 
 B)False

Question 12

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

Accepted Answer

A) functional structures. 
B) simple structures. 
C) client-based divisionalized structures. 
D) network structures. 
E) team-based structures. 
A) functional structures. 
B) simple structures. 
C) client-based divisionalized structures. 
D) network structures. 
E) team-based structures.

Question 13

Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.

Accepted Answer

A) True 
 B)False

Question 14

Communication flows in all directions with little concern for the formal hierarchy in:

Accepted Answer

A) a mechanistic structure. 
B) a centralized structure. 
C) a formalized structure. 
D) a functional structure. 
E) an organic structure. 
A) a mechanistic structure. 
B) a centralized structure. 
C) a formalized structure. 
D) a functional structure. 
E) an organic structure.

Question 15

A narrower span of control is consistent with the trend towards employee involvement and teamwork.

Accepted Answer

A) True 
 B)False

Question 16

One problem with a functional structure is that:

Accepted Answer

A) it is more difficult to directly supervise employees within each department. 
B) it produces higher dysfunctional conflict and poorer coordination. 
C) it makes it difficult to permit greater specialization of skills. 
D) it prevents companies from creating economies of scale in their pool of talent. 
E) employees have difficulty creating career paths within their area of knowledge. 
A) it is more difficult to directly supervise employees within each department. 
B) it produces higher dysfunctional conflict and poorer coordination. 
C) it makes it difficult to permit greater specialization of skills. 
D) it prevents companies from creating economies of scale in their pool of talent. 
E) employees have difficulty creating career paths within their area of knowledge.

Question 17

A team-based organization usually has:

Accepted Answer

A) employees. 
B) self-directed teams. 
C) very little formalization. 
D) tasks over which teams have semi-autonomous responsibility. 
E) all of the above 
A) employees. 
B) self-directed teams. 
C) very little formalization. 
D) tasks over which teams have semi-autonomous responsibility. 
E) all of the above

Question 18

Larger firms tend to be more centralized and make greater use of direct supervision than do smaller firms.

Accepted Answer

A) True 
 B)False

Question 19

Job descriptions, goal setting, and training are applications of coordination through standardization.

Accepted Answer

A) True 
 B)False

Question 20

The trend toward flatter organizational structures (delayering) has occurred because this action:

Accepted Answer

A) tends to reduce overhead costs. 
B) narrows the span of control for supervisors. 
C) puts decision makers closer to front-line staff and information about customer needs. 
D) does all of the above. 
E) does only 'A' and 'C'. 
A) tends to reduce overhead costs. 
B) narrows the span of control for supervisors. 
C) puts decision makers closer to front-line staff and information about customer needs. 
D) does all of the above. 
E) does only 'A' and 'C'.

Divisional structures may be formed around products, geography, or functional specializations.

A simple structure is one of the best structures in which to accommodate organizational growth and diversification.

Which organizational structure actually consists of several organizations?

Matrix structures tend to:

____________ establishes the chain of command, that is, the system of common supervision among positions and units within the organization.

Companies can be centralized in some parts of the organization and decentralized in other parts.

Traditional management theorists set the maximum span of control at 20 people, but this number may be higher where work activities are routine and standardized.

Span of control is interconnected with organizational size and the number of layers in the hierarchy.

Informal communication is a coordination mechanism only in small and a few medium-sized organizations.

Organizations tend to form two clusters based on their span of control, centralization, and formalization.The two clusters represented by these organizational design features are called:

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.

Communication flows in all directions with little concern for the formal hierarchy in:

A narrower span of control is consistent with the trend towards employee involvement and teamwork.

One problem with a functional structure is that:

A team-based organization usually has:

Larger firms tend to be more centralized and make greater use of direct supervision than do smaller firms.

Job descriptions, goal setting, and training are applications of coordination through standardization.

The trend toward flatter organizational structures (delayering) has occurred because this action:

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

Divisional structures may be formed around products, geography, or functional specializations.

A simple structure is one of the best structures in which to accommodate organizational growth and diversification.

Which organizational structure actually consists of several organizations?

Matrix structures tend to:

____________ establishes the chain of command, that is, the system of common supervision among positions and units within the organization.

Companies can be centralized in some parts of the organization and decentralized in other parts.

Traditional management theorists set the maximum span of control at 20 people, but this number may be higher where work activities are routine and standardized.

Span of control is interconnected with organizational size and the number of layers in the hierarchy.

Informal communication is a coordination mechanism only in small and a few medium-sized organizations.

Organizations tend to form two clusters based on their span of control, centralization, and formalization.The two clusters represented by these organizational design features are called:

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.

Communication flows in all directions with little concern for the formal hierarchy in:

A narrower span of control is consistent with the trend towards employee involvement and teamwork.

One problem with a functional structure is that:

A team-based organization usually has:

Larger firms tend to be more centralized and make greater use of direct supervision than do smaller firms.

Job descriptions, goal setting, and training are applications of coordination through standardization.

The trend toward flatter organizational structures (delayering) has occurred because this action:

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