Question 1

Organizational strategy influences both the contingencies of structure and the structure itself.

Accepted Answer

A) True 
 B)False

Question 2

The main reasons why companies are moving toward a flatter organizational structure are because it improves coordination through formal hierarchy.

Accepted Answer

A) True 
 B)False

Question 3

As organizations grow, which of the following does NOT typically occur?

Accepted Answer

A) Informal communication becomes more prevalent as a coordinating mechanism. 
B) There is increasing division of labor. 
C) The organization becomes more decentralized. 
D) The organization becomes more formalized. 
E) There is increasing job specialization. 
A) Informal communication becomes more prevalent as a coordinating mechanism. 
B) There is increasing division of labor. 
C) The organization becomes more decentralized. 
D) The organization becomes more formalized. 
E) There is increasing job specialization.

Question 4

What role does organizational strategy play in designing organizations?

Accepted Answer

Organizational strategy basically has tw

Question 5

Network structures come close to the perfect example of a mechanistic organizational structure.

Accepted Answer

A) True 
 B)False

Question 6

Employees working at the matrix level have two bosses.

Accepted Answer

A) True 
 B)False

Question 7

Most employees at Quokka Systems are organized into project teams.Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing).Quokka Systems likely has a:

Accepted Answer

A) simple structure. 
B) client-based divisionalized structure. 
C) matrix structure. 
D) product-based divisionalized structure. 
E) functional structure. 
A) simple structure. 
B) client-based divisionalized structure. 
C) matrix structure. 
D) product-based divisionalized structure. 
E) functional structure.

Question 8

Which of these statements about decentralization is FALSE?

Accepted Answer

A) Organizations decentralize as they grow larger. 
B) Different degrees of decentralization can occur simultaneously in different parts of the organization. 
C) Organizations operating in diverse environments are more effective when they centralize decision making. 
D) Optimal level of decentralization depends on several contingencies. 
E) Large organizations that remain centralized tend to become less responsive to the external environment. 
A) Organizations decentralize as they grow larger. 
B) Different degrees of decentralization can occur simultaneously in different parts of the organization. 
C) Organizations operating in diverse environments are more effective when they centralize decision making. 
D) Optimal level of decentralization depends on several contingencies. 
E) Large organizations that remain centralized tend to become less responsive to the external environment.

Question 9

Many of the best-performing production plants are able to widen their span of control to more than 70 employees per supervisor by:

Accepted Answer

A) teaching supervisors how to more efficiently monitor employees. 
B) giving up on the idea that all employees must perform their fair share of work. 
C) hiring supervisors who intimidate employees more often. 
D) relying on self-directed work teams and other coordinating mechanisms. 
E) introducing video cameras and other technologies to help supervisors to monitor more employees. 
A) teaching supervisors how to more efficiently monitor employees. 
B) giving up on the idea that all employees must perform their fair share of work. 
C) hiring supervisors who intimidate employees more often. 
D) relying on self-directed work teams and other coordinating mechanisms. 
E) introducing video cameras and other technologies to help supervisors to monitor more employees.

Question 10

Organizations tend to centralize as their external environment becomes more complex.

Accepted Answer

A) True 
 B)False

Question 11

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

Accepted Answer

A) Direct supervision 
B) Integrator roles 
C) Job descriptions 
D) Extensive training 
E) People working in surgical operations do not use any coordinating mechanism 
A) Direct supervision 
B) Integrator roles 
C) Job descriptions 
D) Extensive training 
E) People working in surgical operations do not use any coordinating mechanism

Question 12

Conflict and ambiguity associated with the matrix structure causes some employees to experience more stress.

Accepted Answer

A) True 
 B)False

Question 13

A divisionalized structure works best where the organization:

Accepted Answer

A) has few employees. 
B) operates in one market with one product and one client group. 
C) wants to assign the most power to executives responsible for technical expertise in the organization. 
D) is expanding into several distinct product and/or client groups. 
E) wants to maintain a strong centralized control over business activities. 
A) has few employees. 
B) operates in one market with one product and one client group. 
C) wants to assign the most power to executives responsible for technical expertise in the organization. 
D) is expanding into several distinct product and/or client groups. 
E) wants to maintain a strong centralized control over business activities.

Question 14

One common type of matrix structure overlays a functional structure with:

Accepted Answer

A) a network structure. 
B) project teams. 
C) a simple structure. 
D) a mechanistic structure. 
E) another functional structure. 
A) a network structure. 
B) project teams. 
C) a simple structure. 
D) a mechanistic structure. 
E) another functional structure.

Question 15

Contingencies, such as size, technology, and environment do not necessarily determine an organization's structure.

Accepted Answer

A) True 
 B)False

Question 16

Large organizations can encourage informal communication as a coordinating mechanism by keeping each workplace small.

Accepted Answer

A) True 
 B)False

Question 17

Which form of departmentalization increases the risk of duplication and underutilization of resources?

Accepted Answer

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

Question 18

A divisionalized structure has all of the following problems EXCEPT:

Accepted Answer

A) it increases the amount of duplication. 
B) it reduces cooperation across groups. 
C) it limits the ability to expand operations. 
D) it underutilizes resources. 
E) it creates 'silos of knowledge' whereby information is not shared to other units. 
A) it increases the amount of duplication. 
B) it reduces cooperation across groups. 
C) it limits the ability to expand operations. 
D) it underutilizes resources. 
E) it creates 'silos of knowledge' whereby information is not shared to other units.

Question 19

Division of labor leads to increased job specialization.

Accepted Answer

A) True 
 B)False

Question 20

Executives at CelCorp, a major telecommunications company, are concerned that its organizational structure is ineffective.The company currently has a functional structure in which employees are grouped by specialization: manufacturing, marketing, research, administration, etc.CelCorp has manufacturing plants in six countries throughout the globe, marketing operations in several dozen countries, and research and development centers in three countries.The company makes three distinct products with approximately equal revenue: mobile telephones, satellite communication systems and Internet routers.Recommend and describe a new, more effective organizational structure for CelCorp and justify your decision.

Accepted Answer

CelCorp's current situation clearly call

Organizational strategy influences both the contingencies of structure and the structure itself.

The main reasons why companies are moving toward a flatter organizational structure are because it improves coordination through formal hierarchy.

As organizations grow, which of the following does NOT typically occur?

What role does organizational strategy play in designing organizations?

Network structures come close to the perfect example of a mechanistic organizational structure.

Employees working at the matrix level have two bosses.

Most employees at Quokka Systems are organized into project teams.Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing).Quokka Systems likely has a:

Which of these statements about decentralization is FALSE?

Many of the best-performing production plants are able to widen their span of control to more than 70 employees per supervisor by:

Organizations tend to centralize as their external environment becomes more complex.

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

Conflict and ambiguity associated with the matrix structure causes some employees to experience more stress.

A divisionalized structure works best where the organization:

One common type of matrix structure overlays a functional structure with:

Contingencies, such as size, technology, and environment do not necessarily determine an organization's structure.

Large organizations can encourage informal communication as a coordinating mechanism by keeping each workplace small.

Which form of departmentalization increases the risk of duplication and underutilization of resources?

A divisionalized structure has all of the following problems EXCEPT:

Division of labor leads to increased job specialization.

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

Organizational strategy influences both the contingencies of structure and the structure itself.

The main reasons why companies are moving toward a flatter organizational structure are because it improves coordination through formal hierarchy.

As organizations grow, which of the following does NOT typically occur?

What role does organizational strategy play in designing organizations?

Network structures come close to the perfect example of a mechanistic organizational structure.

Employees working at the matrix level have two bosses.

Most employees at Quokka Systems are organized into project teams.Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing).Quokka Systems likely has a:

Which of these statements about decentralization is FALSE?

Many of the best-performing production plants are able to widen their span of control to more than 70 employees per supervisor by:

Organizations tend to centralize as their external environment becomes more complex.

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

Conflict and ambiguity associated with the matrix structure causes some employees to experience more stress.

A divisionalized structure works best where the organization:

One common type of matrix structure overlays a functional structure with:

Contingencies, such as size, technology, and environment do not necessarily determine an organization's structure.

Large organizations can encourage informal communication as a coordinating mechanism by keeping each workplace small.

Which form of departmentalization increases the risk of duplication and underutilization of resources?

A divisionalized structure has all of the following problems EXCEPT:

Division of labor leads to increased job specialization.

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