Question 1

Which of the following is not a benefit of the M-form of organization?

Accepted Answer

A)  Improved coordination among functional specialists. 
B)  Use of local product or geographic information. 
C)  Focus across the entire product line. 
D)  Improved use of senior management's time. 
A)  Improved coordination among functional specialists. 
B)  Use of local product or geographic information. 
C)  Focus across the entire product line. 
D)  Improved use of senior management's time. A

Question 2

Why did the initial companies in 1800s fail from following the design of the railroad system?

Accepted Answer

A)  global competition in terms of cheaper labor abroad. 
B)  monitoring costs increased rapidly. 
C)  managers became greedy and workers began to shirk. 
D)  managers could not handle the complexities. 
A)  global competition in terms of cheaper labor abroad. 
B)  monitoring costs increased rapidly. 
C)  managers became greedy and workers began to shirk. 
D)  managers could not handle the complexities. D

Question 3

Which of the following is not a benefit of the function (U-form) organization?

Accepted Answer

A)  Improved coordination among functional specialists. 
B)  Functional expertise. 
C)  Well-defined promotion path. 
D)  Opportunity costs of senior management. 
A)  Improved coordination among functional specialists. 
B)  Functional expertise. 
C)  Well-defined promotion path. 
D)  Opportunity costs of senior management. D

Question 4

Some of the activities of Chase Manhattan are organized by product, some by geography and some by customer. So Chase Manhattan has

Accepted Answer

A)  u-form 
B)  m-form 
C)  network organization 
D)  mixed design 
A)  u-form 
B)  m-form 
C)  network organization 
D)  mixed design

Question 5

The IBM Credit case shows the potential of shifting from ______ tasks to _______ task assignments.

Accepted Answer

A)  broad; specialized 
B)  specialized; broad 
C)  functional; geographic 
D)  broad; functional 
A)  broad; specialized 
B)  specialized; broad 
C)  functional; geographic 
D)  broad; functional

Question 6

What do we mean by the M-form?

Accepted Answer

The M-form refers to the multidivisional

Question 7

Specialized task assignment's greatest cost is ignoring the foregone ____________ across tasks.

Accepted Answer

A)  comparative advantage 
B)  flexibility 
C)  complementarities 
D)  lower cross training costs 
A)  comparative advantage 
B)  flexibility 
C)  complementarities 
D)  lower cross training costs

Question 8

Matrix organizations:

Accepted Answer

A)  may decrease influence costs. 
B)  may decrease influence costs for some functional managers. 
C)  may increase influence costs for some product managers. 
D)  may increase influence costs. 
A)  may decrease influence costs. 
B)  may decrease influence costs for some functional managers. 
C)  may increase influence costs for some product managers. 
D)  may increase influence costs.

Question 9

In the IBM Credit case, the change in assignment for case workers was made practical by:

Accepted Answer

A)  centralized functional management systems. 
B)  computerization of task input for managerial oversight. 
C)  elimination of cross training among credit tasks. 
D)  integrating credit checking with pricing, but maintaining document preparation in a separate department. 
A)  centralized functional management systems. 
B)  computerization of task input for managerial oversight. 
C)  elimination of cross training among credit tasks. 
D)  integrating credit checking with pricing, but maintaining document preparation in a separate department.

Question 10

During the 1990s, many companies shifted from

Accepted Answer

A)  m-form to functional subunits 
B)  m-form to product-oriented organizations 
C)  product-oriented organizations to functional subunits 
D)  functional subunits towards more product-oriented organizations 
A)  m-form to functional subunits 
B)  m-form to product-oriented organizations 
C)  product-oriented organizations to functional subunits 
D)  functional subunits towards more product-oriented organizations

Question 11

In the Bagby Copy Company case study, the executives are faced with wiring ten different copiers that they make in five separate European countries. They must choose between specializing by country or specializing by manufacturing of copier type. The executives hire a lobbyist to work for a standard regulatory and sales environment across the entire European Union. Why?

Accepted Answer

A standard environment would reduce the

Question 12

Which one of the following is not a type of an organization

Accepted Answer

A)  the U-form organization. 
B)  the M-form based on geography. 
C)  the matrix organization. 
D)  trade-off-free bundled mixed design 
A)  the U-form organization. 
B)  the M-form based on geography. 
C)  the matrix organization. 
D)  trade-off-free bundled mixed design

Question 13

During the 1990s there was a significant shift toward

Accepted Answer

A)  granting employees broader decision authority and more specialized functions 
B)  granting employees narrower decision authority and more specialized functions 
C)  granting employees narrower decision authority and less specialized functions 
D)  granting employees broader decision authority and less specialized functions 
A)  granting employees broader decision authority and more specialized functions 
B)  granting employees narrower decision authority and more specialized functions 
C)  granting employees narrower decision authority and less specialized functions 
D)  granting employees broader decision authority and less specialized functions

Question 14

The matrix organization is organized:

Accepted Answer

A)  into functional areas of expertise. 
B)  by geographic region. 
C)  by product line. 
D)  by both functional specialty and product line. 
A)  into functional areas of expertise. 
B)  by geographic region. 
C)  by product line. 
D)  by both functional specialty and product line.

Question 15

What is a matrix organization?

Accepted Answer

A firm is setup as a matrix organization

Question 16

You are a manager of a small coal mining operation. Your best design is

Accepted Answer

A)  narrow task assignment to workers and no interest in specialized task 
B)  narrow specialization among workers without any task assignment 
C)  narrow task assignment and functional specialization among workers 
D)  broad allocation of decision rights and empowerment via delegation 
A)  narrow task assignment to workers and no interest in specialized task 
B)  narrow specialization among workers without any task assignment 
C)  narrow task assignment and functional specialization among workers 
D)  broad allocation of decision rights and empowerment via delegation

Question 17

Large MNC's are usually set up as:

Accepted Answer

A)  u-form. 
B)  m-form. 
C)  network organization . 
D)  mixed design. 
A)  u-form. 
B)  m-form. 
C)  network organization . 
D)  mixed design.

Question 18

Which one of the following is the Japanese keiretsu?

Accepted Answer

A)  u-form. 
B)  m-form. 
C)  mixed design. 
D)  network. 
A)  u-form. 
B)  m-form. 
C)  mixed design. 
D)  network.

Question 19

Functional (U-Form) organizations work best in:

Accepted Answer

A)  large, geographically spread-out, companies. 
B)  companies with many products. 
C)  small, specialized companies. 
D)  industries with rapidly changing technology. 
A)  large, geographically spread-out, companies. 
B)  companies with many products. 
C)  small, specialized companies. 
D)  industries with rapidly changing technology.

Question 20

Industrial engineer Frederick Winslow Taylor was particularly rude in his recommendation that jobs be kept simple. He argued that the characteristics of lower-level workers were such that they should be assigned very limited decision rights and a narrow set of tasks. While certainly crude by today's standards, Taylor recognized that:

Accepted Answer

A)  broad task assignment is necessary for complex jobs. 
B)  simple tasks assignment is always dehumanizing. 
C)  broad task assignment eliminates the need for coordination. 
D)  simple task assignment may improve overall productivity. 
A)  broad task assignment is necessary for complex jobs. 
B)  simple tasks assignment is always dehumanizing. 
C)  broad task assignment eliminates the need for coordination. 
D)  simple task assignment may improve overall productivity.

Exam 13: Decision Rights: Bundling Tasks Into Jobs and Subunits

Which of the following is not a benefit of the M-form of organization?

Why did the initial companies in 1800s fail from following the design of the railroad system?

Which of the following is not a benefit of the function (U-form) organization?

Some of the activities of Chase Manhattan are organized by product, some by geography and some by customer. So Chase Manhattan has

The IBM Credit case shows the potential of shifting from ______ tasks to _______ task assignments.

What do we mean by the M-form?

Specialized task assignment's greatest cost is ignoring the foregone ____________ across tasks.

Matrix organizations:

In the IBM Credit case, the change in assignment for case workers was made practical by:

During the 1990s, many companies shifted from

Which one of the following is not a type of an organization

During the 1990s there was a significant shift toward

The matrix organization is organized:

What is a matrix organization?

You are a manager of a small coal mining operation. Your best design is

Large MNC's are usually set up as:

Which one of the following is the Japanese keiretsu?

Functional (U-Form) organizations work best in:

Introduction

Economists View of Behavior

Markets, Organizations, and the Role of Knowledge

Demand

Production and Cost

Market Structure

Pricing With Market Power

Economics of Strategy: Creating and Capturing Value

Economics of Strategy: Game Theory

Incentive Conflicts and Contracts

Organizational Architecture

Decision Rights: The Level of Empowerment

Attracting and Retaining Qualified Employees

Incentive Compensation

Individual Performance Evaluation

Divisional Performance Evaluation

Corporate Governance

Vertical Integration and Outsourcing

Leadership: Motivating Change Within Organizations

Understanding the Business Environment: The Economics of Regulation

Ethics and Organizational Architecture

Organizational Architecture and the Process of Management Innovation

Filters

The IBM Credit case shows the potential of shifting from tasks to _ task assignments.