Question 1

Larger organizations tend to:

Accepted Answer

A)  make greater use of standardization than do smaller firms. 
B)  have similar structures to smaller organizations. 
C)  operate without any form of departmentalization for long periods of time. 
D)  have all of these characteristics. 
E)  have none of these characteristics. 
A)  make greater use of standardization than do smaller firms. 
B)  have similar structures to smaller organizations. 
C)  operate without any form of departmentalization for long periods of time. 
D)  have all of these characteristics. 
E)  have none of these characteristics.

Question 2

As soon as people divide work among themselves,they need to:

Accepted Answer

A)  centralize. 
B)  decentralize. 
C)  form a team-based organizational structure. 
D)  rely increasingly on a simple structure. 
E)  rely on one or more coordinating mechanisms. 
A)  centralize. 
B)  decentralize. 
C)  form a team-based organizational structure. 
D)  rely increasingly on a simple structure. 
E)  rely on one or more coordinating mechanisms.

Question 3

Decentralization is more likely to occur when:

Accepted Answer

A)  an organization becomes so complex that senior executives cannot process all the decisions that significantly influence the business. 
B)  corporate leaders want more consistent decisions across all work units. 
C)  corporate leaders want to increase consistency and reduce costs across the organization. 
D)  all of these occur. 
E)  none of these occur. 
A)  an organization becomes so complex that senior executives cannot process all the decisions that significantly influence the business. 
B)  corporate leaders want more consistent decisions across all work units. 
C)  corporate leaders want to increase consistency and reduce costs across the organization. 
D)  all of these occur. 
E)  none of these occur.

Question 4

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 5

While preparing for a final examination in organizational behavior,you and a student in another class review the important information regarding organizational structure and design.During the conversation,the other student suggests that just about everything you need to know about organizational structure can be based on knowing the different types of departmentalization.In other words,all of the key features of organizational structure,including a structure's fundamental requirements and elements,are found in descriptions of functional structure,divisionalized structure and other forms of departmentalization.Discuss the accuracy of this statement.

Accepted Answer

It is generally FALSE to say that depart

Question 6

Two technological contingencies that influence the best type of organizational structure are:

Accepted Answer

A)  dynamism and hostility 
B)  organic and mechanistic 
C)  variety and analyzability 
D)  formalization and division of labor 
E)  coordination and formalization 
A)  dynamism and hostility 
B)  organic and mechanistic 
C)  variety and analyzability 
D)  formalization and division of labor 
E)  coordination and formalization

Question 7

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 8

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

Accepted Answer

A)  Advances in information technology 
B)  Increases in the number of truly global clients 
C)  Freer trade 
D)  All of these factors 
E)  None of these factors influences an organization's structure. 
A)  Advances in information technology 
B)  Increases in the number of truly global clients 
C)  Freer trade 
D)  All of these factors 
E)  None of these factors influences an organization's structure.

Question 9

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 10

Informal communication as a coordinating mechanism is ineffective in nonroutine situations.

Accepted Answer

A) True 
 B)False

Question 11

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 12

Strategic choice refers to the idea that organizational leaders are able to redefine and manipulate their environments rather than being totally determined by them.

Accepted Answer

A) True 
 B)False

Question 13

Division of labor leads to increased job specialization.

Accepted Answer

A) True 
 B)False

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

Formalization in organizational structures tends to:

Accepted Answer

A)  reduce organizational flexibility. 
B)  make some employees feel alienated and powerless. 
C)  make rules and procedures the focus of attention rather than serving stakeholders. 
D)  have all of these outcomes 
E)  reduce organizational flexibility AND make some employees feel alienated and powerless, but doesn't usually make rules and procedures the focus of attention. 
A)  reduce organizational flexibility. 
B)  make some employees feel alienated and powerless. 
C)  make rules and procedures the focus of attention rather than serving stakeholders. 
D)  have all of these outcomes 
E)  reduce organizational flexibility AND make some employees feel alienated and powerless, but doesn't usually make rules and procedures the focus of attention.

Question 16

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 17

Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.

Accepted Answer

A) True 
 B)False

Question 18

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)  Large organizations should worry about having too much decentralization. 
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)  Large organizations should worry about having too much decentralization. 
E)  Large organizations that remain centralized tend to become less responsive to the external environment.

Question 19

People who feel comfortable working in structured bureaucracies tend to experience greater satisfaction working in a matrix structure.

Accepted Answer

A) True 
 B)False

Question 20

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

Larger organizations tend to:

As soon as people divide work among themselves,they need to:

Decentralization is more likely to occur when:

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

Two technological contingencies that influence the best type of organizational structure are:

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

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

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:

Informal communication as a coordinating mechanism is ineffective in nonroutine situations.

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

Strategic choice refers to the idea that organizational leaders are able to redefine and manipulate their environments rather than being totally determined by them.

Division of labor leads to increased job specialization.

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

Formalization in organizational structures tends to:

Which organizational structure actually consists of several organizations?

Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.

Which of these statements about decentralization is FALSE?

People who feel comfortable working in structured bureaucracies tend to experience greater satisfaction working in a matrix structure.

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

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Perception and Learning in Organizations

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Foundations of Team Dynamics

Developing High Performance Teams

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 15: Organizational Structure

Larger organizations tend to:

As soon as people divide work among themselves,they need to:

Decentralization is more likely to occur when:

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

Two technological contingencies that influence the best type of organizational structure are:

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

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

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:

Informal communication as a coordinating mechanism is ineffective in nonroutine situations.

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

Strategic choice refers to the idea that organizational leaders are able to redefine and manipulate their environments rather than being totally determined by them.

Division of labor leads to increased job specialization.

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

Formalization in organizational structures tends to:

Which organizational structure actually consists of several organizations?

Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.

Which of these statements about decentralization is FALSE?

People who feel comfortable working in structured bureaucracies tend to experience greater satisfaction working in a matrix structure.

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

Introduction to the Field of Organizational Behavior

Individual Behavior, values, and Personality

Perception and Learning in Organizations

Workplace Emotions and Attitudes

Motivation in the Workplace

Applied Performance Practices

Work-Related Stress and Stress Management

Decision Making and Creativity

Foundations of Team Dynamics

Developing High Performance Teams

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