Question 1

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 2

To increase work efficiency and make it easier to match employee competencies with job requirements,companies tend to:

Accepted Answer

A)  divide work into more specialized jobs. 
B)  rely on formal hierarchy as a coordinating mechanism. 
C)  rely on a narrow span of control. 
D)  centralize decision making. 
E)  rely on formal hierarchy AND a narrow span of control. 
A)  divide work into more specialized jobs. 
B)  rely on formal hierarchy as a coordinating mechanism. 
C)  rely on a narrow span of control. 
D)  centralize decision making. 
E)  rely on formal hierarchy AND a narrow span of control.

Question 3

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

Question 4

________ 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 5

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 6

Mechanistic structures operate best:

Accepted Answer

A)  in stable environments. 
B)  where employees dislike hierarchy and status. 
C)  in rapidly changing environments. 
D)  where knowledge management is a competitive advantage to the organization. 
E)  where employees perform tasks with high variety and low analyzability. 
A)  in stable environments. 
B)  where employees dislike hierarchy and status. 
C)  in rapidly changing environments. 
D)  where knowledge management is a competitive advantage to the organization. 
E)  where employees perform tasks with high variety and low analyzability.

Question 7

Rather than producing a standard product or service for the marketplace,Protegé Engineering completes special projects for clients.These projects require between six months and two years to complete and demand highly specialized knowledge in engineering,production management and computer science.Most of the 600 employees working for Protegé Engineering have university degrees in these fields; a few have doctorates.Identify the best organizational structure for Protege Engineering and justify your recommendation.

Accepted Answer

From the fact that Protegé is a project-

Question 8

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

Accepted Answer

A) True 
 B)False

Question 9

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

Accepted Answer

A) True 
 B)False

Question 10

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 11

Organizations tend to become less formalized as they age and grow in number of employees.

Accepted Answer

A) True 
 B)False

Question 12

Span of control can increase without adverse consequences by introducing informal communication and other coordinating mechanisms.

Accepted Answer

A) True 
 B)False

Question 13

In matrix structures that combine two divisionalized structures,most employees have two bosses.

Accepted Answer

A) True 
 B)False

Question 14

In organizational structures,integrator roles serve mainly as:

Accepted Answer

A)  a form of standardization 
B)  an informal communication coordinating mechanism 
C)  a form of direct supervision 
D)  one of four types of technology 
E)  the main element in divisionalized structures 
A)  a form of standardization 
B)  an informal communication coordinating mechanism 
C)  a form of direct supervision 
D)  one of four types of technology 
E)  the main element in divisionalized structures

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

One of the defining characteristics of a matrix organizational structure is that it:

Accepted Answer

A)  overlays two organizational structures in order to leverage the benefits of both types of structure. 
B)  has a narrow span of control and high degree of formalization and centralization. 
C)  is the only structure that organizes employees around specific knowledge or other resources. 
D)  uses self-directed work teams rather than individuals as the basic building block of organizations. 
E)  is an alliance of several organizations for the purpose of creating a product or serving a client. 
A)  overlays two organizational structures in order to leverage the benefits of both types of structure. 
B)  has a narrow span of control and high degree of formalization and centralization. 
C)  is the only structure that organizes employees around specific knowledge or other resources. 
D)  uses self-directed work teams rather than individuals as the basic building block of organizations. 
E)  is an alliance of several organizations for the purpose of creating a product or serving a client.

Question 17

Which organizational structure exists temporarily and reshapes itself quickly to fit immediate client needs?

Accepted Answer

A)  Virtual corporation 
B)  Simple 
C)  Divisional 
D)  Matrix 
E)  None of these 
A)  Virtual corporation 
B)  Simple 
C)  Divisional 
D)  Matrix 
E)  None of these

Question 18

Employees are most likely to experience empowerment (least likely to experience powerlessness)when the organization has:

Accepted Answer

A)  high centralization. 
B)  high formalization. 
C)  a mechanistic structure. 
D)  low formalization. 
E)  a divisionalized structure. 
A)  high centralization. 
B)  high formalization. 
C)  a mechanistic structure. 
D)  low formalization. 
E)  a divisionalized structure.

Question 19

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 20

Organizations move towards a team-based structure by flattening the hierarchy,reducing formalization,and making extensive use of self-directed work teams.

Accepted Answer

A) True 
 B)False

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

To increase work efficiency and make it easier to match employee competencies with job requirements,companies tend to:

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

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

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

Mechanistic structures operate best:

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

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

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

Organizations tend to become less formalized as they age and grow in number of employees.

Span of control can increase without adverse consequences by introducing informal communication and other coordinating mechanisms.

In matrix structures that combine two divisionalized structures,most employees have two bosses.

In organizational structures,integrator roles serve mainly as:

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

One of the defining characteristics of a matrix organizational structure is that it:

Which organizational structure exists temporarily and reshapes itself quickly to fit immediate client needs?

Employees are most likely to experience empowerment (least likely to experience powerlessness)when the organization has:

A divisionalized structure has all of the following problems EXCEPT:

Organizations move towards a team-based structure by flattening the hierarchy,reducing formalization,and making extensive use of self-directed work teams.

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

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

To increase work efficiency and make it easier to match employee competencies with job requirements,companies tend to:

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

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

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

Mechanistic structures operate best:

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

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

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

Organizations tend to become less formalized as they age and grow in number of employees.

Span of control can increase without adverse consequences by introducing informal communication and other coordinating mechanisms.

In matrix structures that combine two divisionalized structures,most employees have two bosses.

In organizational structures,integrator roles serve mainly as:

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

One of the defining characteristics of a matrix organizational structure is that it:

Which organizational structure exists temporarily and reshapes itself quickly to fit immediate client needs?

Employees are most likely to experience empowerment (least likely to experience powerlessness)when the organization has:

A divisionalized structure has all of the following problems EXCEPT:

Organizations move towards a team-based structure by flattening the hierarchy,reducing formalization,and making extensive use of self-directed work teams.

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