Question 1

Standardizing work through job descriptions and procedures:

Accepted Answer

A)  is a form of coordination. 
B)  is more common when the work is complex and ambiguous. 
C)  tends to reduce quality and consistency. 
D)  is unnecessary in large organizations. 
E)  is more common in organic rather than mechanistic structures. 
A)  is a form of coordination. 
B)  is more common when the work is complex and ambiguous. 
C)  tends to reduce quality and consistency. 
D)  is unnecessary in large organizations. 
E)  is more common in organic rather than mechanistic structures.

Question 2

Mechanistic structures operate best in stable environments.

Accepted Answer

A) True 
 B)False

Question 3

Freer trade,advances in information technology,and more global customers are pressuring many large global companies to:

Accepted Answer

A)  shift away from geographically based to more client-based divisionalized structures. 
B)  increase direct supervision as the main coordinating mechanism. 
C)  shift away from divisionalized structures into functional structures. 
D)  disband their team-based structures in favor of simple structures. 
E)  shift from functional structures to geographically based divisionalized structures. 
A)  shift away from geographically based to more client-based divisionalized structures. 
B)  increase direct supervision as the main coordinating mechanism. 
C)  shift away from divisionalized structures into functional structures. 
D)  disband their team-based structures in favor of simple structures. 
E)  shift from functional structures to geographically based divisionalized structures.

Question 4

A virtual corporation is a form of network structure that reshapes itself quickly to fit immediate needs,usually for a specific client.

Accepted Answer

A) True 
 B)False

Question 5

Candoo Ltd will soon flatten its hierarchy by removing two of the five layers of management.If the number of employees in the organization remains constant,which of the following must also occur?

Accepted Answer

A)  It must adopt a matrix form of departmentalization. 
B)  It must widen the span of control. 
C)  It must rely more on direct supervision than standardization to coordinate the resulting structure. 
D)  It must centralize decision making. 
E)  All of these must occur. 
A)  It must adopt a matrix form of departmentalization. 
B)  It must widen the span of control. 
C)  It must rely more on direct supervision than standardization to coordinate the resulting structure. 
D)  It must centralize decision making. 
E)  All of these must occur.

Question 6

Organizational size,technology and environment are:

Accepted Answer

A)  three dimensions of span of control. 
B)  three of the four ways to avoid using coordinating mechanisms. 
C)  three conditions that do not influence a simple structure. 
D)  three factors that distinguish a virtual corporation from a network structure. 
E)  three contingencies of organizational design. 
A)  three dimensions of span of control. 
B)  three of the four ways to avoid using coordinating mechanisms. 
C)  three conditions that do not influence a simple structure. 
D)  three factors that distinguish a virtual corporation from a network structure. 
E)  three contingencies of organizational design.

Question 7

A steel manufacturing firm with about 1,000 employees operates in an environment that is simple and integrated (it makes a small number of steel products to a few key customers)but also dynamic and hostile (rapidly changing technology and customer needs with many competitors).Based on the environment in which this company operates,it would be more successful with:

Accepted Answer

A)  an organic structure. 
B)  a centralized structure. 
C)  a divisionalized structure. 
D)  a matrix structure. 
E)  a mechanistic structure. 
A)  an organic structure. 
B)  a centralized structure. 
C)  a divisionalized structure. 
D)  a matrix structure. 
E)  a mechanistic structure.

Question 8

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 9

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 10

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

Accepted Answer

A) True 
 B)False

Question 11

The textbook states that all organizational structures include the division of labor and coordination of that labor.What does this mean and how does departmentalization contribute to these fundamental requirements?

Accepted Answer

Division of labor refers to the subdivis

Question 12

Which of the following is NOT typically a problem with a functional structure?

Accepted Answer

A)  It tends to increase dysfunctional conflict across work units. 
B)  It requires higher levels of interdependence than simple or divisionalized forms, thereby increasing potentially dysfunctional conflict. 
C)  It is more difficult to directly supervise employees within each department. 
D)  Employees are less likely to develop a broader understanding of the business. 
E)  It puts more emphasis on subunit goals than on organizational goals. 
A)  It tends to increase dysfunctional conflict across work units. 
B)  It requires higher levels of interdependence than simple or divisionalized forms, thereby increasing potentially dysfunctional conflict. 
C)  It is more difficult to directly supervise employees within each department. 
D)  Employees are less likely to develop a broader understanding of the business. 
E)  It puts more emphasis on subunit goals than on organizational goals.

Question 13

Which of the following is NOT a feature of team-based organizations?

Accepted Answer

A)  Teams have a high degree of autonomy. 
B)  Team members replace supervisors as conduits to senior management. 
C)  Most teams are formed around functional departments rather than work processes. 
D)  Team-based structures have very few layers or hierarchy. 
E)  Employees within each unit are encouraged to talk to each other. 
A)  Teams have a high degree of autonomy. 
B)  Team members replace supervisors as conduits to senior management. 
C)  Most teams are formed around functional departments rather than work processes. 
D)  Team-based structures have very few layers or hierarchy. 
E)  Employees within each unit are encouraged to talk to each other.

Question 14

What must senior executives,functional managers,and project leaders do to make a matrix structure more effective?

Accepted Answer

The effectiveness of matrix structures i

Question 15

An organization's structure is mainly its organizational chart.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

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

Accepted Answer

A) True 
 B)False

Question 18

The more diversified the environment,the more the firm would benefit from a divisionalized form of departmentalization.

Accepted Answer

A) True 
 B)False

Standardizing work through job descriptions and procedures:

Mechanistic structures operate best in stable environments.

Freer trade,advances in information technology,and more global customers are pressuring many large global companies to:

A virtual corporation is a form of network structure that reshapes itself quickly to fit immediate needs,usually for a specific client.

Candoo Ltd will soon flatten its hierarchy by removing two of the five layers of management.If the number of employees in the organization remains constant,which of the following must also occur?

Organizational size,technology and environment are:

A divisionalized structure works best where the organization:

Matrix structures tend to:

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

The textbook states that all organizational structures include the division of labor and coordination of that labor.What does this mean and how does departmentalization contribute to these fundamental requirements?

Which of the following is NOT typically a problem with a functional structure?

Which of the following is NOT a feature of team-based organizations?

What must senior executives,functional managers,and project leaders do to make a matrix structure more effective?

An organization's structure is mainly its organizational chart.

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

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

The more diversified the environment,the more the firm would benefit from a divisionalized form of departmentalization.

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

Standardizing work through job descriptions and procedures:

Mechanistic structures operate best in stable environments.

Freer trade,advances in information technology,and more global customers are pressuring many large global companies to:

A virtual corporation is a form of network structure that reshapes itself quickly to fit immediate needs,usually for a specific client.

Candoo Ltd will soon flatten its hierarchy by removing two of the five layers of management.If the number of employees in the organization remains constant,which of the following must also occur?

Organizational size,technology and environment are:

A divisionalized structure works best where the organization:

Matrix structures tend to:

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

The textbook states that all organizational structures include the division of labor and coordination of that labor.What does this mean and how does departmentalization contribute to these fundamental requirements?

Which of the following is NOT typically a problem with a functional structure?

Which of the following is NOT a feature of team-based organizations?

What must senior executives,functional managers,and project leaders do to make a matrix structure more effective?

An organization's structure is mainly its organizational chart.

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

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

The more diversified the environment,the more the firm would benefit from a divisionalized form of departmentalization.

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