Question 1

Companies are more likely to form network structures when:

Accepted Answer

A)  They want to minimise the effects of market forces for their resources 
B)  They want to maximise control over manufacturing and other business processes 
C)  They operate in an environment where technology is changing quickly 
D)  They want to keep as many skills and core competencies in-house as possible 
A)  They want to minimise the effects of market forces for their resources 
B)  They want to maximise control over manufacturing and other business processes 
C)  They operate in an environment where technology is changing quickly 
D)  They want to keep as many skills and core competencies in-house as possible C

Question 2

Dividing work into more specialised jobs tends to:

Accepted Answer

A)  Increase training costs 
B)  Reduce work efficiency 
C)  Reduce the opportunity to match people with appropriate jobs 
D)  None of the options listed here is correct 
A)  Increase training costs 
B)  Reduce work efficiency 
C)  Reduce the opportunity to match people with appropriate jobs 
D)  None of the options listed here is correct D

Question 3

Briefly explain concurrent engineering with a suitable example.

Accepted Answer

Concurrent engineering is the organisation of employees from several departments into a temporary team for the purpose of developing a product or service.For example,Chrysler and Toyota apply concurrent engineering where a cross-functional team of people from specialised departments like manufacturing,marketing,purchasing and engineering is formed to engage in product development simultaneously.By being assigned to a team,rather than working within their usual specialised departments,employees are given the mandate and opportunity to coordinate with each other using informal communication.As soon as the design engineer begins to form the product specifications,representatives from manufacturing,marketing,purchasing and engineering,and other departments can offer feedback as well as begin their contribution to the process.These teams are often colocated (assigned to the same physical area),which allows more face-to-face communication and higher quality products with lesser development time.

Question 4

Standardising work through job descriptions and procedures:

Accepted Answer

A)  Is more common when the work is complex and ambiguous 
B)  Tends to reduce quality and consistency 
C)  Is unnecessary in large organisations 
D)  Is more common in organic rather than mechanistic structures 
A)  Is more common when the work is complex and ambiguous 
B)  Tends to reduce quality and consistency 
C)  Is unnecessary in large organisations 
D)  Is more common in organic rather than mechanistic structures

Question 5

One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.

Accepted Answer

A) True 
 B)False

Question 6

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 divisionalised 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 
A)  It tends to increase dysfunctional conflict across work units 
B)  It requires higher levels of interdependence than simple or divisionalised 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

Question 7

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

Accepted Answer

A)  Span of control 
B)  Formalisation 
C)  Job specialisation 
D)  Departmentalisation 
A)  Span of control 
B)  Formalisation 
C)  Job specialisation 
D)  Departmentalisation

Question 8

An organisation's structure is mainly its organisational chart.

Accepted Answer

A) True 
 B)False

Question 9

Organisational structures are tools for change.

Accepted Answer

A) True 
 B)False

Question 10

Dispersing decision authority and power throughout the organisation is called:

Accepted Answer

A)  Optimisation 
B)  Formalisation 
C)  Centralisation 
D)  Decentralisation 
A)  Optimisation 
B)  Formalisation 
C)  Centralisation 
D)  Decentralisation

Question 11

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

Accepted Answer

A) True 
 B)False

Question 12

A team-based organisation usually has:

Accepted Answer

A)  Self-directed work teams 
B)  Groups of employees with cross-functional skills 
C)  Tasks over which teams have semi-autonomous responsibility 
D)  All of the options listed here are correct 
A)  Self-directed work teams 
B)  Groups of employees with cross-functional skills 
C)  Tasks over which teams have semi-autonomous responsibility 
D)  All of the options listed here are correct

Question 13

The idea that an organisation interacts with its environment (rather than being totally determined by it)is summed up in the phrase:

Accepted Answer

A)  Structure follows strategy. 
B)  Feasibility breeds analysability. 
C)  Coordination through standardisation. 
D)  Strategy follows structure. 
A)  Structure follows strategy. 
B)  Feasibility breeds analysability. 
C)  Coordination through standardisation. 
D)  Strategy follows structure.

Question 14

Which organisational structure actually consists of several organisations?

Accepted Answer

A)  Divisionalised structure 
B)  Functional structure 
C)  Simple structure 
D)  Network structure 
A)  Divisionalised structure 
B)  Functional structure 
C)  Simple structure 
D)  Network structure

Question 15

The two fundamental requirements of all organisational structures are divisionalisation and decentralisation.

Accepted Answer

A) True 
 B)False

Question 16

Coordination through formal hierarchy relies mainly on:

Accepted Answer

A)  Informal communication 
B)  Job descriptions 
C)  Goals and objectives 
D)  Direct supervision 
A)  Informal communication 
B)  Job descriptions 
C)  Goals and objectives 
D)  Direct supervision

Question 17

An organisation's decision to compete through innovation is an expression of its:

Accepted Answer

A)  Technology 
B)  Influence on external environment 
C)  Strategy 
D)  Efficiency 
A)  Technology 
B)  Influence on external environment 
C)  Strategy 
D)  Efficiency

Question 18

Team-based organisational structures are usually found:

Accepted Answer

A)  In the manufacturing operations of larger divisionalised structures 
B)  In Asia rather than North America 
C)  In the professional support (e.g.accounting)units of larger functional structures 
D)  In government departments and agencies 
A)  In the manufacturing operations of larger divisionalised structures 
B)  In Asia rather than North America 
C)  In the professional support (e.g.accounting)units of larger functional structures 
D)  In government departments and agencies

Question 19

Two fundamental processes in organisation structure are:

Accepted Answer

A)  Span of control and centralisation 
B)  Division of labour and coordination 
C)  Organisational design and organisational size 
D)  None of the options listed here is correct 
A)  Span of control and centralisation 
B)  Division of labour and coordination 
C)  Organisational design and organisational size 
D)  None of the options listed here is correct

Question 20

What role does organisational strategy play in designing organisations?

Accepted Answer

Organisational strategy basically has tw

Companies are more likely to form network structures when:

Dividing work into more specialised jobs tends to:

Briefly explain concurrent engineering with a suitable example.

Standardising work through job descriptions and procedures:

One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.

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

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

An organisation's structure is mainly its organisational chart.

Organisational structures are tools for change.

Dispersing decision authority and power throughout the organisation is called:

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

A team-based organisation usually has:

The idea that an organisation interacts with its environment (rather than being totally determined by it)is summed up in the phrase:

Which organisational structure actually consists of several organisations?

The two fundamental requirements of all organisational structures are divisionalisation and decentralisation.

Coordination through formal hierarchy relies mainly on:

An organisation's decision to compete through innovation is an expression of its:

Team-based organisational structures are usually found:

Two fundamental processes in organisation structure are:

What role does organisational strategy play in designing organisations?

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Culture

Organisational Change

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Exam 13: Organisational Structure

Companies are more likely to form network structures when:

Dividing work into more specialised jobs tends to:

Briefly explain concurrent engineering with a suitable example.

Standardising work through job descriptions and procedures:

One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.

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

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

An organisation's structure is mainly its organisational chart.

Organisational structures are tools for change.

Dispersing decision authority and power throughout the organisation is called:

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

A team-based organisation usually has:

The idea that an organisation interacts with its environment (rather than being totally determined by it)is summed up in the phrase:

Which organisational structure actually consists of several organisations?

The two fundamental requirements of all organisational structures are divisionalisation and decentralisation.

Coordination through formal hierarchy relies mainly on:

An organisation's decision to compete through innovation is an expression of its:

Team-based organisational structures are usually found:

Two fundamental processes in organisation structure are:

What role does organisational strategy play in designing organisations?

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Culture

Organisational Change

Filters