Question 1

What is a divisional structure? List the three categories and provide an example of each.

Accepted Answer

Divisional structure is an organisationa

Question 2

A team-based organisational structure has:

Accepted Answer

A)  Inter-organisational networks configured in a tall hierarchy with high formalisation 
B)  Self-directed work teams in a flat hierarchy with little formalisation 
C)  Functional departments in a tall hierarchy with little formalisation 
D)  Divisional units in a flat hierarchy with high formalisation 
A)  Inter-organisational networks configured in a tall hierarchy with high formalisation 
B)  Self-directed work teams in a flat hierarchy with little formalisation 
C)  Functional departments in a tall hierarchy with little formalisation 
D)  Divisional units in a flat hierarchy with high formalisation

Question 3

Compared with divisionalised structures,functional structures are known to:

Accepted Answer

A)  Create better economies of scale 
B)  Be more responsive to local markets or clients 
C)  Encourage employees to focus on the organisation's superordinate goals 
D)  Reduce conflict and coordination problems across work units 
A)  Create better economies of scale 
B)  Be more responsive to local markets or clients 
C)  Encourage employees to focus on the organisation's superordinate goals 
D)  Reduce conflict and coordination problems across work units

Question 4

Organic structures are better suited to dynamic environments than to routine environments.

Accepted Answer

A) True 
 B)False

Question 5

Coordination of work activities is required:

Accepted Answer

A)  Whenever there is division of labour 
B)  Only in team-based organisations 
C)  Whenever the organisation has more than approximately 100 employees 
D)  Only when organisations operate in complex environments 
A)  Whenever there is division of labour 
B)  Only in team-based organisations 
C)  Whenever the organisation has more than approximately 100 employees 
D)  Only when organisations operate in complex environments

Question 6

An organisation with a differentiation strategy should:

Accepted Answer

A)  Adopt an organic structure and make extensive use of informal communication to coordinate work 
B)  Centralise and formalise its organisational structure 
C)  Coordinate employees by writing up formal rules and procedures 
D)  Switch to a cost leadership strategy as quickly as possible 
A)  Adopt an organic structure and make extensive use of informal communication to coordinate work 
B)  Centralise and formalise its organisational structure 
C)  Coordinate employees by writing up formal rules and procedures 
D)  Switch to a cost leadership strategy as quickly as possible

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

Mechanistic structures operate best in stable environments.

Accepted Answer

A) True 
 B)False

Question 9

The main reason why companies are moving toward flatter organisational structures is that it improves coordination through formal hierarchy.

Accepted Answer

A) True 
 B)False

Question 10

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 
A)  A network structure 
B)  Project teams 
C)  A simple structure 
D)  A mechanistic structure

Question 11

Organisations tend to form two clusters based on their span of control,centralisation and formalisation.The two clusters represented by these organisational design features are called:

Accepted Answer

A)  Hierarchical versus delayered 
B)  Networked versus team-based 
C)  Geographic versus product/client divisions 
D)  Organic versus mechanistic 
A)  Hierarchical versus delayered 
B)  Networked versus team-based 
C)  Geographic versus product/client divisions 
D)  Organic versus mechanistic

Question 12

Executives at CelCorp,a major telecommunications company,are concerned that its organisational structure is ineffective.The company currently has a functional structure in which employees are grouped by specialisation-manufacturing,marketing,research,administration,etc.CelCorp has manufacturing plants in six countries throughout the globe,marketing operations in several dozen countries,and research and development centres in three countries.The company makes three distinct products with approximately equal revenue- mobile telephones,satellite communication systems and internet routers.Recommend a new organisational structure for CelCorp and justify your decision.

Accepted Answer

CelCorp's current situation clearly call

Question 13

Team-based organisational structures are usually found within larger divisionalised structures.

Accepted Answer

A) True 
 B)False

Question 14

All organisations have:

Accepted Answer

A)  A formal hierarchy that includes supervisors and non-supervisory employees 
B)  A divisionalised structure 
C)  Some form of coordinating mechanism 
D)  A mechanistic structure 
A)  A formal hierarchy that includes supervisors and non-supervisory employees 
B)  A divisionalised structure 
C)  Some form of coordinating mechanism 
D)  A mechanistic structure

Question 15

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

Accepted Answer

A) True 
 B)False

Question 16

The formal hierarchy has traditionally been applauded as the optimal coordinating mechanism for:

Accepted Answer

A)  Small organisations 
B)  Large organisations 
C)  Start-ups 
D)  All of the options listed here are correct 
A)  Small organisations 
B)  Large organisations 
C)  Start-ups 
D)  All of the options listed here are correct

Question 17

What is liability of newness? How can it be minimised?

Accepted Answer

Liability of newness is a problem that s

Question 18

Tall hierarchies tend to undermine employee empowerment and engagement because they focus on:

Accepted Answer

A)  Delayering 
B)  Restricting managerial career development 
C)  Increasing workload stress 
D)  Power around managers rather than employees 
A)  Delayering 
B)  Restricting managerial career development 
C)  Increasing workload stress 
D)  Power around managers rather than employees

Question 19

A widely accepted scholarly view of an organisation's structure and its environment is that organisational decision makers can choose the environments in which they want to operate.

Accepted Answer

A) True 
 B)False

Question 20

Formalisation represents the establishment of standardisation as a coordinating mechanism.

Accepted Answer

A) True 
 B)False

What is a divisional structure? List the three categories and provide an example of each.

A team-based organisational structure has:

Compared with divisionalised structures,functional structures are known to:

Organic structures are better suited to dynamic environments than to routine environments.

Coordination of work activities is required:

An organisation with a differentiation strategy should:

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

Mechanistic structures operate best in stable environments.

The main reason why companies are moving toward flatter organisational structures is that it improves coordination through formal hierarchy.

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

Organisations tend to form two clusters based on their span of control,centralisation and formalisation.The two clusters represented by these organisational design features are called:

Team-based organisational structures are usually found within larger divisionalised structures.

All organisations have:

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

The formal hierarchy has traditionally been applauded as the optimal coordinating mechanism for:

What is liability of newness? How can it be minimised?

Tall hierarchies tend to undermine employee empowerment and engagement because they focus on:

A widely accepted scholarly view of an organisation's structure and its environment is that organisational decision makers can choose the environments in which they want to operate.

Formalisation represents the establishment of standardisation as a coordinating mechanism.

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

Exam 13: Organisational Structure

What is a divisional structure? List the three categories and provide an example of each.

A team-based organisational structure has:

Compared with divisionalised structures,functional structures are known to:

Organic structures are better suited to dynamic environments than to routine environments.

Coordination of work activities is required:

An organisation with a differentiation strategy should:

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

Mechanistic structures operate best in stable environments.

The main reason why companies are moving toward flatter organisational structures is that it improves coordination through formal hierarchy.

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

Organisations tend to form two clusters based on their span of control,centralisation and formalisation.The two clusters represented by these organisational design features are called:

Team-based organisational structures are usually found within larger divisionalised structures.

All organisations have:

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

The formal hierarchy has traditionally been applauded as the optimal coordinating mechanism for:

What is liability of newness? How can it be minimised?

Tall hierarchies tend to undermine employee empowerment and engagement because they focus on:

A widely accepted scholarly view of an organisation's structure and its environment is that organisational decision makers can choose the environments in which they want to operate.

Formalisation represents the establishment of standardisation as a coordinating mechanism.

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