Question 1

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 
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

Question 2

Organisations tend to become less formalised as they age and grow in number of employees.

Accepted Answer

A) True 
 B)False

Question 3

Organisations that follow a cost leadership strategy should apply an organic organisational structure.

Accepted Answer

A) True 
 B)False

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

There is a wide span of control in team-based structure because teams operate with minimal:

Accepted Answer

A)  Flexibility 
B)  Supervision 
C)  Conflict 
D)  All of the options listed here are correct 
A)  Flexibility 
B)  Supervision 
C)  Conflict 
D)  All of the options listed here are correct

Question 6

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 specialised 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 organisational structure for Protegé Engineering and justify your recommendation.

Accepted Answer

From the fact that Protegé is a project-

Question 7

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 8

The textbook states that all organisational structures include the division of labour and coordination of work.What does this mean and how does departmentalisation contribute to these fundamental requirements?

Accepted Answer

Division of labour refers to the subdivi

Question 9

Discuss the demerits of delayering.

Accepted Answer

Undermining managerial functions-All com

Question 10

Integrator roles increase informal communication as a coordinating mechanism.

Accepted Answer

A) True 
 B)False

Question 11

When work is divided among people,a coordinating mechanism is needed to ensure that everyone works in concert.

Accepted Answer

A) True 
 B)False

Question 12

When work activities are too complex to standardise through extensively training employees,companies need to coordinate work effort through precise job descriptions.

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

A) True 
 B)False

Question 14

One problem with departmentalisation is that it discourages coordination through informal communication.

Accepted Answer

A) True 
 B)False

Question 15

Formal hierarchy is the most effective coordinating mechanism where employees work in non-routine and ambiguous situations.

Accepted Answer

A) True 
 B)False

Question 16

Functional structures foster professional identity and permit greater specialisation than most other forms of departmentalisation.

Accepted Answer

A) True 
 B)False

Question 17

The increasing recognition that an organisation 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 divisionalised structures 
D)  Network structures 
A)  Functional structures 
B)  Simple structures 
C)  Client-based divisionalised structures 
D)  Network structures

Question 18

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 specialisation from sharing knowledge with each other 
C)  Require less coordination than functional or pure divisional structures 
D)  None of the options listed here is correct 
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 specialisation from sharing knowledge with each other 
C)  Require less coordination than functional or pure divisional structures 
D)  None of the options listed here is correct

Question 19

A matrix structure often combines which two forms of departmentalisation?

Accepted Answer

A)  Divisional structure and simple structure 
B)  Network structure and cluster structure 
C)  Simple structure and hybrid structure 
D)  Geographic divisional structure and product divisional structure 
A)  Divisional structure and simple structure 
B)  Network structure and cluster structure 
C)  Simple structure and hybrid structure 
D)  Geographic divisional structure and product divisional structure

Question 20

Job specialisation as part of the organisational process increases:

Accepted Answer

A)  Work cycles 
B)  Work efficiency 
C)  Costs 
D)  Job incumbents 
A)  Work cycles 
B)  Work efficiency 
C)  Costs 
D)  Job incumbents

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

Organisations tend to become less formalised as they age and grow in number of employees.

Organisations that follow a cost leadership strategy should apply an organic organisational structure.

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

There is a wide span of control in team-based structure because teams operate with minimal:

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

The textbook states that all organisational structures include the division of labour and coordination of work.What does this mean and how does departmentalisation contribute to these fundamental requirements?

Discuss the demerits of delayering.

Integrator roles increase informal communication as a coordinating mechanism.

When work is divided among people,a coordinating mechanism is needed to ensure that everyone works in concert.

When work activities are too complex to standardise through extensively training employees,companies need to coordinate work effort through precise job descriptions.

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

One problem with departmentalisation is that it discourages coordination through informal communication.

Formal hierarchy is the most effective coordinating mechanism where employees work in non-routine and ambiguous situations.

Functional structures foster professional identity and permit greater specialisation than most other forms of departmentalisation.

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

Matrix structures tend to:

A matrix structure often combines which two forms of departmentalisation?

Job specialisation as part of the organisational process increases:

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

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

Organisations tend to become less formalised as they age and grow in number of employees.

Organisations that follow a cost leadership strategy should apply an organic organisational structure.

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

There is a wide span of control in team-based structure because teams operate with minimal:

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

The textbook states that all organisational structures include the division of labour and coordination of work.What does this mean and how does departmentalisation contribute to these fundamental requirements?

Discuss the demerits of delayering.

Integrator roles increase informal communication as a coordinating mechanism.

When work is divided among people,a coordinating mechanism is needed to ensure that everyone works in concert.

When work activities are too complex to standardise through extensively training employees,companies need to coordinate work effort through precise job descriptions.

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

One problem with departmentalisation is that it discourages coordination through informal communication.

Formal hierarchy is the most effective coordinating mechanism where employees work in non-routine and ambiguous situations.

Functional structures foster professional identity and permit greater specialisation than most other forms of departmentalisation.

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

Matrix structures tend to:

A matrix structure often combines which two forms of departmentalisation?

Job specialisation as part of the organisational process increases:

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