Question 1

Personnel is a ________ function.

Accepted Answer

A)  support 
B)  managerial 
C)  production 
D)  maintenance 
A)  support 
B)  managerial 
C)  production 
D)  maintenance D

Question 2

According to Burns and Stalker, an organization in a stable environment should:

Accepted Answer

A)  adopt a mechanistic structure. 
B)  use complex integrating mechanisms. 
C)  adopt an organic structure. 
D)  use mutual adjustment. 
A)  adopt a mechanistic structure. 
B)  use complex integrating mechanisms. 
C)  adopt an organic structure. 
D)  use mutual adjustment. A

Question 3

Which of the following integrating mechanisms is most appropriate for an organization that has low differentiation?

Accepted Answer

A)  Teams 
B)  Integrating roles 
C)  Direct contact 
D)  Task forces 
A)  Teams 
B)  Integrating roles 
C)  Direct contact 
D)  Task forces C

Question 4

According to Burns and Stalker, an organization should ________ its structure to match its environment for effectiveness.

Accepted Answer

A)  simplify 
B)  centralize 
C)  adapt 
D)  decentralize 
A)  simplify 
B)  centralize 
C)  adapt 
D)  decentralize

Question 5

Which of the following is the simplest integrating mechanism?

Accepted Answer

A)  Task force 
B)  Liaison role 
C)  Direct contact 
D)  Hierarchy of authority 
A)  Task force 
B)  Liaison role 
C)  Direct contact 
D)  Hierarchy of authority

Question 6

________ is the process of coordinating various tasks, functions, and divisions to work together and not be at cross-purposes.

Accepted Answer

A)  Integration 
B)  Organizational behavior 
C)  Supervision 
D)  Subunit orientation 
A)  Integration 
B)  Organizational behavior 
C)  Supervision 
D)  Subunit orientation

Question 7

A large defense company has decided to open a nuclear plant as a subsidiary. What design characteristics should the structure of this plant have?

Accepted Answer

The organization will want employee beha

Question 8

________ is the process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships to reach goals.

Accepted Answer

A)  Structure 
B)  Management 
C)  Differentiation 
D)  Strategy 
A)  Structure 
B)  Management 
C)  Differentiation 
D)  Strategy

Question 9

Which of the following functions helps an organization control its relations with its environment and its stakeholders?

Accepted Answer

A)  Production 
B)  Support 
C)  Managerial 
D)  Adaptive 
A)  Production 
B)  Support 
C)  Managerial 
D)  Adaptive

Question 10

________ is the extent to which an organization depends on rules and procedures.

Accepted Answer

A)  Formalization 
B)  Horizontal differentiation 
C)  Socialization 
D)  Vertical differentiation 
A)  Formalization 
B)  Horizontal differentiation 
C)  Socialization 
D)  Vertical differentiation

Question 11

Mutual adjustment is the:

Accepted Answer

A)  process of using the hierarchy of authority to integrate subunits. 
B)  process of strictly following written rules. 
C)  process of using judgment to address a problem. 
D)  result of centralization. 
A)  process of using the hierarchy of authority to integrate subunits. 
B)  process of strictly following written rules. 
C)  process of using judgment to address a problem. 
D)  result of centralization.

Question 12

Formalization is more appropriate in an environment that requires high levels of mutual adjustment.

Accepted Answer

A) True 
 B)False

Question 13

"Rate-Busters" are:

Accepted Answer

A)  punished because they violate the norm by working too slow. 
B)  punished by managers because they break the rules. 
C)  punished because they violate the norm by working too fast. 
D)  praised because they slow down the pace of work. 
A)  punished because they violate the norm by working too slow. 
B)  punished by managers because they break the rules. 
C)  punished because they violate the norm by working too fast. 
D)  praised because they slow down the pace of work.

Question 14

An organic structure is characterized by:

Accepted Answer

A)  simple integrating mechanisms. 
B)  a high level of standardization. 
C)  loosely defined roles. 
D)  centralization. 
A)  simple integrating mechanisms. 
B)  a high level of standardization. 
C)  loosely defined roles. 
D)  centralization.

Question 15

________ causes functions or divisions to develop subunit orientations.

Accepted Answer

A)  Horizontal differentiation 
B)  Integration 
C)  Vertical differentiation 
D)  Authority 
A)  Horizontal differentiation 
B)  Integration 
C)  Vertical differentiation 
D)  Authority

Question 16

________ is the process by which organizational members learn the norms of the organization.

Accepted Answer

A)  Mutual adjustment 
B)  Standardization 
C)  Socialization 
D)  Integration 
A)  Mutual adjustment 
B)  Standardization 
C)  Socialization 
D)  Integration

Question 17

Which of the following integrating mechanisms is/are independent of the subunits or divisions being integrated?

Accepted Answer

A)  Liaison roles 
B)  Integrating roles 
C)  Task forces 
D)  Teams 
A)  Liaison roles 
B)  Integrating roles 
C)  Task forces 
D)  Teams

Question 18

Discuss the advantages and disadvantages of an organization that has centralized decision making authority.

Accepted Answer

Centralized authority allows top manager

Question 19

In a simple organization, differentiation is low because division of labor is low.

Accepted Answer

A) True 
 B)False

Question 20

McDonald's has made its organizational structure more organic.

Accepted Answer

A) True 
 B)False

Personnel is a ________ function.

According to Burns and Stalker, an organization in a stable environment should:

Which of the following integrating mechanisms is most appropriate for an organization that has low differentiation?

According to Burns and Stalker, an organization should ________ its structure to match its environment for effectiveness.

Which of the following is the simplest integrating mechanism?

________ is the process of coordinating various tasks, functions, and divisions to work together and not be at cross-purposes.

A large defense company has decided to open a nuclear plant as a subsidiary. What design characteristics should the structure of this plant have?

________ is the process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships to reach goals.

Which of the following functions helps an organization control its relations with its environment and its stakeholders?

________ is the extent to which an organization depends on rules and procedures.

Mutual adjustment is the:

Formalization is more appropriate in an environment that requires high levels of mutual adjustment.

"Rate-Busters" are:

An organic structure is characterized by:

________ causes functions or divisions to develop subunit orientations.

________ is the process by which organizational members learn the norms of the organization.

Which of the following integrating mechanisms is/are independent of the subunits or divisions being integrated?

Discuss the advantages and disadvantages of an organization that has centralized decision making authority.

In a simple organization, differentiation is low because division of labor is low.

McDonald's has made its organizational structure more organic.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 4: Basic Challenges of Organizational Design

Personnel is a ________ function.

According to Burns and Stalker, an organization in a stable environment should:

Which of the following integrating mechanisms is most appropriate for an organization that has low differentiation?

According to Burns and Stalker, an organization should ________ its structure to match its environment for effectiveness.

Which of the following is the simplest integrating mechanism?

________ is the process of coordinating various tasks, functions, and divisions to work together and not be at cross-purposes.

A large defense company has decided to open a nuclear plant as a subsidiary. What design characteristics should the structure of this plant have?

________ is the process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships to reach goals.

Which of the following functions helps an organization control its relations with its environment and its stakeholders?

________ is the extent to which an organization depends on rules and procedures.

Mutual adjustment is the:

Formalization is more appropriate in an environment that requires high levels of mutual adjustment.

"Rate-Busters" are:

An organic structure is characterized by:

________ causes functions or divisions to develop subunit orientations.

________ is the process by which organizational members learn the norms of the organization.

Which of the following integrating mechanisms is/are independent of the subunits or divisions being integrated?

Discuss the advantages and disadvantages of an organization that has centralized decision making authority.

In a simple organization, differentiation is low because division of labor is low.

McDonald's has made its organizational structure more organic.

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters