Question 1

An important implication of high differentiation in an organization is that:

Accepted Answer

A)  controlling the environment will be difficult. 
B)  the hierarchy of authority will be the most important integrating mechanism. 
C)  coordination between departments will be difficult. 
D)  the organization will be more organic. 
A)  controlling the environment will be difficult. 
B)  the hierarchy of authority will be the most important integrating mechanism. 
C)  coordination between departments will be difficult. 
D)  the organization will be more organic.

Question 2

In a complex organization, both the division of labor and differentiation are high.

Accepted Answer

A) True 
 B)False

Question 3

McDonald's solved most of its organizational problems by becoming more organic.

Accepted Answer

A) True 
 B)False

Question 4

A ________ is a subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

Accepted Answer

A)  role 
B)  function 
C)  hierarchy 
D)  norm 
A)  role 
B)  function 
C)  hierarchy 
D)  norm

Question 5

________ means that the authority to make important decisions about organizational resources and new projects is delegated to managers at all levels in the hierarchy.

Accepted Answer

A)  Standardization 
B)  Decentralization 
C)  Centralization 
D)  Direct contact 
A)  Standardization 
B)  Decentralization 
C)  Centralization 
D)  Direct contact

Question 6

The study by Lawrence and Lorsch:

Accepted Answer

A)  analyzes mechanistic and organic structures. 
B)  supports resource dependency theory. 
C)  supports contingency theory. 
D)  supports transaction cost theory. 
A)  analyzes mechanistic and organic structures. 
B)  supports resource dependency theory. 
C)  supports contingency theory. 
D)  supports transaction cost theory.

Question 7

Differentiation entails establishing and controlling the division of labor.

Accepted Answer

A) True 
 B)False

Question 8

________ are task-related behaviors required of a position in an organization.

Accepted Answer

A)  Norms 
B)  Controls 
C)  Organizational roles 
D)  Rules 
A)  Norms 
B)  Controls 
C)  Organizational roles 
D)  Rules

Question 9

The primary integrating mechanism used in a mechanistic structure is/are ________.

Accepted Answer

A)  direct contact 
B)  the hierarchy of authority 
C)  task forces 
D)  liaison roles 
A)  direct contact 
B)  the hierarchy of authority 
C)  task forces 
D)  liaison roles

Question 10

Norms are:

Accepted Answer

A)  formal written statements that control behavior. 
B)  often established by the informal organization. 
C)  easier to change than rules. 
D)  used only at lower levels in the organization. 
A)  formal written statements that control behavior. 
B)  often established by the informal organization. 
C)  easier to change than rules. 
D)  used only at lower levels in the organization.

Question 11

The relationship between teams and task forces as integrating mechanisms is that:

Accepted Answer

A)  task forces involve many departments and teams involve only a few departments. 
B)  task forces are formally assigned and teams evolve. 
C)  task forces are used for routine problems and teams are created to solve specific problems. 
D)  teams are permanent task forces. 
A)  task forces involve many departments and teams involve only a few departments. 
B)  task forces are formally assigned and teams evolve. 
C)  task forces are used for routine problems and teams are created to solve specific problems. 
D)  teams are permanent task forces.

Question 12

Mechanistic structures usually have a high level of formalization.

Accepted Answer

A) True 
 B)False

Question 13

A restaurant has so much conflict between the cooks and the wait staff that they hire a supervisor to handle communication between the two functions. They have created a(n) ________.

Accepted Answer

A)  task force 
B)  integrating role 
C)  direct contact 
D)  level in the hierarchy 
A)  task force 
B)  integrating role 
C)  direct contact 
D)  level in the hierarchy

Question 14

In a complex organization, differentiation is ________ and division of labor is ________ .

Accepted Answer

A)  low/high 
B)  low/low 
C)  high/low 
D)  high/high 
A)  low/high 
B)  low/low 
C)  high/low 
D)  high/high

Question 15

Subunit orientation is the tendency to view one's role in the organization strictly from the perspective of one's own subunit, or department.

Accepted Answer

A) True 
 B)False

Question 16

Which is not a part of horizontal differentiation?

Accepted Answer

A)  Specialization 
B)  Division of labor 
C)  Increased productivity 
D)  Centralization 
A)  Specialization 
B)  Division of labor 
C)  Increased productivity 
D)  Centralization

Question 17

As theB.A.R. and Grille Restaurant grew, Bob and Amanda did not:

Accepted Answer

A)  allocate resources to tasks. 
B)  perform all the tasks themselves. 
C)  increase the division of labor. 
D)  allocate people to tasks. 
A)  allocate resources to tasks. 
B)  perform all the tasks themselves. 
C)  increase the division of labor. 
D)  allocate people to tasks.

Question 18

A manager at a very mechanistic nulcear power plant has been reading about the advantages of a flexible, organic structure. He thinks this would foster creativity and teamwork, and wants to restructure. What advice would you have for him?

Accepted Answer

Organic is not necessarily better than m

Question 19

In a simple organization, differentiation is and the division of labor is ________ .

Accepted Answer

A)  low/high 
B)  low/low 
C)  high/high 
D)  high/low 
A)  low/high 
B)  low/low 
C)  high/high 
D)  high/low

Question 20

Which of the following structures is most appropriate for an organization that operates in a dynamic environment?

Accepted Answer

A)  Differentiated 
B)  Systematic 
C)  Organic 
D)  Mechanistic 
A)  Differentiated 
B)  Systematic 
C)  Organic 
D)  Mechanistic

An important implication of high differentiation in an organization is that:

In a complex organization, both the division of labor and differentiation are high.

McDonald's solved most of its organizational problems by becoming more organic.

A ________ is a subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

________ means that the authority to make important decisions about organizational resources and new projects is delegated to managers at all levels in the hierarchy.

The study by Lawrence and Lorsch:

Differentiation entails establishing and controlling the division of labor.

________ are task-related behaviors required of a position in an organization.

The primary integrating mechanism used in a mechanistic structure is/are ________.

Norms are:

The relationship between teams and task forces as integrating mechanisms is that:

Mechanistic structures usually have a high level of formalization.

A restaurant has so much conflict between the cooks and the wait staff that they hire a supervisor to handle communication between the two functions. They have created a(n) ________.

In a complex organization, differentiation is and division of labor is .

Subunit orientation is the tendency to view one's role in the organization strictly from the perspective of one's own subunit, or department.

Which is not a part of horizontal differentiation?

As theB.A.R. and Grille Restaurant grew, Bob and Amanda did not:

A manager at a very mechanistic nulcear power plant has been reading about the advantages of a flexible, organic structure. He thinks this would foster creativity and teamwork, and wants to restructure. What advice would you have for him?

In a simple organization, differentiation is and the division of labor is ________ .

Which of the following structures is most appropriate for an organization that operates in a dynamic environment?

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

An important implication of high differentiation in an organization is that:

In a complex organization, both the division of labor and differentiation are high.

McDonald's solved most of its organizational problems by becoming more organic.

A ________ is a subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

________ means that the authority to make important decisions about organizational resources and new projects is delegated to managers at all levels in the hierarchy.

The study by Lawrence and Lorsch:

Differentiation entails establishing and controlling the division of labor.

________ are task-related behaviors required of a position in an organization.

The primary integrating mechanism used in a mechanistic structure is/are ________.

Norms are:

The relationship between teams and task forces as integrating mechanisms is that:

Mechanistic structures usually have a high level of formalization.

A restaurant has so much conflict between the cooks and the wait staff that they hire a supervisor to handle communication between the two functions. They have created a(n) ________.

In a complex organization, differentiation is ________ and division of labor is ________ .

Subunit orientation is the tendency to view one's role in the organization strictly from the perspective of one's own subunit, or department.

Which is not a part of horizontal differentiation?

As theB.A.R. and Grille Restaurant grew, Bob and Amanda did not:

A manager at a very mechanistic nulcear power plant has been reading about the advantages of a flexible, organic structure. He thinks this would foster creativity and teamwork, and wants to restructure. What advice would you have for him?

In a simple organization, differentiation is and the division of labor is ________ .

Which of the following structures is most appropriate for an organization that operates in a dynamic environment?

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

In a complex organization, differentiation is and division of labor is .