Question 1

Lawrence and Lorsch studied the following three industries: plastics, food processing, and car manufacturing.

Accepted Answer

A) True 
 B)False

Question 2

A salesperson reports to the sales manager of a computer company. This integrating mechanism is ________.

Accepted Answer

A)  task force 
B)  hierarchy of authority 
C)  team 
D)  liaison role 
A)  task force 
B)  hierarchy of authority 
C)  team 
D)  liaison role

Question 3

The opposite of standardization is ________.

Accepted Answer

A)  de-standardization 
B)  decentralization 
C)  mutual adjustment 
D)  customization 
A)  de-standardization 
B)  decentralization 
C)  mutual adjustment 
D)  customization

Question 4

When individuals use their own judgment rather than relying on rules, it is called ________.

Accepted Answer

A)  decentralization 
B)  empowerment 
C)  standardization 
D)  mutual adjustment 
A)  decentralization 
B)  empowerment 
C)  standardization 
D)  mutual adjustment

Question 5

Production is concerned about reducing costs in the short-term whereas R&D is concerned about innovation, which is long-term. This is an example of ________.

Accepted Answer

A)  educational differences 
B)  standardization 
C)  subunit orientation 
D)  integration 
A)  educational differences 
B)  standardization 
C)  subunit orientation 
D)  integration

Question 6

Company XYZ is missing many new opportunities because employees do not take responsibilities or risks. What is the primary design challenge facing this organization?

Accepted Answer

A)  Balancing centralization and decentralization 
B)  Establishing levels of horizontal and vertical differentiation 
C)  Coordinating the formal and informal organization 
D)  Balancing differentiation and integration 
A)  Balancing centralization and decentralization 
B)  Establishing levels of horizontal and vertical differentiation 
C)  Coordinating the formal and informal organization 
D)  Balancing differentiation and integration

Question 7

Determining the number of levels to have in the hierarchy is part of ________ .

Accepted Answer

A)  mutual adjustment 
B)  horizontal differentiation 
C)  vertical differentiation 
D)  standardization 
A)  mutual adjustment 
B)  horizontal differentiation 
C)  vertical differentiation 
D)  standardization

Question 8

________ structures are designed to induce people to behave in predictable, accountable ways.

Accepted Answer

A)  Decentralized 
B)  Mechanistic 
C)  Organic 
D)  Simple 
A)  Decentralized 
B)  Mechanistic 
C)  Organic 
D)  Simple

Question 9

Subunit orientations are the result of differences in:

Accepted Answer

A)  the personalities of organizational managers. 
B)  official goals. 
C)  perspectives of time frames and goals among departments. 
D)  external environments among departments. 
A)  the personalities of organizational managers. 
B)  official goals. 
C)  perspectives of time frames and goals among departments. 
D)  external environments among departments.

Question 10

A waiter sets up a meeting with the cook to discuss why the food keeps taking so long to cook. This integrating mechanism is called ________.

Accepted Answer

A)  hierarchy of authority 
B)  direct contact 
C)  integrating role 
D)  task force 
A)  hierarchy of authority 
B)  direct contact 
C)  integrating role 
D)  task force

Question 11

A ________ is a classification of people according to authority and rank.

Accepted Answer

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

Question 12

To prevent subunit orientation, management should have clear job descriptions in place.

Accepted Answer

A) True 
 B)False

Question 13

The primary difference between a task force and a team is that a task force is designed to be temporary.

Accepted Answer

A) True 
 B)False

Question 14

When an organization has a high level of formalization, it will generally:

Accepted Answer

A)  promote innovation and flexibility. 
B)  decentralize decision-making authority. 
C)  centralize decision-making authority. 
D)  encourage mutual adjustment. 
A)  promote innovation and flexibility. 
B)  decentralize decision-making authority. 
C)  centralize decision-making authority. 
D)  encourage mutual adjustment.

Question 15

What are some ways a company can design its structure to foster innovative behavior?

Accepted Answer

If a company desires innovation and flex

Question 16

A disadvantage of centralization is that:

Accepted Answer

A)  it is hard to predict employees' behavior. 
B)  it makes coordination difficult. 
C)  top managers may neglect strategic decision making about future organizational activities such as deciding on which strategy to use to expand globally. 
D)  top managers may neglect operational decision making about day-to-day activities such as hiring. 
A)  it is hard to predict employees' behavior. 
B)  it makes coordination difficult. 
C)  top managers may neglect strategic decision making about future organizational activities such as deciding on which strategy to use to expand globally. 
D)  top managers may neglect operational decision making about day-to-day activities such as hiring.

Question 17

The organization is very status conscious in a mechanistic structure.

Accepted Answer

A) True 
 B)False

Question 18

Integration is the way in which a company allocates people and resources to organizational tasks.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following is an adaptive function?

Accepted Answer

A)  Public relations 
B)  Sales 
C)  Engineering 
D)  Long-range planning 
A)  Public relations 
B)  Sales 
C)  Engineering 
D)  Long-range planning

Question 20

If an organization has a high degree of integration, then it should have a low degree of differentiation.

Accepted Answer

A) True 
 B)False

Lawrence and Lorsch studied the following three industries: plastics, food processing, and car manufacturing.

A salesperson reports to the sales manager of a computer company. This integrating mechanism is ________.

The opposite of standardization is ________.

When individuals use their own judgment rather than relying on rules, it is called ________.

Production is concerned about reducing costs in the short-term whereas R&D is concerned about innovation, which is long-term. This is an example of ________.

Company XYZ is missing many new opportunities because employees do not take responsibilities or risks. What is the primary design challenge facing this organization?

Determining the number of levels to have in the hierarchy is part of ________ .

________ structures are designed to induce people to behave in predictable, accountable ways.

Subunit orientations are the result of differences in:

A waiter sets up a meeting with the cook to discuss why the food keeps taking so long to cook. This integrating mechanism is called ________.

A ________ is a classification of people according to authority and rank.

To prevent subunit orientation, management should have clear job descriptions in place.

The primary difference between a task force and a team is that a task force is designed to be temporary.

When an organization has a high level of formalization, it will generally:

What are some ways a company can design its structure to foster innovative behavior?

A disadvantage of centralization is that:

The organization is very status conscious in a mechanistic structure.

Integration is the way in which a company allocates people and resources to organizational tasks.

Which of the following is an adaptive function?

If an organization has a high degree of integration, then it should have a low degree of differentiation.

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

Lawrence and Lorsch studied the following three industries: plastics, food processing, and car manufacturing.

A salesperson reports to the sales manager of a computer company. This integrating mechanism is ________.

The opposite of standardization is ________.

When individuals use their own judgment rather than relying on rules, it is called ________.

Production is concerned about reducing costs in the short-term whereas R&D is concerned about innovation, which is long-term. This is an example of ________.

Company XYZ is missing many new opportunities because employees do not take responsibilities or risks. What is the primary design challenge facing this organization?

Determining the number of levels to have in the hierarchy is part of ________ .

________ structures are designed to induce people to behave in predictable, accountable ways.

Subunit orientations are the result of differences in:

A waiter sets up a meeting with the cook to discuss why the food keeps taking so long to cook. This integrating mechanism is called ________.

A ________ is a classification of people according to authority and rank.

To prevent subunit orientation, management should have clear job descriptions in place.

The primary difference between a task force and a team is that a task force is designed to be temporary.

When an organization has a high level of formalization, it will generally:

What are some ways a company can design its structure to foster innovative behavior?

A disadvantage of centralization is that:

The organization is very status conscious in a mechanistic structure.

Integration is the way in which a company allocates people and resources to organizational tasks.

Which of the following is an adaptive function?

If an organization has a high degree of integration, then it should have a low degree of differentiation.

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