Question 1

Modern managers find that they can ________ if their employees are experienced, well-trained, and motivated.

Accepted Answer

A)  increase their span of control 
B)  decrease their span of control 
C)  eliminate their span of control 
D)  fluctuate their span of control 
A)  increase their span of control 
B)  decrease their span of control 
C)  eliminate their span of control 
D)  fluctuate their span of control A

Question 2

The relationship between organizational size and structure tends to be linear.

Accepted Answer

A) True 
 B)False  False

Question 3

Organizational design is the process in which managers change or develop an organization's structure.

Accepted Answer

A) True 
 B)False  True

Question 4

________ is the obligation or expectation to perform a duty.

Accepted Answer

A)  Responsibility 
B)  Unity of command 
C)  Chain of command 
D)  Span of control 
A)  Responsibility 
B)  Unity of command 
C)  Chain of command 
D)  Span of control

Question 5

There are four basic elements in organizational structure.

Accepted Answer

A) True 
 B)False

Question 6

What is a weakness of a simple structure?

Accepted Answer

A)  Duplication of activities and resources increases costs and reduces efficiency. 
B)  Functional specialists become insulated and have little understanding of what other units are doing. 
C)  Pursuit of functional goals can cause managers to lose sight of what is best for the overall organization. 
D)  Reliance on a single person is risky. 
A)  Duplication of activities and resources increases costs and reduces efficiency. 
B)  Functional specialists become insulated and have little understanding of what other units are doing. 
C)  Pursuit of functional goals can cause managers to lose sight of what is best for the overall organization. 
D)  Reliance on a single person is risky.

Question 7

In Woodward's study, this type of production was the most complex and the most sophisticated.

Accepted Answer

A)  unit production 
B)  mass production 
C)  process production 
D)  technological production 
A)  unit production 
B)  mass production 
C)  process production 
D)  technological production

Question 8

Joan Woodward conducted pioneering studies on how this affected the structure of companies.

Accepted Answer

A)  ethics 
B)  technology 
C)  values 
D)  corporate culture 
A)  ethics 
B)  technology 
C)  values 
D)  corporate culture

Question 9

Which of the following statements is true?

Accepted Answer

A)  Power is a right. 
B)  Authority is one's ability to influence decisions. 
C)  Authority is a right. 
D)  Both power and authority are rights. 
A)  Power is a right. 
B)  Authority is one's ability to influence decisions. 
C)  Authority is a right. 
D)  Both power and authority are rights.

Question 10

All of the following are characteristics of a highly formalized organization EXCEPT ________.

Accepted Answer

A)  explicit job descriptions 
B)  little discretion for employees 
C)  minimum number of rules 
D)  a standardized way of doing things 
A)  explicit job descriptions 
B)  little discretion for employees 
C)  minimum number of rules 
D)  a standardized way of doing things

Question 11

Vertical boundaries separate employees by their rank in an organization.

Accepted Answer

A) True 
 B)False

Question 12

In a short essay, describe the characteristics of a functional structure.

Accepted Answer

A functional structure is an organizatio

Question 13

Eric the Redd (Scenario)
Eric Redd graduated from college and was hired by a corporation that manufactured parts for the automotive industry. The employees on the assembly line seemed bored, and their motivation was low. Eric's employer decided to try to reorganize to increase productivity. During his career, Eric will see his job change from an engineer to a more complex job assignment.
-The jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers. This is a reduction in ________.

Accepted Answer

A)  work specialization 
B)  departmentalization 
C)  chain of command 
D)  centralization 
A)  work specialization 
B)  departmentalization 
C)  chain of command 
D)  centralization

Question 14

________ reflects the degree to which decision making is distributed throughout the hierarchy rather than concentrated at the top.

Accepted Answer

A)  Centralization 
B)  Span of control 
C)  Concentration 
D)  Decentralization 
A)  Centralization 
B)  Span of control 
C)  Concentration 
D)  Decentralization

Question 15

Recent studies on Woodward's initial research found that if the technology was nonroutine, this structure worked best.

Accepted Answer

A)  mechanistic 
B)  traditional 
C)  inorganic 
D)  organic 
A)  mechanistic 
B)  traditional 
C)  inorganic 
D)  organic

Question 16

A bank manager who passes out bonuses at the end of the year is exercising this.

Accepted Answer

A)  reward power 
B)  coercive power 
C)  expert power 
D)  referent power 
A)  reward power 
B)  coercive power 
C)  expert power 
D)  referent power

Question 17

Which of the following areas has opened up new possibilities for how and where employees work?

Accepted Answer

A)  information technology 
B)  human resources 
C)  organizational design 
D)  global competition 
A)  information technology 
B)  human resources 
C)  organizational design 
D)  global competition

Question 18

In a ________, employees are recruited from functional departments to work on a specific project for a limited time period.

Accepted Answer

A)  team structure 
B)  divisional structure 
C)  product structure 
D)  matrix structure 
A)  team structure 
B)  divisional structure 
C)  product structure 
D)  matrix structure

Question 19

Employees in an organization with a matrix design can have two bosses for the same job.

Accepted Answer

A) True 
 B)False

Question 20

Organizational learning can't take place without ________.

Accepted Answer

A)  complete privacy for employees 
B)  a clear chain of command 
C)  a shared vision of the future 
D)  a stable structure or hierarchy 
A)  complete privacy for employees 
B)  a clear chain of command 
C)  a shared vision of the future 
D)  a stable structure or hierarchy

Modern managers find that they can ________ if their employees are experienced, well-trained, and motivated.

The relationship between organizational size and structure tends to be linear.

Organizational design is the process in which managers change or develop an organization's structure.

________ is the obligation or expectation to perform a duty.

There are four basic elements in organizational structure.

What is a weakness of a simple structure?

In Woodward's study, this type of production was the most complex and the most sophisticated.

Joan Woodward conducted pioneering studies on how this affected the structure of companies.

Which of the following statements is true?

All of the following are characteristics of a highly formalized organization EXCEPT ________.

Vertical boundaries separate employees by their rank in an organization.

In a short essay, describe the characteristics of a functional structure.

________ reflects the degree to which decision making is distributed throughout the hierarchy rather than concentrated at the top.

Recent studies on Woodward's initial research found that if the technology was nonroutine, this structure worked best.

A bank manager who passes out bonuses at the end of the year is exercising this.

Which of the following areas has opened up new possibilities for how and where employees work?

In a ________, employees are recruited from functional departments to work on a specific project for a limited time period.

Employees in an organization with a matrix design can have two bosses for the same job.

Organizational learning can't take place without ________.

Managers and Management

A History Module

The Management Environment

Integrative Managerial Issues

Foundations of Decision Making

A Quantitative Module

Foundations of Planning

Managing Human Resources

A Career Module

Managing Change and Innovation

Foundations of Individual Behavior

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Communication and Information

Foundations of Control

Operations Management

A Entrepreneurship Module

Filters

Exam 8: Organizational Structure and Design

Modern managers find that they can ________ if their employees are experienced, well-trained, and motivated.

The relationship between organizational size and structure tends to be linear.

Organizational design is the process in which managers change or develop an organization's structure.

________ is the obligation or expectation to perform a duty.

There are four basic elements in organizational structure.

What is a weakness of a simple structure?

In Woodward's study, this type of production was the most complex and the most sophisticated.

Joan Woodward conducted pioneering studies on how this affected the structure of companies.

Which of the following statements is true?

All of the following are characteristics of a highly formalized organization EXCEPT ________.

Vertical boundaries separate employees by their rank in an organization.

In a short essay, describe the characteristics of a functional structure.

________ reflects the degree to which decision making is distributed throughout the hierarchy rather than concentrated at the top.

Recent studies on Woodward's initial research found that if the technology was nonroutine, this structure worked best.

A bank manager who passes out bonuses at the end of the year is exercising this.

Which of the following areas has opened up new possibilities for how and where employees work?

In a ________, employees are recruited from functional departments to work on a specific project for a limited time period.

Employees in an organization with a matrix design can have two bosses for the same job.

Organizational learning can't take place without ________.

Managers and Management

A History Module

The Management Environment

Integrative Managerial Issues

Foundations of Decision Making

A Quantitative Module

Foundations of Planning

Managing Human Resources

A Career Module

Managing Change and Innovation

Foundations of Individual Behavior

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Communication and Information

Foundations of Control

Operations Management

A Entrepreneurship Module

Filters