Question 1

___ organizations are those in which teamwork and intense communication take the place of formal lines of authority.

Accepted Answer

A)  Divisional 
B)  Functional 
C)  Geographical 
D)  Matrix 
E)  Boundaryless 
A)  Divisional 
B)  Functional 
C)  Geographical 
D)  Matrix 
E)  Boundaryless

Question 2

The ___ problem refers to the lack of communication, coordination, and collaborative problem solving across functions.

Accepted Answer

A)  horizontal silos 
B)  vertical bug-a-boo 
C)  functional chimneys 
D)  divisional smokestack 
E)  matrix identity 
A)  horizontal silos 
B)  vertical bug-a-boo 
C)  functional chimneys 
D)  divisional smokestack 
E)  matrix identity

Question 3

Members of matrix organizations may experience task confusion and encounter power struggles because of reporting to both a "project team boss" and a "functional boss."

Accepted Answer

A) True 
 B)False

Question 4

A(n) ___ is a form of organization based on logic, order, and the legitimate use of formal authority.

Accepted Answer

A)  rational structure 
B)  authoritative organization 
C)  ethical culture 
D)  bureaucratic organization 
E)  adaptive structure 
A)  rational structure 
B)  authoritative organization 
C)  ethical culture 
D)  bureaucratic organization 
E)  adaptive structure

Question 5

Which of the following is the most accurate description regarding the purpose of an organization structure?

Accepted Answer

A)  to divide up and coordinate resources and tasks to be done for performance success 
B)  to identify relationships between suppliers and company buyers 
C)  to design titles for different types of workers 
D)  to allocate management authority to department heads 
E)  to assign daily work tasks to workers 
A)  to divide up and coordinate resources and tasks to be done for performance success 
B)  to identify relationships between suppliers and company buyers 
C)  to design titles for different types of workers 
D)  to allocate management authority to department heads 
E)  to assign daily work tasks to workers

Question 6

One of the disadvantages of functional structures is that employees lack a clear career path within functions.

Accepted Answer

A) True 
 B)False

Question 7

A product structure prompts managers to be responsive to changing market demands and customer tastes.

Accepted Answer

A) True 
 B)False

Question 8

Informal structures always work against the achievement of high productivity.

Accepted Answer

A) True 
 B)False

Question 9

When problems occur between functions, they should immediately be referred up to a higher level for resolution.

Accepted Answer

A) True 
 B)False

Question 10

What are the advantages and disadvantages of network structures?

Accepted Answer

The advantages of network structures inc

Question 11

___ have features of ___, including decentralized authority, fewer rules and procedures, less division of labour, wider spans of control, and more personal means of coordination.

Accepted Answer

A)  Adaptive organizations; organic designs 
B)  Bureaucratic organizations; organic designs 
C)  Bureaucratic organizations; mechanistic designs 
D)  Adaptive organizations; mechanistic designs 
E)  Adaptive organizations; functional designs 
A)  Adaptive organizations; organic designs 
B)  Bureaucratic organizations; organic designs 
C)  Bureaucratic organizations; mechanistic designs 
D)  Adaptive organizations; mechanistic designs 
E)  Adaptive organizations; functional designs

Question 12

The staff at Grace Grocery Store is assigned specific tasks such as receiving supply, arranging stock, making sales, preparing cash registers, and so on. They perform the same task every day. The firm is characterized by formal means of coordination. Grace Grocery Store is functioning with a(n) ___ design.

Accepted Answer

A)  organic 
B)  decentralized 
C)  mechanistic 
D)  adaptive 
E)  boundaryless 
A)  organic 
B)  decentralized 
C)  mechanistic 
D)  adaptive 
E)  boundaryless

Question 13

The advantages of network structures include (a) staying cost competitive through reduced overhead and increased operating efficiency, and (b) operating with fewer full-time employees and less complex internal systems.

Accepted Answer

A) True 
 B)False

Question 14

Based on their study of the relationships between environmental uncertainty and systems design, Paul Lawrence and Jay Lorsch found that ___ in uncertain environments had more ___.

Accepted Answer

A)  unsuccessful firms; organic designs 
B)  successful firms; organic designs 
C)  successful firms; mechanistic designs 
D)  small firms; small-batch production technology 
E)  large firms; long-linked technology 
A)  unsuccessful firms; organic designs 
B)  successful firms; organic designs 
C)  successful firms; mechanistic designs 
D)  small firms; small-batch production technology 
E)  large firms; long-linked technology

Question 15

Network structures consist of a central business core that that is linked through networks of relationships with outside contractors and suppliers of essential services.

Accepted Answer

A) True 
 B)False

Question 16

___ is the system of tasks, workflows, reporting relationships, and communication channels that link together the work of diverse individuals and groups.

Accepted Answer

A)  Job design 
B)  Management 
C)  Organization structure 
D)  Strategy 
E)  A work plan 
A)  Job design 
B)  Management 
C)  Organization structure 
D)  Strategy 
E)  A work plan

Question 17

A(n) ___ performs well in environments that demand flexibility in dealing with changing conditions.

Accepted Answer

A)  authoritative structure 
B)  centralized system 
C)  mechanistic design 
D)  adaptive organization 
E)  bureaucratic structure 
A)  authoritative structure 
B)  centralized system 
C)  mechanistic design 
D)  adaptive organization 
E)  bureaucratic structure

Question 18

Divisional structures can create healthy rivalries as divisions compete for available resources.

Accepted Answer

A) True 
 B)False

Question 19

A matrix structure is characterized by poor customer service as it is easy to "pass the buck" if you have two bosses.

Accepted Answer

A) True 
 B)False

Question 20

The functional chimneys problem can slow decision making, diminish cooperation and commitment to a common purpose, and interfere with coordination across functions.

Accepted Answer

A) True 
 B)False

___ organizations are those in which teamwork and intense communication take the place of formal lines of authority.

The ___ problem refers to the lack of communication, coordination, and collaborative problem solving across functions.

Members of matrix organizations may experience task confusion and encounter power struggles because of reporting to both a "project team boss" and a "functional boss."

A(n) ___ is a form of organization based on logic, order, and the legitimate use of formal authority.

Which of the following is the most accurate description regarding the purpose of an organization structure?

One of the disadvantages of functional structures is that employees lack a clear career path within functions.

A product structure prompts managers to be responsive to changing market demands and customer tastes.

Informal structures always work against the achievement of high productivity.

When problems occur between functions, they should immediately be referred up to a higher level for resolution.

What are the advantages and disadvantages of network structures?

_ have features of _, including decentralized authority, fewer rules and procedures, less division of labour, wider spans of control, and more personal means of coordination.

The advantages of network structures include (a) staying cost competitive through reduced overhead and increased operating efficiency, and (b) operating with fewer full-time employees and less complex internal systems.

Based on their study of the relationships between environmental uncertainty and systems design, Paul Lawrence and Jay Lorsch found that _ in uncertain environments had more _.

Network structures consist of a central business core that that is linked through networks of relationships with outside contractors and suppliers of essential services.

___ is the system of tasks, workflows, reporting relationships, and communication channels that link together the work of diverse individuals and groups.

A(n) ___ performs well in environments that demand flexibility in dealing with changing conditions.

Divisional structures can create healthy rivalries as divisions compete for available resources.

A matrix structure is characterized by poor customer service as it is easy to "pass the buck" if you have two bosses.

The functional chimneys problem can slow decision making, diminish cooperation and commitment to a common purpose, and interfere with coordination across functions.

Introducing Management

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Innovation, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Information and Decision Making

Planning Processes and Techniques

Control Processes and Systems

Strategy and Strategic Management

Organization Culture and Change

Strategic Human Resource Management

Leading and Leadership Development

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

Operations and Services Management

Filters

Exam 11: Organization Structures and Design

___ organizations are those in which teamwork and intense communication take the place of formal lines of authority.

The ___ problem refers to the lack of communication, coordination, and collaborative problem solving across functions.

Members of matrix organizations may experience task confusion and encounter power struggles because of reporting to both a "project team boss" and a "functional boss."

A(n) ___ is a form of organization based on logic, order, and the legitimate use of formal authority.

Which of the following is the most accurate description regarding the purpose of an organization structure?

One of the disadvantages of functional structures is that employees lack a clear career path within functions.

A product structure prompts managers to be responsive to changing market demands and customer tastes.

Informal structures always work against the achievement of high productivity.

When problems occur between functions, they should immediately be referred up to a higher level for resolution.

What are the advantages and disadvantages of network structures?

___ have features of ___, including decentralized authority, fewer rules and procedures, less division of labour, wider spans of control, and more personal means of coordination.

The advantages of network structures include (a) staying cost competitive through reduced overhead and increased operating efficiency, and (b) operating with fewer full-time employees and less complex internal systems.

Based on their study of the relationships between environmental uncertainty and systems design, Paul Lawrence and Jay Lorsch found that ___ in uncertain environments had more ___.

Network structures consist of a central business core that that is linked through networks of relationships with outside contractors and suppliers of essential services.

___ is the system of tasks, workflows, reporting relationships, and communication channels that link together the work of diverse individuals and groups.

A(n) ___ performs well in environments that demand flexibility in dealing with changing conditions.

Divisional structures can create healthy rivalries as divisions compete for available resources.

A matrix structure is characterized by poor customer service as it is easy to "pass the buck" if you have two bosses.

The functional chimneys problem can slow decision making, diminish cooperation and commitment to a common purpose, and interfere with coordination across functions.

Introducing Management

Management Learning Past to Present

Ethics and Social Responsibility

Environment, Innovation, and Sustainability

Global Management and Cultural Diversity

Entrepreneurship and New Ventures

Information and Decision Making

Planning Processes and Techniques

Control Processes and Systems

Strategy and Strategic Management

Organization Culture and Change

Strategic Human Resource Management

Leading and Leadership Development

Individual Behavior

Motivation Theory and Practice

Teams and Teamwork

Communication and Collaboration

Operations and Services Management

Filters

_ have features of _, including decentralized authority, fewer rules and procedures, less division of labour, wider spans of control, and more personal means of coordination.

Based on their study of the relationships between environmental uncertainty and systems design, Paul Lawrence and Jay Lorsch found that _ in uncertain environments had more _.