Question 1

Geographical structures group together jobs and activities being performed in nearby locations or regions.

Accepted Answer

A) True 
 B)False

Question 2

The mechanistic design is characterized by decentralization, wider spans of control, and few rules and procedures.

Accepted Answer

A) True 
 B)False

Question 3

Adaptive organizations operate with a minimum of bureaucratic structure and with cultures that encourage worker empowerment and participation.

Accepted Answer

A) True 
 B)False

Question 4

Which of the following is true about the geographical structure?

Accepted Answer

A)  It helps focus attention on the unique cultures and requirements of particular regions. 
B)  Under this structure, jobs and activities are grouped together based on preferences of similar clients. 
C)  It groups together jobs and activities that are part of the same processes. 
D)  It groups together people with similar skills who perform similar tasks. 
E)  Under this structure, each product division is given a chief executive who is responsible for its own profits and losses. 
A)  It helps focus attention on the unique cultures and requirements of particular regions. 
B)  Under this structure, jobs and activities are grouped together based on preferences of similar clients. 
C)  It groups together jobs and activities that are part of the same processes. 
D)  It groups together people with similar skills who perform similar tasks. 
E)  Under this structure, each product division is given a chief executive who is responsible for its own profits and losses.

Question 5

Lilliana, a recent MBA graduate in the field of accounting, is the finance manager of PLUS Company. Lilliana has a problem with a shadow organization in her division. One sensible first step in Lilliana's management strategy might be ___.

Accepted Answer

A)  meeting with her employees to let them know she is the boss 
B)  promising bonuses only to those employees who agree with her and work with him 
C)  seeking to understand and work with the shadow organization 
D)  firing the people who are members of the shadow organization 
E)  assuming her staff is trying to undermine her and act accordingly 
A)  meeting with her employees to let them know she is the boss 
B)  promising bonuses only to those employees who agree with her and work with him 
C)  seeking to understand and work with the shadow organization 
D)  firing the people who are members of the shadow organization 
E)  assuming her staff is trying to undermine her and act accordingly

Question 6

Which of the following is true about a team structure?

Accepted Answer

A)  A temporary team does not have prominence in a team structure. 
B)  A team structure is most often observed in a vertical organization. 
C)  The intention of a team structure is to create more effective lateral relations around and across the organization. 
D)  In a team structure, cross-functional structures are convened for a particular task or project and disbanded once the task is completed. 
E)  The main focus of a team structure is to improve and maintain the hierarchical system of management. 
A)  A temporary team does not have prominence in a team structure. 
B)  A team structure is most often observed in a vertical organization. 
C)  The intention of a team structure is to create more effective lateral relations around and across the organization. 
D)  In a team structure, cross-functional structures are convened for a particular task or project and disbanded once the task is completed. 
E)  The main focus of a team structure is to improve and maintain the hierarchical system of management.

Question 7

Team meetings in matrix structures are short and quick, because with two bosses, an employee has twice as many meetings to attend.

Accepted Answer

A) True 
 B)False

Question 8

In a virtual organization, when the work is complete, the alliance rests until next called into action.

Accepted Answer

A) True 
 B)False

Question 9

Which one of the following is not a potential disadvantage of network structures?

Accepted Answer

A)  control and coordination problems may arise from network complexity 
B)  permits operations across great distances 
C)  potential loss of control over outsourced activities 
D)  the more complex the business or mission, the more complicated the network 
E)  potential for lack of loyalty to develop among infrequently used contractors 
A)  control and coordination problems may arise from network complexity 
B)  permits operations across great distances 
C)  potential loss of control over outsourced activities 
D)  the more complex the business or mission, the more complicated the network 
E)  potential for lack of loyalty to develop among infrequently used contractors

Question 10

A strategic alliance is a(n)

Accepted Answer

A)  contract that brings together members from different functional departments in an organization. 
B)  cooperation agreement with another organization to jointly pursue activities of mutual interest. 
C)  organizational structure that combines the functional and divisional structures. 
D)  setup that eliminates internal boundaries among subsystems and external boundaries with the external environment. 
E)  arrangement that emphasizes formal authority, order, fairness, and efficiency. 
A)  contract that brings together members from different functional departments in an organization. 
B)  cooperation agreement with another organization to jointly pursue activities of mutual interest. 
C)  organizational structure that combines the functional and divisional structures. 
D)  setup that eliminates internal boundaries among subsystems and external boundaries with the external environment. 
E)  arrangement that emphasizes formal authority, order, fairness, and efficiency.

Question 11

What is a social network analysis and why is it, in many ways, essential to organizational success?

Accepted Answer

Social network analysis is one way of id

Question 12

The current trend in the use of staff is to reduce the size of staff in order to increase operating efficiency.

Accepted Answer

A) True 
 B)False

Question 13

Which of the following is a disadvantage of network structures?

Accepted Answer

A)  The central core of network structures is relatively small and the surrounding networks tend to expand or shrink continuously. 
B)  There is a potential to experience a lack of loyalty among contractors who are used infrequently. 
C)  A network structure is characterized by lack of flexibility which leads to problems while dealing with changing environments. 
D)  Network structures are broad and complex. 
E)  Network structures tend to increase overheads of an organization and reduce its operating efficiency. 
A)  The central core of network structures is relatively small and the surrounding networks tend to expand or shrink continuously. 
B)  There is a potential to experience a lack of loyalty among contractors who are used infrequently. 
C)  A network structure is characterized by lack of flexibility which leads to problems while dealing with changing environments. 
D)  Network structures are broad and complex. 
E)  Network structures tend to increase overheads of an organization and reduce its operating efficiency.

Question 14

Three common types of traditional organizational structures are ___.

Accepted Answer

A)  centralized, decentralized, and integrated 
B)  functional, horizontal, and vertical 
C)  divisional, centralized, and line 
D)  functional, divisional, and matrix 
E)  matrix, staff, and functional 
A)  centralized, decentralized, and integrated 
B)  functional, horizontal, and vertical 
C)  divisional, centralized, and line 
D)  functional, divisional, and matrix 
E)  matrix, staff, and functional

Question 15

Which of the following is a disadvantage of a matrix structure?

Accepted Answer

A)  The requirement of adding the team leaders to a matrix structure can result in higher costs. 
B)  A matrix structure results in reduced performance accountability through the program, product, or project managers. 
C)  Matrix structures are associated with very poor customer service. 
D)  A matrix structure stresses that top managers must engage in both lower-level problem as well as more strategic issues. 
E)  Matrix structures lead to reduced flexibility in adding, removing, or changing operations to meet changing demands. 
A)  The requirement of adding the team leaders to a matrix structure can result in higher costs. 
B)  A matrix structure results in reduced performance accountability through the program, product, or project managers. 
C)  Matrix structures are associated with very poor customer service. 
D)  A matrix structure stresses that top managers must engage in both lower-level problem as well as more strategic issues. 
E)  Matrix structures lead to reduced flexibility in adding, removing, or changing operations to meet changing demands.

Question 16

An organization structure refers to

Accepted Answer

A)  a relationship between two or more firms to meet a particular business need. 
B)  the group of employees who perform jobs together in the same location. 
C)  the network of employees in a particular team. 
D)  a system of tasks, reporting relationships, and communication linkages. 
E)  a cooperation agreement with another organization to jointly pursue activities of mutual interest. 
A)  a relationship between two or more firms to meet a particular business need. 
B)  the group of employees who perform jobs together in the same location. 
C)  the network of employees in a particular team. 
D)  a system of tasks, reporting relationships, and communication linkages. 
E)  a cooperation agreement with another organization to jointly pursue activities of mutual interest.

Question 17

Network organizations own only the ___ and outsource ___.

Accepted Answer

A)  information technology; actual production work 
B)  essential core functions; the support functions 
C)  support functions; core functions 
D)  intellectual property; the manufacturing of products 
E)  essential core functions; all customer contacts 
A)  information technology; actual production work 
B)  essential core functions; the support functions 
C)  support functions; core functions 
D)  intellectual property; the manufacturing of products 
E)  essential core functions; all customer contacts

Question 18

With respect to centralization and decentralization, the current trend is for organizations to centralize decision making and decentralize control.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following is true of a boundaryless organization?

Accepted Answer

A)  Internal to the boundaryless organization, formal lines of authority replace spontaneous teamwork and communication. 
B)  A boundaryless organization does not encourage continuous meetings and information sharing. 
C)  A boundaryless organization is characterized by significant hierarchy. 
D)  Impermanence is not accepted in boundaryless organizations. 
E)  In a boundaryless organization, people work together in teams that form and disband as needed. 
A)  Internal to the boundaryless organization, formal lines of authority replace spontaneous teamwork and communication. 
B)  A boundaryless organization does not encourage continuous meetings and information sharing. 
C)  A boundaryless organization is characterized by significant hierarchy. 
D)  Impermanence is not accepted in boundaryless organizations. 
E)  In a boundaryless organization, people work together in teams that form and disband as needed.

Question 20

Product structures group together jobs and activities that serve similar customers or clients.

Accepted Answer

A) True 
 B)False

Geographical structures group together jobs and activities being performed in nearby locations or regions.

The mechanistic design is characterized by decentralization, wider spans of control, and few rules and procedures.

Adaptive organizations operate with a minimum of bureaucratic structure and with cultures that encourage worker empowerment and participation.

Which of the following is true about the geographical structure?

Lilliana, a recent MBA graduate in the field of accounting, is the finance manager of PLUS Company. Lilliana has a problem with a shadow organization in her division. One sensible first step in Lilliana's management strategy might be ___.

Which of the following is true about a team structure?

Team meetings in matrix structures are short and quick, because with two bosses, an employee has twice as many meetings to attend.

In a virtual organization, when the work is complete, the alliance rests until next called into action.

Which one of the following is not a potential disadvantage of network structures?

A strategic alliance is a(n)

What is a social network analysis and why is it, in many ways, essential to organizational success?

The current trend in the use of staff is to reduce the size of staff in order to increase operating efficiency.

Which of the following is a disadvantage of network structures?

Three common types of traditional organizational structures are ___.

Which of the following is a disadvantage of a matrix structure?

An organization structure refers to

Network organizations own only the _ and outsource _.

With respect to centralization and decentralization, the current trend is for organizations to centralize decision making and decentralize control.

Which of the following is true of a boundaryless organization?

Product structures group together jobs and activities that serve similar customers or clients.

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

Geographical structures group together jobs and activities being performed in nearby locations or regions.

The mechanistic design is characterized by decentralization, wider spans of control, and few rules and procedures.

Adaptive organizations operate with a minimum of bureaucratic structure and with cultures that encourage worker empowerment and participation.

Which of the following is true about the geographical structure?

Lilliana, a recent MBA graduate in the field of accounting, is the finance manager of PLUS Company. Lilliana has a problem with a shadow organization in her division. One sensible first step in Lilliana's management strategy might be ___.

Which of the following is true about a team structure?

Team meetings in matrix structures are short and quick, because with two bosses, an employee has twice as many meetings to attend.

In a virtual organization, when the work is complete, the alliance rests until next called into action.

Which one of the following is not a potential disadvantage of network structures?

A strategic alliance is a(n)

What is a social network analysis and why is it, in many ways, essential to organizational success?

The current trend in the use of staff is to reduce the size of staff in order to increase operating efficiency.

Which of the following is a disadvantage of network structures?

Three common types of traditional organizational structures are ___.

Which of the following is a disadvantage of a matrix structure?

An organization structure refers to

Network organizations own only the ___ and outsource ___.

With respect to centralization and decentralization, the current trend is for organizations to centralize decision making and decentralize control.

Which of the following is true of a boundaryless organization?

Product structures group together jobs and activities that serve similar customers or clients.

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

Network organizations own only the _ and outsource _.