Question 1

The original ideas about organisational design formulated by Fayol and Weber are still relevant today.

Accepted Answer

A) True 
 B)False

Question 2

An organic organisation is bureaucratic and hierarchical.

Accepted Answer

A) True 
 B)False

Question 3

The line of authority that extends from the upper levels of management to the lowest levels of the organisation is termed the ________.

Accepted Answer

A) chain of command 
B) managerial prerogative 
C) span of control 
D) chain of responsibility 
A) chain of command 
B) managerial prerogative 
C) span of control 
D) chain of responsibility

Question 4

Managers want to eliminate boundaries in organisations primarily to increase stability and reduce flexibility.

Accepted Answer

A) True 
 B)False

Question 5

All of the following are characteristics of a highly formalised organisation EXCEPT ________.

Accepted Answer

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

Question 6

Which of the following statements is TRUE?

Accepted Answer

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

Question 7

A key difference between a team structure and a virtual organisation is that a team structure ________ while a virtual organisation does not.

Accepted Answer

A) permanently employs team members 
B) works on projects 
C) holds group members accountable 
D) empowers group members 
A) permanently employs team members 
B) works on projects 
C) holds group members accountable 
D) empowers group members

Question 8

The traditional view holds that managers should not directly supervise more than ________ subordinates.

Accepted Answer

A) three or four 
B) five or six 
C) nine or ten 
D) seven or eight 
A) three or four 
B) five or six 
C) nine or ten 
D) seven or eight

Question 9

This is a weakness of a functional structure.

Accepted Answer

A) Overemphasising organisational goals. 
B) Failing to attain functional goals. 
C) Favouring organisational goals over functional goals. 
D) Favouring functional goals over organisational goals. 
A) Overemphasising organisational goals. 
B) Failing to attain functional goals. 
C) Favouring organisational goals over functional goals. 
D) Favouring functional goals over organisational goals.

Question 10

In a short essay,list and discuss the following three common forms of departmentalisation: functional,product,and geographical.

Accepted Answer

Functional departmentalisation: Jobs are

Question 11

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

Accepted Answer

The divisional structure is an organisat

Question 12

Strategy,size,technology and the degree of uncertainty in the environment together make up what are called ________.

Accepted Answer

A) structure factors 
B) probable factors 
C) control factors 
D) contingency factors 
A) structure factors 
B) probable factors 
C) control factors 
D) contingency factors

Question 13

Today's managers are moving away from formalisation and trying to be this.

Accepted Answer

A) More strict. 
B) Less permissive. 
C) More flexible. 
D) More rigorous. 
A) More strict. 
B) Less permissive. 
C) More flexible. 
D) More rigorous.

Question 14

In the chain of command,each person above you ________.

Accepted Answer

A) has line authority 
B) has special privileges 
C) receives higher pay 
D) has no right to give you orders 
A) has line authority 
B) has special privileges 
C) receives higher pay 
D) has no right to give you orders

Question 15

The two prevalent organisation structure models in today's world are the organic organisation and the mechanistic organisation.

Accepted Answer

A) True 
 B)False

Question 16

Having separate payroll departments in each division of a divisional structure is an example of which of the following?

Accepted Answer

A) Effectiveness,because separate payroll departments create jobs. 
B) Efficiency,because separate payroll departments can share methods of operation. 
C) Duplication,because a single payroll department could do the job. 
D) Efficiency,because payroll departments compete. 
A) Effectiveness,because separate payroll departments create jobs. 
B) Efficiency,because separate payroll departments can share methods of operation. 
C) Duplication,because a single payroll department could do the job. 
D) Efficiency,because payroll departments compete.

Question 17

In a short essay,list and explain the following three key elements in designing an organisation's structure: specialisation,departmentalisation,and authority and responsibility.

Accepted Answer

Work specialisation: This concept descri

Question 18

Today,most managers see work specialisation as a source of ever-increasing productivity.

Accepted Answer

A) True 
 B)False

Question 19

In a short essay,list and discuss two contingency variables-technology and the environment-that should be considered in determining an appropriate structure in organisational design.

Accepted Answer

Technology and structure: Every organisa

Question 20

A strength of the divisional structure is that duplication tends to occur.

Accepted Answer

A) True 
 B)False

The original ideas about organisational design formulated by Fayol and Weber are still relevant today.

An organic organisation is bureaucratic and hierarchical.

The line of authority that extends from the upper levels of management to the lowest levels of the organisation is termed the ________.

Managers want to eliminate boundaries in organisations primarily to increase stability and reduce flexibility.

All of the following are characteristics of a highly formalised organisation EXCEPT ________.

Which of the following statements is TRUE?

A key difference between a team structure and a virtual organisation is that a team structure ________ while a virtual organisation does not.

The traditional view holds that managers should not directly supervise more than ________ subordinates.

This is a weakness of a functional structure.

In a short essay,list and discuss the following three common forms of departmentalisation: functional,product,and geographical.

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

Strategy,size,technology and the degree of uncertainty in the environment together make up what are called ________.

Today's managers are moving away from formalisation and trying to be this.

In the chain of command,each person above you ________.

The two prevalent organisation structure models in today's world are the organic organisation and the mechanistic organisation.

Having separate payroll departments in each division of a divisional structure is an example of which of the following?

In a short essay,list and explain the following three key elements in designing an organisation's structure: specialisation,departmentalisation,and authority and responsibility.

Today,most managers see work specialisation as a source of ever-increasing productivity.

In a short essay,list and discuss two contingency variables-technology and the environment-that should be considered in determining an appropriate structure in organisational design.

A strength of the divisional structure is that duplication tends to occur.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters

Exam 5: Organisational Structure and Design

The original ideas about organisational design formulated by Fayol and Weber are still relevant today.

An organic organisation is bureaucratic and hierarchical.

The line of authority that extends from the upper levels of management to the lowest levels of the organisation is termed the ________.

Managers want to eliminate boundaries in organisations primarily to increase stability and reduce flexibility.

All of the following are characteristics of a highly formalised organisation EXCEPT ________.

Which of the following statements is TRUE?

A key difference between a team structure and a virtual organisation is that a team structure ________ while a virtual organisation does not.

The traditional view holds that managers should not directly supervise more than ________ subordinates.

This is a weakness of a functional structure.

In a short essay,list and discuss the following three common forms of departmentalisation: functional,product,and geographical.

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

Strategy,size,technology and the degree of uncertainty in the environment together make up what are called ________.

Today's managers are moving away from formalisation and trying to be this.

In the chain of command,each person above you ________.

The two prevalent organisation structure models in today's world are the organic organisation and the mechanistic organisation.

Having separate payroll departments in each division of a divisional structure is an example of which of the following?

In a short essay,list and explain the following three key elements in designing an organisation's structure: specialisation,departmentalisation,and authority and responsibility.

Today,most managers see work specialisation as a source of ever-increasing productivity.

In a short essay,list and discuss two contingency variables-technology and the environment-that should be considered in determining an appropriate structure in organisational design.

A strength of the divisional structure is that duplication tends to occur.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters