Question 1

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) chain of command 
B) departmentalisation 
C) centralisation 
D) work specialisation 
A) chain of command 
B) departmentalisation 
C) centralisation 
D) work specialisation

Question 2

A mechanistic organisation tends to be flexible and have few formal rules.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following characterises a mechanistic organisation?

Accepted Answer

A) Informal. 
B) Collaborative. 
C) Hierarchical. 
D) All of the above. 
A) Informal. 
B) Collaborative. 
C) Hierarchical. 
D) All of the above.

Question 4

A significant advantage of the matrix structure is the clear chain of command from top to bottom of the organisation.

Accepted Answer

A) True 
 B)False

Question 5

________ is the power that arises when a person is close to another person who has great power and authority.

Accepted Answer

A) Reward power 
B) Coercive power 
C) Referent power 
D) Expert power 
A) Reward power 
B) Coercive power 
C) Referent power 
D) Expert power

Question 6

Which statement accurately defines work specialisation?

Accepted Answer

A) It is the degree to which tasks are grouped together. 
B) Work specialisation clarifies who reports to whom. 
C) Jobs are ranked relative only to their worth or value to the businesses. 
D) Individual employees specialise in doing part of an activity rather than the entire activity. 
A) It is the degree to which tasks are grouped together. 
B) Work specialisation clarifies who reports to whom. 
C) Jobs are ranked relative only to their worth or value to the businesses. 
D) Individual employees specialise in doing part of an activity rather than the entire activity.

Question 7

Woodward concluded that a mechanistic structure worked best for a firm that used ________.

Accepted Answer

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

Question 8

Linda and Sarah work in a large digital design company.They have the same job title,and they address the concerns of the same internal clients.Linda works on Mondays and Tuesdays,and Sarah works from Wednesdays to Fridays.They are ________.

Accepted Answer

A) job-sharing 
B) staff managers 
C) line managers 
D) job rotating 
A) job-sharing 
B) staff managers 
C) line managers 
D) job rotating

Question 9

A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.

Accepted Answer

A) Virtual. 
B) Matrix-project. 
C) Mechanistic. 
D) Team. 
A) Virtual. 
B) Matrix-project. 
C) Mechanistic. 
D) Team.

Question 10

Line authority gives a manager the ability to direct the work of ________.

Accepted Answer

A) other managers 
B) any subordinate 
C) only subordinates one level down 
D) any subordinate,after consulting with the next higher level 
A) other managers 
B) any subordinate 
C) only subordinates one level down 
D) any subordinate,after consulting with the next higher level

Question 11

What are the characteristics of the mechanistic organisation,and of an organic organisation?

Accepted Answer

Mechanistic organisations have rigid hie

Question 12

Larger organisations tend to have ________ than smaller organisations.

Accepted Answer

A) less centralisation 
B) less departmentalisation 
C) fewer rules and regulations 
D) more specialisation 
A) less centralisation 
B) less departmentalisation 
C) fewer rules and regulations 
D) more specialisation

Question 13

In Woodward's study,this type of production combined high vertical differentiation and low horizontal differentiation.

Accepted Answer

A) Process production. 
B) Mass production. 
C) Unit production. 
D) Technological production. 
A) Process production. 
B) Mass production. 
C) Unit production. 
D) Technological production.

Question 14

________ is the power that rests on the leader's ability to punish or control.

Accepted Answer

A) Referent power 
B) Reward power 
C) Expert power 
D) Coercive power 
A) Referent power 
B) Reward power 
C) Expert power 
D) Coercive power

Question 15

Which of the following would likely be found in organic organisations?

Accepted Answer

A) Empowered employees. 
B) Wide span of control. 
C) Decentralised responsibility. 
D) All of the above. 
A) Empowered employees. 
B) Wide span of control. 
C) Decentralised responsibility. 
D) All of the above.

Question 16

Horizontal boundaries separate employees by the amount of power they have in an organisation.

Accepted Answer

A) True 
 B)False

Question 17

A simple structure is ________ like a mechanistic organisation,but ________ like an organic organisation.

Accepted Answer

A) centralised;informal 
B) centralised;formal 
C) decentralised;formal 
D) informal;decentralised 
A) centralised;informal 
B) centralised;formal 
C) decentralised;formal 
D) informal;decentralised

Question 18

A company that is trying to be a leader in innovation within its industry would be most likely to have this kind of structure.

Accepted Answer

A) Mechanistic. 
B) Simple. 
C) Functional. 
D) Organic. 
A) Mechanistic. 
B) Simple. 
C) Functional. 
D) Organic.

Question 19

Power is a right that a manager has when he or she has a higher rank in an organisation.

Accepted Answer

A) True 
 B)False

Question 20

The advantage of work specialisation is that it tends to result in high employee engagement and high productivity.

Accepted Answer

A) True 
 B)False

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 ________.

A mechanistic organisation tends to be flexible and have few formal rules.

Which of the following characterises a mechanistic organisation?

A significant advantage of the matrix structure is the clear chain of command from top to bottom of the organisation.

________ is the power that arises when a person is close to another person who has great power and authority.

Which statement accurately defines work specialisation?

Woodward concluded that a mechanistic structure worked best for a firm that used ________.

Linda and Sarah work in a large digital design company.They have the same job title,and they address the concerns of the same internal clients.Linda works on Mondays and Tuesdays,and Sarah works from Wednesdays to Fridays.They are ________.

A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.

Line authority gives a manager the ability to direct the work of ________.

What are the characteristics of the mechanistic organisation,and of an organic organisation?

Larger organisations tend to have ________ than smaller organisations.

In Woodward's study,this type of production combined high vertical differentiation and low horizontal differentiation.

________ is the power that rests on the leader's ability to punish or control.

Which of the following would likely be found in organic organisations?

Horizontal boundaries separate employees by the amount of power they have in an organisation.

A simple structure is like a mechanistic organisation,but like an organic organisation.

A company that is trying to be a leader in innovation within its industry would be most likely to have this kind of structure.

Power is a right that a manager has when he or she has a higher rank in an organisation.

The advantage of work specialisation is that it tends to result in high employee engagement and high productivity.

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 jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers.This is a reduction in ________.

A mechanistic organisation tends to be flexible and have few formal rules.

Which of the following characterises a mechanistic organisation?

A significant advantage of the matrix structure is the clear chain of command from top to bottom of the organisation.

________ is the power that arises when a person is close to another person who has great power and authority.

Which statement accurately defines work specialisation?

Woodward concluded that a mechanistic structure worked best for a firm that used ________.

Linda and Sarah work in a large digital design company.They have the same job title,and they address the concerns of the same internal clients.Linda works on Mondays and Tuesdays,and Sarah works from Wednesdays to Fridays.They are ________.

A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.

Line authority gives a manager the ability to direct the work of ________.

What are the characteristics of the mechanistic organisation,and of an organic organisation?

Larger organisations tend to have ________ than smaller organisations.

In Woodward's study,this type of production combined high vertical differentiation and low horizontal differentiation.

________ is the power that rests on the leader's ability to punish or control.

Which of the following would likely be found in organic organisations?

Horizontal boundaries separate employees by the amount of power they have in an organisation.

A simple structure is ________ like a mechanistic organisation,but ________ like an organic organisation.

A company that is trying to be a leader in innovation within its industry would be most likely to have this kind of structure.

Power is a right that a manager has when he or she has a higher rank in an organisation.

The advantage of work specialisation is that it tends to result in high employee engagement and high productivity.

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

A simple structure is like a mechanistic organisation,but like an organic organisation.