Question 1

What is 'departmentalisation'?

Accepted Answer

The basis by which jobs are grouped together is called departmentalisation.Tasks can be grouped by function performed,the type of product the organisation produces,on the basis of geography or territory,process used,or by the particular type of customer the organisation seeks to reach.

Question 2

You are interested in explaining the different types of organisational designs to students of basic management.These students need to know the advantages and disadvantages of each structure as well as the structure's characteristics. You have been singing the praises of standardisation.You are probably describing the:

Accepted Answer

A) matrix structure. 
B) bureaucracy. 
C) simple structure. 
D) team structure. 
A) matrix structure. 
B) bureaucracy. 
C) simple structure. 
D) team structure. B

Question 3

You are interested in explaining the different types of organisational designs to students of basic management.These students need to know the advantages and disadvantages of each structure as well as the structure's characteristics. You have been explaining that some organisations operate most successfully as a result of rules.Which organisation does this describe?

Accepted Answer

A) matrix structure 
B) bureaucracy 
C) simple structure 
D) team structure 
A) matrix structure 
B) bureaucracy 
C) simple structure 
D) team structure B

Question 4

Autonomy and formalisation are inversely related.

Accepted Answer

A) True 
 B)False

Question 5

In a ______ structure,one can expect to find highly routine operating tasks being performed by specialists.

Accepted Answer

A) bureaucracy 
B) centralised 
C) matrix 
D) simple 
A) bureaucracy 
B) centralised 
C) matrix 
D) simple

Question 6

In a mechanistic structure one can expect NOT to find which of the following?

Accepted Answer

A) high formalisation of rules 
B) extensive departmentalisation 
C) flexibility 
D) limited information network 
A) high formalisation of rules 
B) extensive departmentalisation 
C) flexibility 
D) limited information network

Question 7

You have learned about the traditional and new design options for organisational structures.You have decided that one of the designs developed during the last decade or two is probably the most appropriate for your newly formed organisation. You have decided to hire other organisations to perform many of the basic functions.You have hired an accounting firm to keep your records,a recruiting firm to handle human resource functions,a computer firm to handle all records,and are looking for other areas in which to outsource operations.You have chosen to operate your business as a:

Accepted Answer

A) team structure. 
B) virtual organisation. 
C) matrix organisation. 
D) matrix structure. 
A) team structure. 
B) virtual organisation. 
C) matrix organisation. 
D) matrix structure.

Question 8

An innovation strategy seeks to move into new products or new markets only after their viability has been proven.

Accepted Answer

A) True 
 B)False

Question 9

Flat organisational structures result from narrow spans of control.

Accepted Answer

A) True 
 B)False

Question 10

Discuss innovation strategy,cost-minimisation strategy,and imitation strategy.

Accepted Answer

An innovation strategy does not mean a s

Question 11

Simple structures are characterised by:

Accepted Answer

A) a low degree of departmentalisation 
B) a narrow span of control 
C) shared authority 
D) lots of formalisation 
A) a low degree of departmentalisation 
B) a narrow span of control 
C) shared authority 
D) lots of formalisation

Question 12

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. The question of span of control determines:

Accepted Answer

A) how jobs will be grouped 
B) who reports to whom 
C) the number of levels and managers an organisation has 
D) where decisions are made 
A) how jobs will be grouped 
B) who reports to whom 
C) the number of levels and managers an organisation has 
D) where decisions are made

Question 13

With respect to organisational design and employee behaviour,research has found that:

Accepted Answer

A) the organic structure is preferred by employees. 
B) employee selection is random. 
C) generalisations do not work. 
D) all of the above. 
A) the organic structure is preferred by employees. 
B) employee selection is random. 
C) generalisations do not work. 
D) all of the above.

Question 14

Which of the following generalisations about organisational structures and employee performance and satisfaction is most true?

Accepted Answer

A) No one wants work that makes minimal intellectual demands and is routine. 
B) There is fairly strong evidence linking decentralisation and job satisfaction. 
C) It is probably safe to say that no evidence supports a relationship between span of control and employee performance. 
D) The evidence generally indicates that work specialisation contributes to lower employee productivity. 
A) No one wants work that makes minimal intellectual demands and is routine. 
B) There is fairly strong evidence linking decentralisation and job satisfaction. 
C) It is probably safe to say that no evidence supports a relationship between span of control and employee performance. 
D) The evidence generally indicates that work specialisation contributes to lower employee productivity.

Question 15

Specialisation creates subunit conflicts in the:

Accepted Answer

A) matrix structure 
B) simple structure 
C) centralised structure 
D) bureaucracy 
A) matrix structure 
B) simple structure 
C) centralised structure 
D) bureaucracy

Question 16

All of the following are characteristics of the organic model except:

Accepted Answer

A) cross-hierarchical teams 
B) cross-functional teams 
C) rigid departmentalisation 
D) free flow of information 
A) cross-hierarchical teams 
B) cross-functional teams 
C) rigid departmentalisation 
D) free flow of information

Question 17

What are the positive and negative effects of downsizing?

Accepted Answer

Downsizing is a systematic effort to mak

Question 18

A review of the evidence on the implications of organisational design and employee behaviour leads to a clear conclusion:

Accepted Answer

A) most people prefer an organic structure 
B) people select employers randomly 
C) you cannot generalise 
D) all of the above 
A) most people prefer an organic structure 
B) people select employers randomly 
C) you cannot generalise 
D) all of the above

Question 19

What is the difference between centralisation and decentralisation?

Accepted Answer

The term centralisation refers to the de

Question 20

What is the virtual organisation?

Accepted Answer

The virtual organisation is sometimes ca

What is 'departmentalisation'?

Autonomy and formalisation are inversely related.

In a ______ structure,one can expect to find highly routine operating tasks being performed by specialists.

In a mechanistic structure one can expect NOT to find which of the following?

An innovation strategy seeks to move into new products or new markets only after their viability has been proven.

Flat organisational structures result from narrow spans of control.

Discuss innovation strategy,cost-minimisation strategy,and imitation strategy.

Simple structures are characterised by:

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. The question of span of control determines:

With respect to organisational design and employee behaviour,research has found that:

Which of the following generalisations about organisational structures and employee performance and satisfaction is most true?

Specialisation creates subunit conflicts in the:

All of the following are characteristics of the organic model except:

What are the positive and negative effects of downsizing?

A review of the evidence on the implications of organisational design and employee behaviour leads to a clear conclusion:

What is the difference between centralisation and decentralisation?

What is the virtual organisation?

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Organisational Culture

Organisational Change and Stress Management

Filters

Exam 14: Foundations of Organisational Structure

What is 'departmentalisation'?

Autonomy and formalisation are inversely related.

In a ______ structure,one can expect to find highly routine operating tasks being performed by specialists.

In a mechanistic structure one can expect NOT to find which of the following?

An innovation strategy seeks to move into new products or new markets only after their viability has been proven.

Flat organisational structures result from narrow spans of control.

Discuss innovation strategy,cost-minimisation strategy,and imitation strategy.

Simple structures are characterised by:

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. The question of span of control determines:

With respect to organisational design and employee behaviour,research has found that:

Which of the following generalisations about organisational structures and employee performance and satisfaction is most true?

Specialisation creates subunit conflicts in the:

All of the following are characteristics of the organic model except:

What are the positive and negative effects of downsizing?

A review of the evidence on the implications of organisational design and employee behaviour leads to a clear conclusion:

What is the difference between centralisation and decentralisation?

What is the virtual organisation?

What Is Organisational Behaviour

The Individual

Attitudes and Job Satisfaction

Personality and Values

Emotions and Moods

Perception and Individual Decision Making

Motivation: From Concept to Application

Foundations of Group Behaviour

Understanding Work Teams

Communication

Leadership

Power and Politics

Conflict and Negotiation

Organisational Culture

Organisational Change and Stress Management

Filters