Question 1

The ____ structure is most commonly found in small businesses because owners often serve as managers.

Accepted Answer

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

Question 2

Specialisation defines how job tasks are formally defined,grouped,and coordinated.

Accepted Answer

A) True 
 B)False

Question 3

In structural terms,the virtual organisation is highly centralised,with little or no departmentalisation.

Accepted Answer

A) True 
 B)False

Question 4

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. By keeping the span of control to 5 or 6 employees,which of the following is not a drawback?

Accepted Answer

A) It is expensive. 
B) Decision making is slowed down. 
C) Vertical communication is more complex. 
D) Upper management is less isolated. 
A) It is expensive. 
B) Decision making is slowed down. 
C) Vertical communication is more complex. 
D) Upper management is less isolated.

Question 5

Boundaryless organisations purposely work to overcome cultural barriers.

Accepted Answer

A) True 
 B)False

Question 6

You have divided the jobs done by your department through work specialisation and are now trying to decide how to best group them for efficiency and service to the customer.You are considering grouping activities by function,product,process,or customer. You find that there seems to be a common set of problems among certain types of buyers of your product.You will probably choose:

Accepted Answer

A) process departmentalisation 
B) product departmentalisation 
C) customer departmentalisation 
D) function departmentalisation 
A) process departmentalisation 
B) product departmentalisation 
C) customer departmentalisation 
D) function departmentalisation

Question 7

The simple structure is risky since everything depends on one person.

Accepted Answer

A) True 
 B)False

Question 8

John and Alex both work for large organisations.John's organisation has extensive work specialisation and everything is fairly formal.All decisions are made at the top of the hierarchy.Alex,on the other hand,works for an organisation that is low in formalisation and composed of numerous cross-functional teams.Employees in this organisation frequently get to make their own decisions. Alex is likely working for:

Accepted Answer

A) an organic organisation 
B) a mechanistic organisation 
C) a matrix organisation 
D) a boundaryless organisation 
A) an organic organisation 
B) a mechanistic organisation 
C) a matrix organisation 
D) a boundaryless organisation

Question 9

Which one of the following is consistent with a simple structure?

Accepted Answer

A) high horizontal differentiation 
B) high centralisation 
C) high departmentalisation 
D) high formalisation 
A) high horizontal differentiation 
B) high centralisation 
C) high departmentalisation 
D) high formalisation

Question 10

If there is low formalisation,a comprehensive information network,and high participation in decision making,one would expect a(n):

Accepted Answer

A) stable structure 
B) organic structure 
C) bureaucracy 
D) mechanistic structure 
A) stable structure 
B) organic structure 
C) bureaucracy 
D) mechanistic structure

Question 11

What is 'span of control'?

Accepted Answer

Span of control is the number of subordi

Question 12

Large spans of control lead to higher employee performance because they provide more distant supervision and more opportunity for personal initiative.

Accepted Answer

A) True 
 B)False

Question 13

One of the most popular ways to group activities is by:

Accepted Answer

A) function 
B) geography 
C) process 
D) product 
A) function 
B) geography 
C) process 
D) product

Question 14

Research shows that there is no credible evidence linking span of control with employee performance.

Accepted Answer

A) True 
 B)False

Question 15

Discuss culture and employee structure preferences.

Accepted Answer

What little research has been carried ou

Question 16

The major advantage of the virtual organisation is its ______ ,which allows innovative individuals with little money to successfully compete with more established organisations.

Accepted Answer

A) predictability 
B) control 
C) flexibility 
D) empowerment 
A) predictability 
B) control 
C) flexibility 
D) empowerment

Question 17

A manufacturing manager who organises the plant by separating engineering,accounting,manufacturing,personnel,and purchasing into departments is practicing ________ departmentalisation.

Accepted Answer

A) target customer 
B) geographic 
C) functional 
D) product 
A) target customer 
B) geographic 
C) functional 
D) product

Question 18

The environment of an organisation needs to be assessed in terms of capacity,which is the degree of heterogeneity and concentration among environmental elements.

Accepted Answer

A) True 
 B)False

Question 19

The key underlying all bureaucracies is:

Accepted Answer

A) dual lines of authority 
B) flexibility 
C) standardisation 
D) wide span of control 
A) dual lines of authority 
B) flexibility 
C) standardisation 
D) wide span of control

Question 20

Grouping jobs on the basis of function,product,geography,process,or customer is a form of:

Accepted Answer

A) chain of command 
B) span of control 
C) departmentalisation 
D) work specialisation 
A) chain of command 
B) span of control 
C) departmentalisation 
D) work specialisation

The ____ structure is most commonly found in small businesses because owners often serve as managers.

Specialisation defines how job tasks are formally defined,grouped,and coordinated.

In structural terms,the virtual organisation is highly centralised,with little or no departmentalisation.

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. By keeping the span of control to 5 or 6 employees,which of the following is not a drawback?

Boundaryless organisations purposely work to overcome cultural barriers.

The simple structure is risky since everything depends on one person.

Which one of the following is consistent with a simple structure?

If there is low formalisation,a comprehensive information network,and high participation in decision making,one would expect a(n):

What is 'span of control'?

Large spans of control lead to higher employee performance because they provide more distant supervision and more opportunity for personal initiative.

One of the most popular ways to group activities is by:

Research shows that there is no credible evidence linking span of control with employee performance.

Discuss culture and employee structure preferences.

The major advantage of the virtual organisation is its ______ ,which allows innovative individuals with little money to successfully compete with more established organisations.

A manufacturing manager who organises the plant by separating engineering,accounting,manufacturing,personnel,and purchasing into departments is practicing ________ departmentalisation.

The environment of an organisation needs to be assessed in terms of capacity,which is the degree of heterogeneity and concentration among environmental elements.

The key underlying all bureaucracies is:

Grouping jobs on the basis of function,product,geography,process,or customer is a form of:

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

The ____ structure is most commonly found in small businesses because owners often serve as managers.

Specialisation defines how job tasks are formally defined,grouped,and coordinated.

In structural terms,the virtual organisation is highly centralised,with little or no departmentalisation.

Matthew is a new divisional manager.In reorganising his department,he must make some decisions regarding the span of control. By keeping the span of control to 5 or 6 employees,which of the following is not a drawback?

Boundaryless organisations purposely work to overcome cultural barriers.

The simple structure is risky since everything depends on one person.

Which one of the following is consistent with a simple structure?

If there is low formalisation,a comprehensive information network,and high participation in decision making,one would expect a(n):

What is 'span of control'?

Large spans of control lead to higher employee performance because they provide more distant supervision and more opportunity for personal initiative.

One of the most popular ways to group activities is by:

Research shows that there is no credible evidence linking span of control with employee performance.

Discuss culture and employee structure preferences.

The major advantage of the virtual organisation is its ______ ,which allows innovative individuals with little money to successfully compete with more established organisations.

A manufacturing manager who organises the plant by separating engineering,accounting,manufacturing,personnel,and purchasing into departments is practicing ________ departmentalisation.

The environment of an organisation needs to be assessed in terms of capacity,which is the degree of heterogeneity and concentration among environmental elements.

The key underlying all bureaucracies is:

Grouping jobs on the basis of function,product,geography,process,or customer is a form of:

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