Question 1

Boundaryless organisations do not focus on status and rank.

Accepted Answer

A) True 
 B)False

Question 2

The strength of the bureaucracy lies in its simplicity.It's fast,flexible,and inexpensive to maintain.

Accepted Answer

A) True 
 B)False

Question 3

Workforce reduction has an immediate positive impact on an organisation because of wage reduction.

Accepted Answer

A) True 
 B)False

Question 4

The simple structure is characterised by highly routine operating tasks achieved through specialisation.

Accepted Answer

A) True 
 B)False

Question 5

The ________ violates the unity of command concept.

Accepted Answer

A) complex structure 
B) matrix structure 
C) simple structure 
D) bureaucratic structure 
A) complex structure 
B) matrix structure 
C) simple structure 
D) bureaucratic structure

Question 6

For much of the first half of the 20th century,managers viewed ________ as an unending source of increased productivity.

Accepted Answer

A) formalisation 
B) span of control 
C) departmentalisation 
D) work specialisation 
A) formalisation 
B) span of control 
C) departmentalisation 
D) work specialisation

Question 7

What is organisational structure?

Accepted Answer

An organisational structure defines how

Question 8

Because departmentalism types vary,organisations find them useful.

Accepted Answer

A) True 
 B)False

Question 9

Any degree of mechanistic structure will hurt innovation.

Accepted Answer

A) True 
 B)False

Question 10

If a job is highly formalised,it would not include which of the following?

Accepted Answer

A) explicit job description 
B) clearly defined procedures on work processes 
C) a large number of organisational rules 
D) high employee job discretion 
A) explicit job description 
B) clearly defined procedures on work processes 
C) a large number of organisational rules 
D) high employee job discretion

Question 11

Which one of the following components of organisational structure specifically defines where decisions are made?

Accepted Answer

A) centralisation 
B) technology 
C) formalisation 
D) complexity 
A) centralisation 
B) technology 
C) formalisation 
D) complexity

Question 12

The strength of the bureaucracy is its ability to facilitate coordination when the organisation has complex and interdependent activities.

Accepted Answer

A) True 
 B)False

Question 13

Organisations that are less centralised tend to have employees with higher job satisfaction.

Accepted Answer

A) True 
 B)False

Question 14

A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance.

Accepted Answer

A) True 
 B)False

Question 15

An organisation that aims to replace departments with empowered teams is the:

Accepted Answer

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

Question 16

Changes in corporate strategy are closely linked to:

Accepted Answer

A) increased productivity 
B) changes in an organisation's structure 
C) better communication 
D) changes in the environment 
A) increased productivity 
B) changes in an organisation's structure 
C) better communication 
D) changes in the environment

Question 17

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 are organising into NSW,VIC,WA,and QLD regions.This is termed ________ departmentalisation.

Accepted Answer

A) function 
B) customer 
C) process 
D) geographic 
A) function 
B) customer 
C) process 
D) geographic

Question 18

A strategic alliance or joint partnership helps make clear distinctions between one organisation and another as employees work on joint projects.

Accepted Answer

A) True 
 B)False

Question 19

Organisational structure is made up of six key elements.Which of the following is not one of these elements?

Accepted Answer

A) coordination 
B) formalisation 
C) departmentalisation 
D) centralisation 
A) coordination 
B) formalisation 
C) departmentalisation 
D) centralisation

Boundaryless organisations do not focus on status and rank.

The strength of the bureaucracy lies in its simplicity.It's fast,flexible,and inexpensive to maintain.

Workforce reduction has an immediate positive impact on an organisation because of wage reduction.

The simple structure is characterised by highly routine operating tasks achieved through specialisation.

The ________ violates the unity of command concept.

For much of the first half of the 20th century,managers viewed ________ as an unending source of increased productivity.

What is organisational structure?

Because departmentalism types vary,organisations find them useful.

Any degree of mechanistic structure will hurt innovation.

If a job is highly formalised,it would not include which of the following?

Which one of the following components of organisational structure specifically defines where decisions are made?

The strength of the bureaucracy is its ability to facilitate coordination when the organisation has complex and interdependent activities.

Organisations that are less centralised tend to have employees with higher job satisfaction.

A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance.

An organisation that aims to replace departments with empowered teams is the:

Changes in corporate strategy are closely linked to:

A strategic alliance or joint partnership helps make clear distinctions between one organisation and another as employees work on joint projects.

Organisational structure is made up of six key elements.Which of the following is not one of these elements?

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

Boundaryless organisations do not focus on status and rank.

The strength of the bureaucracy lies in its simplicity.It's fast,flexible,and inexpensive to maintain.

Workforce reduction has an immediate positive impact on an organisation because of wage reduction.

The simple structure is characterised by highly routine operating tasks achieved through specialisation.

The ________ violates the unity of command concept.

For much of the first half of the 20th century,managers viewed ________ as an unending source of increased productivity.

What is organisational structure?

Because departmentalism types vary,organisations find them useful.

Any degree of mechanistic structure will hurt innovation.

If a job is highly formalised,it would not include which of the following?

Which one of the following components of organisational structure specifically defines where decisions are made?

The strength of the bureaucracy is its ability to facilitate coordination when the organisation has complex and interdependent activities.

Organisations that are less centralised tend to have employees with higher job satisfaction.

A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance.

An organisation that aims to replace departments with empowered teams is the:

Changes in corporate strategy are closely linked to:

A strategic alliance or joint partnership helps make clear distinctions between one organisation and another as employees work on joint projects.

Organisational structure is made up of six key elements.Which of the following is not one of these elements?

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