Question 1

The basis by which jobs are grouped together is termed:

Accepted Answer

A) formalisation 
B) departmentalisation 
C) work specialisation 
D) centralisation 
A) formalisation 
B) departmentalisation 
C) work specialisation 
D) centralisation

Question 2

Which of the following is not part of the organisation's environment?

Accepted Answer

A) customers 
B) competitors 
C) public pressure groups 
D) technology 
A) customers 
B) competitors 
C) public pressure groups 
D) technology

Question 3

The principle of unity of command suggests that managers should back one another up when a directive has been given.

Accepted Answer

A) True 
 B)False

Question 4

Profits and stock prices usually decline for companies that have cut their workforce without restructuring.

Accepted Answer

A) True 
 B)False

Question 5

What is the difference between the mechanistic model and the organic model?

Accepted Answer

The mechanistic model is generally synon

Question 6

Which of the following is not a determinant of an organisation's structure?

Accepted Answer

A) strategy 
B) technology 
C) organisation size 
D) industry 
A) strategy 
B) technology 
C) organisation size 
D) industry

Question 7

In a decentralised organisation,decision making is pushed down to the managers closest to the action.

Accepted Answer

A) True 
 B)False

Question 8

Employee discretion is inversely related to:

Accepted Answer

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

Question 9

Michael is the owner of a company that specialises in gaming software.The livelihood of the company depends on their ability to create new and innovative games.However,in recent years,customer reviews of the company products have suggested that the products are lacking in creativity.Michael has decided that the structure is inefficiently designed for innovativeness and he has decided to restructure. Michael should change the structure to a(n):

Accepted Answer

A) organic structure 
B) boundaryless organisation 
C) simple structure 
D) bureaucracy 
A) organic structure 
B) boundaryless organisation 
C) simple structure 
D) bureaucracy

Question 10

The strength of the matrix structure is its:

Accepted Answer

A) predictability. 
B) economies of scale. 
C) adherence to chain of command. 
D) ability to facilitate coordination. 
A) predictability. 
B) economies of scale. 
C) adherence to chain of command. 
D) ability to facilitate coordination.

Question 11

The strength of functional departmentalisation is putting similar specialists together.

Accepted Answer

A) True 
 B)False

Question 12

The ________ is also called the network or modular organisation.

Accepted Answer

A) boundaryless organisation 
B) virtual organisation 
C) pyramid 
D) team structure 
A) boundaryless organisation 
B) virtual organisation 
C) pyramid 
D) team structure

Question 13

The ________ of an environment refers to the degree of heterogeneity and concentration among environmental elements.

Accepted Answer

A) creativity 
B) complexity 
C) volatility 
D) capacity 
A) creativity 
B) complexity 
C) volatility 
D) capacity

Question 14

Which of the following is NOT a characteristic of bureaucracy?

Accepted Answer

A) decentralised decision making 
B) highly routine operating tasks 
C) task grouping into functional departments 
D) formalised rules and procedures 
A) decentralised decision making 
B) highly routine operating tasks 
C) task grouping into functional departments 
D) formalised rules and procedures

Question 15

The virtual organisation is also called the network or modular organisation.

Accepted Answer

A) True 
 B)False

Question 16

An organisation without a chain of command is considered to be a boundaryless organisation.

Accepted Answer

A) True 
 B)False

Question 17

According to research,higher employee performance can be expected where there is a larger span of control because supervision is distant.

Accepted Answer

A) True 
 B)False

Question 18

Departmentalisation answers questions for employee such as "To whom do I go if I have a problem?"

Accepted Answer

A) True 
 B)False

Question 19

The component of structure which considers where decision-making authority lies is:

Accepted Answer

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

Question 20

Narrow spans of control encourage overly tight supervision and discourage employee autonomy.

Accepted Answer

A) True 
 B)False

The basis by which jobs are grouped together is termed:

Which of the following is not part of the organisation's environment?

The principle of unity of command suggests that managers should back one another up when a directive has been given.

Profits and stock prices usually decline for companies that have cut their workforce without restructuring.

What is the difference between the mechanistic model and the organic model?

Which of the following is not a determinant of an organisation's structure?

In a decentralised organisation,decision making is pushed down to the managers closest to the action.

Employee discretion is inversely related to:

The strength of the matrix structure is its:

The strength of functional departmentalisation is putting similar specialists together.

The ________ is also called the network or modular organisation.

The ________ of an environment refers to the degree of heterogeneity and concentration among environmental elements.

Which of the following is NOT a characteristic of bureaucracy?

The virtual organisation is also called the network or modular organisation.

An organisation without a chain of command is considered to be a boundaryless organisation.

According to research,higher employee performance can be expected where there is a larger span of control because supervision is distant.

Departmentalisation answers questions for employee such as "To whom do I go if I have a problem?"

The component of structure which considers where decision-making authority lies is:

Narrow spans of control encourage overly tight supervision and discourage employee autonomy.

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 basis by which jobs are grouped together is termed:

Which of the following is not part of the organisation's environment?

The principle of unity of command suggests that managers should back one another up when a directive has been given.

Profits and stock prices usually decline for companies that have cut their workforce without restructuring.

What is the difference between the mechanistic model and the organic model?

Which of the following is not a determinant of an organisation's structure?

In a decentralised organisation,decision making is pushed down to the managers closest to the action.

Employee discretion is inversely related to:

The strength of the matrix structure is its:

The strength of functional departmentalisation is putting similar specialists together.

The ________ is also called the network or modular organisation.

The ________ of an environment refers to the degree of heterogeneity and concentration among environmental elements.

Which of the following is NOT a characteristic of bureaucracy?

The virtual organisation is also called the network or modular organisation.

An organisation without a chain of command is considered to be a boundaryless organisation.

According to research,higher employee performance can be expected where there is a larger span of control because supervision is distant.

Departmentalisation answers questions for employee such as "To whom do I go if I have a problem?"

The component of structure which considers where decision-making authority lies is:

Narrow spans of control encourage overly tight supervision and discourage employee autonomy.

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