Question 1

Modular organizations are made up of self-managing and cross-functional teams.

Accepted Answer

A) True 
 B)False

Question 2

The human relations organizational theorists tended to favour ________ organizational structures.

Accepted Answer

A) formalized 
B) bureaucratic 
C) mechanistic 
D) organic 
E) centralized 
A) formalized 
B) bureaucratic 
C) mechanistic 
D) organic 
E) centralized

Question 3

The manner in which an organization divides labour into tasks and coordinates these tasks is referred to as .

Accepted Answer

organizati

Question 4

Size is associated with increased

Accepted Answer

The answer of Size is associated with increased...

Question 5

A new downsized structure should look like a mini-version of the old structure.

Accepted Answer

A) True 
 B)False

Question 6

Organic structures tend to have fewer levels of authority than mechanistic structures.

Accepted Answer

A) True 
 B)False

Question 7

is one factor that often dictates multiple structures.

Accepted Answer

The answer of is one factor that often dictates multiple...

Question 8

You have just been hired as a management consultant by a large organization that is considering downsizing.The CEO plans to lay off thousands of workers but is worried about the effect this will have on the morale of the remaining employees.You have been asked to come up with other approaches to downsizing.What will you suggest?

Accepted Answer

Downsizing can be accomplished in a vari

Question 9

When a large and established firm gets into a new line of business,either on its own or by acquiring a smaller and newer innovative firm,what kind of structure does the new innovative unit require compared to that of the established parent?

Accepted Answer

A) More mechanistic 
B) More organic 
C) More matrix 
D) More virtual 
E) More modular 
A) More mechanistic 
B) More organic 
C) More matrix 
D) More virtual 
E) More modular

Question 10

The negative outcomes of downsizing are due to poor management.

Accepted Answer

A) True 
 B)False

Question 11

Differentiation is a natural and necessary consequence of the vertical division of labour.

Accepted Answer

A) True 
 B)False

Question 12

The grouping together of the basic tasks that must be performed for the organization to achieve its goals is called

Accepted Answer

A) horizontal division of labour. 
B) vertical division of labour. 
C) integration. 
D) formalization. 
E) span of control. 
A) horizontal division of labour. 
B) vertical division of labour. 
C) integration. 
D) formalization. 
E) span of control.

Question 13

A modular organization is made up of layers of teams.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is most accurate?

Accepted Answer

A) Mechanistic = bureaucratic 
B) Differentiation = integration 
C) Formalized = organic 
D) Mutual adjustment = direct supervision 
E) Centralization = complexity 
A) Mechanistic = bureaucratic 
B) Differentiation = integration 
C) Formalized = organic 
D) Mutual adjustment = direct supervision 
E) Centralization = complexity

Question 15

Structure affects how effectively and efficiently group effort is coordinated.

Accepted Answer

The answer of Structure affects how effectively and efficiently group...

Question 16

An organization that performs a few core functions and outsources non-core activities to specialists and suppliers is called a

Accepted Answer

A) network organization. 
B) virtual organization. 
C) modular organization. 
D) boundaryless organization. 
E) ambidextrous organization. 
A) network organization. 
B) virtual organization. 
C) modular organization. 
D) boundaryless organization. 
E) ambidextrous organization.

Question 17

Most organizations have a single structure.

Accepted Answer

A) True 
 B)False

Question 18

Flatness versus tallness is an index of the division of labour.

Accepted Answer

The answer of Flatness versus tallness is an index of...

Question 19

As innovative units mature,they often tend to become more organic.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is a logical symptom of high differentiation?

Accepted Answer

A) Marketing managers and engineering managers often don't see eye-to-eye. 
B) There is a high degree of superior-subordinate conflict. 
C) Very large spans of control 
D) The organization is in poor financial shape and gravitating toward bankruptcy. 
E) There are few formalized rules or procedures governing worker conduct. 
A) Marketing managers and engineering managers often don't see eye-to-eye. 
B) There is a high degree of superior-subordinate conflict. 
C) Very large spans of control 
D) The organization is in poor financial shape and gravitating toward bankruptcy. 
E) There are few formalized rules or procedures governing worker conduct.

Modular organizations are made up of self-managing and cross-functional teams.

The human relations organizational theorists tended to favour ________ organizational structures.

The manner in which an organization divides labour into tasks and coordinates these tasks is referred to as .

Size is associated with increased

A new downsized structure should look like a mini-version of the old structure.

Organic structures tend to have fewer levels of authority than mechanistic structures.

is one factor that often dictates multiple structures.

When a large and established firm gets into a new line of business,either on its own or by acquiring a smaller and newer innovative firm,what kind of structure does the new innovative unit require compared to that of the established parent?

The negative outcomes of downsizing are due to poor management.

Differentiation is a natural and necessary consequence of the vertical division of labour.

The grouping together of the basic tasks that must be performed for the organization to achieve its goals is called

A modular organization is made up of layers of teams.

Which of the following is most accurate?

Structure affects how effectively and efficiently group effort is coordinated.

An organization that performs a few core functions and outsources non-core activities to specialists and suppliers is called a

Most organizations have a single structure.

Flatness versus tallness is an index of the division of labour.

As innovative units mature,they often tend to become more organic.

Which of the following is a logical symptom of high differentiation?

Organizational Behaviour and Management

Personality and Learning

Perception, attribution, and Diversity

Values, attitudes, and Work Behaviour

Theories of Work Motivation

Motivation in Practice

Groups and Teamwork

Social Influence, socialization, and Organizational Culture

Leadership

Communication

Decision Making

Power, politics, and Ethics

Conflict and Stress

Environment,strategy,and Technology

Organizational Change, development, and Innovation

Filters

Exam 14: Organizational Structure

Modular organizations are made up of self-managing and cross-functional teams.

The human relations organizational theorists tended to favour ________ organizational structures.

The manner in which an organization divides labour into tasks and coordinates these tasks is referred to as .

Size is associated with increased

A new downsized structure should look like a mini-version of the old structure.

Organic structures tend to have fewer levels of authority than mechanistic structures.

is one factor that often dictates multiple structures.

When a large and established firm gets into a new line of business,either on its own or by acquiring a smaller and newer innovative firm,what kind of structure does the new innovative unit require compared to that of the established parent?

The negative outcomes of downsizing are due to poor management.

Differentiation is a natural and necessary consequence of the vertical division of labour.

The grouping together of the basic tasks that must be performed for the organization to achieve its goals is called

A modular organization is made up of layers of teams.

Which of the following is most accurate?

Structure affects how effectively and efficiently group effort is coordinated.

An organization that performs a few core functions and outsources non-core activities to specialists and suppliers is called a

Most organizations have a single structure.

Flatness versus tallness is an index of the division of labour.

As innovative units mature,they often tend to become more organic.

Which of the following is a logical symptom of high differentiation?

Organizational Behaviour and Management

Personality and Learning

Perception, attribution, and Diversity

Values, attitudes, and Work Behaviour

Theories of Work Motivation

Motivation in Practice

Groups and Teamwork

Social Influence, socialization, and Organizational Culture

Leadership

Communication

Decision Making

Power, politics, and Ethics

Conflict and Stress

Environment,strategy,and Technology

Organizational Change, development, and Innovation

Filters