Question 1

Managers need to address six key elements when they design their organization's structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.

Accepted Answer

A) True 
 B)False  True

Question 2

The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed

Accepted Answer

A)  chain of command.
B)  authority.
C)  power.
D)  unity of command.
E)  power and authority structure. A

Question 3

Wazi feels very comfortable working for an organization that has a clear chain of command, a lot of departmentalization , and a narrow span of control, as this suits his personality.This is an example of what kind of structure

Accepted Answer

A)  Mechanistic
B)  Flat
C)  Organic
D)  Transitional
E)  Hybrid A

Question 4

Which structure breaks down departmental barriers and decentralizes decision making to the level of the work team

Accepted Answer

A)  virtual organization
B)  team
C)  boundaryless
D)  feminine organization
E)  modular

Question 5

It is very clear to Jake whom he has to speak with in his organization to get approval for expenditures that he want s to make.Thus, it can be said that there is a clear chain of command in place.

Accepted Answer

A) True 
 B)False

Question 6

Thad is concerned because his company is increasingly in the habit of outsourcing major business functions.It is likely that the company is moving towards a virtual structure.

Accepted Answer

A) True 
 B)False

Question 7

Flat organizational structures result from narrow spans of control.

Accepted Answer

A) True 
 B)False

Question 8

SCENARIO 13-2 You have divided the jobs done by your department through work specialization and are now trying to decide how to best group them for efficiency and service to the customer.You are considering grouping activities by functions, product, process or customer.
You find that there seem to be a common set of problems among certain types of buyers of your product.To help resolve this problem, you should choose

Accepted Answer

A)  function departmentalization.
B)  product departmentalization.
C)  process departmentalization.
D)  customer departmentalization.
E)  geographic departmentalization.

Question 9

The characteristic underlying all bureaucracies is

Accepted Answer

A)  flexibility.
B)  standardization.
C)  dual lines of authority.
D)  decentralization.
E)  low efficiencies.

Question 10

The strength of functional departmentalization is that it separates specialists to avoid groupthink.

Accepted Answer

A) True 
 B)False

Question 11

In organizations with low levels of formalization, job behaviours are relatively non-programmed.

Accepted Answer

A) True 
 B)False

Question 12

Research tends to support that a wide span of control and the autonomy this provides to employees, gives ____ employees _________ job satisfaction.

Accepted Answer

A)  all, lower
B)  most, lower
C)  all, higher
D)  most, higher
E)  no, any

Question 13

Widening the span of control can make the organization flatter and less bureaucratic.

Accepted Answer

A) True 
 B)False

Question 14

List and describe three strategy dimensions of organizations which shape organizational structure.

Accepted Answer

The answer of List and describe three strategy dimensions of...

Question 15

The degree to which decision making is distributed to lower-level employees is termed

Accepted Answer

A)  centralization.
B)  decentralization.
C)  departmentalization.
D)  work specialization.
E)  task specialization.

Question 16

Using examples, define and describe the advantages and disadvantages of the matrix structure of organizational development.

Accepted Answer

The answer of Using examples, define and describe the advantages...

Question 17

Don can't believe how progressive his new company is.It tries to eliminate the chain of command, have limitless spans of control, and it replaces departments with empowered teams.This is known as what type of organization

Accepted Answer

A)  Virtual
B)  Hybrid
C)  Matrix
D)  Mechanistic
E)  Boundaryless

Question 18

An organization's environment represents

Accepted Answer

A)  the organizational culture.
B)  anything outside the organization itself.
C)  the accounting system.
D)  everything both inside and outside the organization.
E)  a relatively certain future.

Question 19

An organizational structure characterized by highly routine operating tasks, very formalized rules and regulations, narrow span of control, and centralized authority is known as a

Accepted Answer

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

Question 20

After a recent reorganization, Steve's boss is wondering whether he has too many people reporting to him.His boss is concerned about his

Accepted Answer

A)  delegation.
B)  span of control.
C)  command and control.
D)  motivation.
E)  decentralization.

Exam 13: Organizational Structure

Managers need to address six key elements when they design their organization's structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.

The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed

Wazi feels very comfortable working for an organization that has a clear chain of command, a lot of departmentalization , and a narrow span of control, as this suits his personality.This is an example of what kind of structure

Which structure breaks down departmental barriers and decentralizes decision making to the level of the work team

It is very clear to Jake whom he has to speak with in his organization to get approval for expenditures that he want s to make.Thus, it can be said that there is a clear chain of command in place.

Thad is concerned because his company is increasingly in the habit of outsourcing major business functions.It is likely that the company is moving towards a virtual structure.

Flat organizational structures result from narrow spans of control.

The characteristic underlying all bureaucracies is

The strength of functional departmentalization is that it separates specialists to avoid groupthink.

In organizations with low levels of formalization, job behaviours are relatively non-programmed.

Research tends to support that a wide span of control and the autonomy this provides to employees, gives employees _____ job satisfaction.

Widening the span of control can make the organization flatter and less bureaucratic.

List and describe three strategy dimensions of organizations which shape organizational structure.

The degree to which decision making is distributed to lower-level employees is termed

Using examples, define and describe the advantages and disadvantages of the matrix structure of organizational development.

Don can't believe how progressive his new company is.It tries to eliminate the chain of command, have limitless spans of control, and it replaces departments with empowered teams.This is known as what type of organization

An organization's environment represents

An organizational structure characterized by highly routine operating tasks, very formalized rules and regulations, narrow span of control, and centralized authority is known as a

After a recent reorganization, Steve's boss is wondering whether he has too many people reporting to him.His boss is concerned about his