Exam 6: Designing Organizational Structure: Specialization and Coordination

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A ___________ structure provides for more integration between corporate and divisional managers and between divisional managers.

(Multiple Choice)

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Question 81

Integration is highest in a __________ structure.

(Multiple Choice)

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Question 82

In a product division structure, a centralized set of support functions service the needs of a number of different product lines.

(True/False)

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Question 83

Transfer pricing is used in a multidivisional structure so that one division can sell its product or service to another division.

(True/False)

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Question 84

Disadvantages of the matrix structure include _________.

(Multiple Choice)

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Question 85

As a consultant to a technological company, you find in surveys that most employees are stressed in their jobs. Complaints include different people telling employees to do different things, and employees not having the opportunity to get to know coworkers. What is the problem and how can it be resolved?

(Essay)

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Question 86

As The B.A.R. and Grille restaurant grew, the owners grouped people together on the basis of their common skills and expertise. This is called a _________.

(Multiple Choice)

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Question 87

Location problems occur in a _________structure.

(Multiple Choice)

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Question 88

Mellon Bank centralized its advertising, market research, and computer functions.

(True/False)

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Question 89

The boundaryless organization is characterized by all of the following except:

(Multiple Choice)

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Question 90

Chrysler reduced its product development time by adopting a matrix structure.

(True/False)

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Question 91

Top managers spend so much time resolving everyday problems that they can't address long- term company issues. This is a __________ problem associated with the functional structure.

(Multiple Choice)

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Question 92

When a company moves from a functional structure to the more complex product division structure, a corporate headquarters staff is added.

(True/False)

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Question 93

As organizations grow, they typically move to a more complex structure due to the inability to coordinate activities under a traditional functional structure.

(True/False)

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Question 94

Most large U.S. companies use the _________structure.

(Multiple Choice)

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Question 95

A functional structure is most appropriate for companies that:

(Multiple Choice)

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Question 96

Showing 81 - 96 of 96

A ___________ structure provides for more integration between corporate and divisional managers and between divisional managers.

Integration is highest in a __________ structure.

In a product division structure, a centralized set of support functions service the needs of a number of different product lines.

Transfer pricing is used in a multidivisional structure so that one division can sell its product or service to another division.

Disadvantages of the matrix structure include _________.

As The B.A.R. and Grille restaurant grew, the owners grouped people together on the basis of their common skills and expertise. This is called a _________.

Location problems occur in a _________structure.

Mellon Bank centralized its advertising, market research, and computer functions.

The boundaryless organization is characterized by all of the following except:

Chrysler reduced its product development time by adopting a matrix structure.

Top managers spend so much time resolving everyday problems that they can't address long- term company issues. This is a __________ problem associated with the functional structure.

When a company moves from a functional structure to the more complex product division structure, a corporate headquarters staff is added.

As organizations grow, they typically move to a more complex structure due to the inability to coordinate activities under a traditional functional structure.

Most large U.S. companies use the _________structure.

A functional structure is most appropriate for companies that:

Organizations and Organizational Effectiveness

Organizational Stakeholders, Management, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Coordination, Communication, and Control

Creating and Managing Organizational Culture

Organizational Design and Strategy in a Changing Global Environment

Organizational Design, Competencies, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Entrepreneurship, and Creativity

Managing Conflict, Power, and Politics

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