Question 1

Which of the following is NOT one of the stages of the organizational life cycle?

Accepted Answer

A)  Maturity 
B)  Decline 
C)  Youth 
D)  Birth 
E)  Midlife 
A)  Maturity 
B)  Decline 
C)  Youth 
D)  Birth 
E)  Midlife

Question 2

____________________ is the overall set of structural elements and the relationships among those elements used to manage the total organization.

Accepted Answer

Organizati

Question 3

A matrix design would NOT be effective when

Accepted Answer

A)  the organization has a diverse set of products. 
B)  there is pressure for shared resources. 
C)  there is a great deal of information to be processed. 
D)  the environment has a high level of complexity. 
E)  there is an intense external level of competition. 
A)  the organization has a diverse set of products. 
B)  there is pressure for shared resources. 
C)  there is a great deal of information to be processed. 
D)  the environment has a high level of complexity. 
E)  there is an intense external level of competition.

Question 4

Hampton Amusement Rides is a fairly small manufacturer of kiddy rides that can be towed from one site to another. The owner takes responsibility for coordinating and integrating the efforts of the various departments, such as marketing, production, finance, shipping, and personnel. Which of the following forms of organization design is most appropriate for this company?

Accepted Answer

A)  Conglomerate (H-form) 
B)  Divisional (M-form) 
C)  Functional (U-form) 
D)  Hybrid 
E)  Matrix 
A)  Conglomerate (H-form) 
B)  Divisional (M-form) 
C)  Functional (U-form) 
D)  Hybrid 
E)  Matrix

Question 5

A manager at Johnson & Johnson has considerable discretion over how work is performed and how problems are solved. Johnson & Johnson is mechanistic.

Accepted Answer

A) True 
 B)False

Question 6

According to Woodward's findings relative to technology and organization design, the most successful mass-production firms adopt a(n)

Accepted Answer

A)  free-form design. 
B)  System 4 design. 
C)  organic structure. 
D)  matrix structure. 
E)  bureaucratic structure. 
A)  free-form design. 
B)  System 4 design. 
C)  organic structure. 
D)  matrix structure. 
E)  bureaucratic structure.

Question 7

Briefly describe the matrix form of organization design. List its advantages and disadvantages. This structural form is most likely to be used under what conditions?

Accepted Answer

The matrix form of organization design i

Question 8

A ______ uses a multiple-command structure.

Accepted Answer

A)  conglomerate (H-form) 
B)  divisional (M-form) 
C)  functional (U-form) 
D)  hybrid 
E)  matrix 
A)  conglomerate (H-form) 
B)  divisional (M-form) 
C)  functional (U-form) 
D)  hybrid 
E)  matrix

Question 9

The most important issue for international organization design is how to design the firm to most effectively deal with international forces and compete in global markets.

Accepted Answer

A) True 
 B)False

Which of the following is NOT one of the stages of the organizational life cycle?

____________________ is the overall set of structural elements and the relationships among those elements used to manage the total organization.

A matrix design would NOT be effective when

A manager at Johnson & Johnson has considerable discretion over how work is performed and how problems are solved. Johnson & Johnson is mechanistic.

According to Woodward's findings relative to technology and organization design, the most successful mass-production firms adopt a(n)

Briefly describe the matrix form of organization design. List its advantages and disadvantages. This structural form is most likely to be used under what conditions?

A ______ uses a multiple-command structure.

The most important issue for international organization design is how to design the firm to most effectively deal with international forces and compete in global markets.

Managing and the Managers Job

Traditional and Contemporary Opportunitieschallenges

Understanding the Organizations Environment

Responding to the Ethical and Social Environment

Navigating the Global Environment

Basic Elements of Planning and Decision Making

Managing Strategy and Strategic Planning

Managing Decision Making and Problem Solving

Managing Start-Ups and New Ventures

Basic Elements of Organizing

Managing Organization Change and Innovation

Managing Human Resources

Basic Elements of Individual and Interpersonal Behavior

Managing Employee Motivation and Performance

Managing Leadership and Influence Process

Managing Interpersonal Relations and Communication

Managing Work Groups and Teams

Basic Elements of Control

Managing Operations, Quality and Productivity

Filters

Exam 11: Managing Organization Design

Which of the following is NOT one of the stages of the organizational life cycle?

____________________ is the overall set of structural elements and the relationships among those elements used to manage the total organization.

A matrix design would NOT be effective when

A manager at Johnson & Johnson has considerable discretion over how work is performed and how problems are solved. Johnson & Johnson is mechanistic.

According to Woodward's findings relative to technology and organization design, the most successful mass-production firms adopt a(n)

Briefly describe the matrix form of organization design. List its advantages and disadvantages. This structural form is most likely to be used under what conditions?

A ______ uses a multiple-command structure.

The most important issue for international organization design is how to design the firm to most effectively deal with international forces and compete in global markets.

Managing and the Managers Job

Traditional and Contemporary Opportunitieschallenges

Understanding the Organizations Environment

Responding to the Ethical and Social Environment

Navigating the Global Environment

Basic Elements of Planning and Decision Making

Managing Strategy and Strategic Planning

Managing Decision Making and Problem Solving

Managing Start-Ups and New Ventures

Basic Elements of Organizing

Managing Organization Change and Innovation

Managing Human Resources

Basic Elements of Individual and Interpersonal Behavior

Managing Employee Motivation and Performance

Managing Leadership and Influence Process

Managing Interpersonal Relations and Communication

Managing Work Groups and Teams

Basic Elements of Control

Managing Operations, Quality and Productivity

Filters