Question 1

A team-based organizational structure usually has

Accepted Answer

A) self-directed work teams. 
B) an organic structure. 
C) groups of employees with cross-functional skills. 
D) a wide span of control. 
E) all of these features. 
A) self-directed work teams. 
B) an organic structure. 
C) groups of employees with cross-functional skills. 
D) a wide span of control. 
E) all of these features.

Question 2

Network structures come close to the perfect example of a mechanistic organizational structure.

Accepted Answer

A) True 
 B)False

Question 3

Organizational and environmental complexity push organizations towards:

Accepted Answer

A) formalization. 
B) decentralization. 
C) a simple structure. 
D) a more mechanistic structure. 
E) all of these structural forms. 
A) formalization. 
B) decentralization. 
C) a simple structure. 
D) a more mechanistic structure. 
E) all of these structural forms.

Question 4

One problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.

Accepted Answer

A) True 
 B)False

Question 5

As the number of employees increases, the organization tends to have

Accepted Answer

A) more job specialization. 
B) more standardization rather than just informal communication as a coordinating mechanism. 
C) more elaborate coordinating mechanisms. 
D) more decentralization. 
E) all of these changes. 
A) more job specialization. 
B) more standardization rather than just informal communication as a coordinating mechanism. 
C) more elaborate coordinating mechanisms. 
D) more decentralization. 
E) all of these changes.

Question 6

The matrix structure can increase conflict among managers who share power equally

Accepted Answer

A) True 
 B)False

Question 7

Integrator roles do which of the following?

Accepted Answer

A) They reduce the need for virtual corporations. 
B) They support informal communication as a coordinating mechanism. 
C) They increase formalization and centralization. 
D) They increase the amount of formal hierarchy. 
E) They do none of these things. 
A) They reduce the need for virtual corporations. 
B) They support informal communication as a coordinating mechanism. 
C) They increase formalization and centralization. 
D) They increase the amount of formal hierarchy. 
E) They do none of these things.

Question 8

Employees at a large call centre perform repetitive tasks (low variety) by documenting mailing addresses from customers who call the centre. The work process is the same for all inquiries to all call centre staff members (low analyzability). The best organizational structure for this work unit:

Accepted Answer

A) would have low formalization. 
B) is an organic structure. 
C) is a mechanistic structure. 
D) would coordinate mainly through informal communication. 
E) would have none of these characteristics. 
A) would have low formalization. 
B) is an organic structure. 
C) is a mechanistic structure. 
D) would coordinate mainly through informal communication. 
E) would have none of these characteristics.

Question 9

Compared with other structures, functional structures are known to

Accepted Answer

A) reduce conflict and coordination problems across work units. 
B) produce higher dysfunctional conflict. 
C) encourage employees to focus on the organization's superordinate goals. 
D) be more responsive to local markets or clients. 
E) do all of these things. 
A) reduce conflict and coordination problems across work units. 
B) produce higher dysfunctional conflict. 
C) encourage employees to focus on the organization's superordinate goals. 
D) be more responsive to local markets or clients. 
E) do all of these things.

Question 10

One of the defining characteristics of a matrix organizational structure is that it

Accepted Answer

A) uses self-directed work teams rather than individuals as the basic building block of organizations. 
B) is an alliance of several organizations for the purpose of creating a product or serving a client. 
C) has a narrow span of control and high degree of formalization and centralization. 
D) is the only structure that organizes employees around specific knowledge or other resources. 
E) overlays two organizational structures in order to leverage the benefits of both types of structures. 
A) uses self-directed work teams rather than individuals as the basic building block of organizations. 
B) is an alliance of several organizations for the purpose of creating a product or serving a client. 
C) has a narrow span of control and high degree of formalization and centralization. 
D) is the only structure that organizes employees around specific knowledge or other resources. 
E) overlays two organizational structures in order to leverage the benefits of both types of structures.

Question 11

Organic structures work better in rapidly changing environments.

Accepted Answer

A) True 
 B)False

Question 12

Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.

Accepted Answer

A) True 
 B)False

Question 13

The idea that an organization interacts with its environment (rather than being totally determined by it) is summed up in the phrase:

Accepted Answer

A) strategy follows structure. 
B) structure follows strategy. 
C) analyzability before feasibility. 
D) coordination through standardization. 
E) feasibility breeds analyzability. 
A) strategy follows structure. 
B) structure follows strategy. 
C) analyzability before feasibility. 
D) coordination through standardization. 
E) feasibility breeds analyzability.

Question 14

The trend toward flatter organizational structures (delayering) has occurred because this action:

Accepted Answer

A) tends to reduce overhead costs. 
B) puts decision makers closer to front-line staff and information about customer needs. 
C) narrows the span of control for supervisors. 
D) does all of these things. 
E) reduces overhead costs and puts decision makers closer to front-line staff and information about customer needs. 
A) tends to reduce overhead costs. 
B) puts decision makers closer to front-line staff and information about customer needs. 
C) narrows the span of control for supervisors. 
D) does all of these things. 
E) reduces overhead costs and puts decision makers closer to front-line staff and information about customer needs.

Question 15

Which of the following is a coordinating mechanism?

Accepted Answer

A) Informal communication 
B) Formal hierarchy 
C) Standardization 
D) All of these are coordinating mechanisms. 
E) None of these are coordinating mechanisms. 
A) Informal communication 
B) Formal hierarchy 
C) Standardization 
D) All of these are coordinating mechanisms. 
E) None of these are coordinating mechanisms.

Question 16

Which organizational design element is most closely related to standardization as a coordinating mechanism?

Accepted Answer

A) Centralization 
B) Formalization 
C) Departmentalization 
D) Span of control 
E) Division of labour 
A) Centralization 
B) Formalization 
C) Departmentalization 
D) Span of control 
E) Division of labour

Question 17

Dividing work into more specialized jobs tends to:

Accepted Answer

A) reduce work efficiency. 
B) reduce the opportunity to match people with appropriate jobs. 
C) increase training costs. 
D) do all of these things. 
E) do none of these things. 
A) reduce work efficiency. 
B) reduce the opportunity to match people with appropriate jobs. 
C) increase training costs. 
D) do all of these things. 
E) do none of these things.

Question 18

What must senior executives, functional managers, and project leaders do to make a matrix structure more effective?

Accepted Answer

The effectiveness of matrix structures i

Question 19

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

Accepted Answer

A) True 
 B)False

Question 20

Coordination of work activities is required:

Accepted Answer

A) only when organizations operate in complex environments. 
B) whenever there is division of labour. 
C) whenever the organization has more than approximately 100 employees. 
D) only in team-based organizations. 
E) never; coordination of work activities is not found in organizations. 
A) only when organizations operate in complex environments. 
B) whenever there is division of labour. 
C) whenever the organization has more than approximately 100 employees. 
D) only in team-based organizations. 
E) never; coordination of work activities is not found in organizations.

A team-based organizational structure usually has

Network structures come close to the perfect example of a mechanistic organizational structure.

Organizational and environmental complexity push organizations towards:

One problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.

As the number of employees increases, the organization tends to have

The matrix structure can increase conflict among managers who share power equally

Integrator roles do which of the following?

Employees at a large call centre perform repetitive tasks (low variety) by documenting mailing addresses from customers who call the centre. The work process is the same for all inquiries to all call centre staff members (low analyzability). The best organizational structure for this work unit:

Compared with other structures, functional structures are known to

One of the defining characteristics of a matrix organizational structure is that it

Organic structures work better in rapidly changing environments.

Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.

The idea that an organization interacts with its environment (rather than being totally determined by it) is summed up in the phrase:

The trend toward flatter organizational structures (delayering) has occurred because this action:

Which of the following is a coordinating mechanism?

Which organizational design element is most closely related to standardization as a coordinating mechanism?

Dividing work into more specialized jobs tends to:

What must senior executives, functional managers, and project leaders do to make a matrix structure more effective?

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

Coordination of work activities is required:

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Culture

Organizational Change

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Exam 13: Designing Organizational Structures

A team-based organizational structure usually has

Network structures come close to the perfect example of a mechanistic organizational structure.

Organizational and environmental complexity push organizations towards:

One problem with the team-based organizational structure is that employees may experience more stress due to ambiguity of their roles.

As the number of employees increases, the organization tends to have

The matrix structure can increase conflict among managers who share power equally

Integrator roles do which of the following?

Employees at a large call centre perform repetitive tasks (low variety) by documenting mailing addresses from customers who call the centre. The work process is the same for all inquiries to all call centre staff members (low analyzability). The best organizational structure for this work unit:

Compared with other structures, functional structures are known to

One of the defining characteristics of a matrix organizational structure is that it

Organic structures work better in rapidly changing environments.

Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.

The idea that an organization interacts with its environment (rather than being totally determined by it) is summed up in the phrase:

The trend toward flatter organizational structures (delayering) has occurred because this action:

Which of the following is a coordinating mechanism?

Which organizational design element is most closely related to standardization as a coordinating mechanism?

Dividing work into more specialized jobs tends to:

What must senior executives, functional managers, and project leaders do to make a matrix structure more effective?

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

Coordination of work activities is required:

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Culture

Organizational Change

Filters