Question 1

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

Accepted Answer

A) Standardized skill through extensive training 
B) Integrator roles 
C) Direct supervision 
D) People working in surgical operations do not use any coordinating mechanism. 
E) Job descriptions 
A) Standardized skill through extensive training 
B) Integrator roles 
C) Direct supervision 
D) People working in surgical operations do not use any coordinating mechanism. 
E) Job descriptions

Question 2

A wholesale grocery business operates in one city and provides one service-stocking retailers with fresh produce. The company wants to ensure that employees develop expertise in their skill specialization and that these specializations are used efficiently. What form of departmentalization would be most appropriate here?

Accepted Answer

A) Simple structure 
B) Product divisional structure 
C) Geographic divisional structure 
D) Matrix structure 
E) Functional structure 
A) Simple structure 
B) Product divisional structure 
C) Geographic divisional structure 
D) Matrix structure 
E) Functional structure

Question 3

Several global organizations have tried implementing a matrix structure to balance the power of its functional and divisional groups. However, many of these firms experienced problems and eventually switched to a hybrid form of divisionalized structure. Identify some of the problems that these companies may have experienced with a matrix structure.

Accepted Answer

Matrix structures have a number of limit

Question 4

Formal hierarchy is the least time-consuming coordinating mechanism where employees work in nonroutine and ambiguous situations.

Accepted Answer

A) True 
 B)False

Question 5

When companies delayer the organizational hierarchy, they run the risk of increasing managerial workloads and stress.

Accepted Answer

A) True 
 B)False

Question 6

All of the following describe potential problems associated with a functional structure, EXCEPT:

Accepted Answer

A) It tends to increase dysfunctional conflict across work units. 
B) It is more difficult to directly supervise employees within each department. 
C) It puts more emphasis on subunit goals than on organizational goals. 
D) It requires higher levels of interdependence than simple or divisionalized forms, thereby increasing potentially dysfunctional conflict. 
E) Employees are less likely to develop a broader understanding of the business. 
A) It tends to increase dysfunctional conflict across work units. 
B) It is more difficult to directly supervise employees within each department. 
C) It puts more emphasis on subunit goals than on organizational goals. 
D) It requires higher levels of interdependence than simple or divisionalized forms, thereby increasing potentially dysfunctional conflict. 
E) Employees are less likely to develop a broader understanding of the business.

Question 7

Many of the best-performing production plants are able to widen their span of control by:

Accepted Answer

A) giving up on the idea that all employees must perform their fair share of work. 
B) relying on self-directed work teams and other coordinating mechanisms. 
C) hiring supervisors who intimidate employees more often. 
D) teaching supervisors how to more efficiently monitor employees. 
E) introducing video cameras and other technologies to help supervisors to monitor more employees. 
A) giving up on the idea that all employees must perform their fair share of work. 
B) relying on self-directed work teams and other coordinating mechanisms. 
C) hiring supervisors who intimidate employees more often. 
D) teaching supervisors how to more efficiently monitor employees. 
E) introducing video cameras and other technologies to help supervisors to monitor more employees.

Question 8

Which of the following is NOT a feature of team-based organizations?

Accepted Answer

A) Team members replace supervisors as conduits to senior management. 
B) Most teams are formed around functional departments rather than work processes. 
C) Team-based structures have very few layers of hierarchy. 
D) Employees within each unit are encouraged to talk to each other. 
E) Teams have a high degree of autonomy. 
A) Team members replace supervisors as conduits to senior management. 
B) Most teams are formed around functional departments rather than work processes. 
C) Team-based structures have very few layers of hierarchy. 
D) Employees within each unit are encouraged to talk to each other. 
E) Teams have a high degree of autonomy.

Question 9

Most employees at Quokka Systems are organized into project teams. Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing). Quokka Systems likely has a:

Accepted Answer

A) product-based divisionalized structure. 
B) client-based divisionalized structure. 
C) simple structure. 
D) functional structure. 
E) matrix structure. 
A) product-based divisionalized structure. 
B) client-based divisionalized structure. 
C) simple structure. 
D) functional structure. 
E) matrix structure.

Question 10

The two fundamental requirements of all organizational structures are divisionalization and decentralization.

Accepted Answer

A) True 
 B)False

Question 11

A network structure

Accepted Answer

A) offers the flexibility to realign its structure with changing environmental requirements. 
B) operates within a larger organization with a divisionalized structure. 
C) exists within most small and large organizations. 
D) is a variation of a divisionalized structure. 
E) is none of these. 
A) offers the flexibility to realign its structure with changing environmental requirements. 
B) operates within a larger organization with a divisionalized structure. 
C) exists within most small and large organizations. 
D) is a variation of a divisionalized structure. 
E) is none of these.

Question 12

Division of labour leads to increased job specialization.

Accepted Answer

A) True 
 B)False

Question 13

In a simple structure there exists a complex hierarchy.

Accepted Answer

A) True 
 B)False

Question 14

A team-based organizational structure has

Accepted Answer

A) functional departments in a tall hierarchy with little formalization. 
B) divisional units in a flat hierarchy with high formalization. 
C) inter-organizational networks configured in a tall hierarchy with high formalization. 
D) self-directed work teams in a flat hierarchy with little formalization. 
E) none of these combinations of characteristics. 
A) functional departments in a tall hierarchy with little formalization. 
B) divisional units in a flat hierarchy with high formalization. 
C) inter-organizational networks configured in a tall hierarchy with high formalization. 
D) self-directed work teams in a flat hierarchy with little formalization. 
E) none of these combinations of characteristics.

Question 15

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

Accepted Answer

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

Question 16

The number of layers in an organization's hierarchy depends on the number of people employed and the average span of control.

Accepted Answer

A) True 
 B)False

Question 17

Creative Advertising Ltd. wants its 100 employees to work together around specific clients, yet maintain an equal emphasis on alignment with their skill specializations (advertising, graphics, copywriting, and public relations). Which of the following organizational structures would work best for Creative Advertising?

Accepted Answer

A) Network structure 
B) Matrix structure that overlays a geographic and client structure 
C) Matrix structure that overlays project teams with a functional structure 
D) Client-based divisionalized form 
E) Simple structure 
A) Network structure 
B) Matrix structure that overlays a geographic and client structure 
C) Matrix structure that overlays project teams with a functional structure 
D) Client-based divisionalized form 
E) Simple structure

Question 18

Employees who are assignedroles are expected to communicate and share information with coworkers in other work units.

Accepted Answer

A) liaison 
B) integrator 
C) communicator 
D) coordinator 
E) disseminator 
A) liaison 
B) integrator 
C) communicator 
D) coordinator 
E) disseminator

Question 19

A narrower span of control is necessary when employees perform novel or complex tasks.

Accepted Answer

A) True 
 B)False

Question 20

One problem with departmentalization is that it discourages coordination through informal communication.

Accepted Answer

A) True 
 B)False

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

Formal hierarchy is the least time-consuming coordinating mechanism where employees work in nonroutine and ambiguous situations.

When companies delayer the organizational hierarchy, they run the risk of increasing managerial workloads and stress.

All of the following describe potential problems associated with a functional structure, EXCEPT:

Many of the best-performing production plants are able to widen their span of control by:

Which of the following is NOT a feature of team-based organizations?

Most employees at Quokka Systems are organized into project teams. Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing). Quokka Systems likely has a:

The two fundamental requirements of all organizational structures are divisionalization and decentralization.

A network structure

Division of labour leads to increased job specialization.

In a simple structure there exists a complex hierarchy.

A team-based organizational structure has

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

The number of layers in an organization's hierarchy depends on the number of people employed and the average span of control.

Employees who are assignedroles are expected to communicate and share information with coworkers in other work units.

A narrower span of control is necessary when employees perform novel or complex tasks.

One problem with departmentalization is that it discourages coordination through informal communication.

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

Exam 13: Designing Organizational Structures

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

Formal hierarchy is the least time-consuming coordinating mechanism where employees work in nonroutine and ambiguous situations.

When companies delayer the organizational hierarchy, they run the risk of increasing managerial workloads and stress.

All of the following describe potential problems associated with a functional structure, EXCEPT:

Many of the best-performing production plants are able to widen their span of control by:

Which of the following is NOT a feature of team-based organizations?

Most employees at Quokka Systems are organized into project teams. Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing). Quokka Systems likely has a:

The two fundamental requirements of all organizational structures are divisionalization and decentralization.

A network structure

Division of labour leads to increased job specialization.

In a simple structure there exists a complex hierarchy.

A team-based organizational structure has

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

The number of layers in an organization's hierarchy depends on the number of people employed and the average span of control.

Employees who are assignedroles are expected to communicate and share information with coworkers in other work units.

A narrower span of control is necessary when employees perform novel or complex tasks.

One problem with departmentalization is that it discourages coordination through informal communication.

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