Question 1

All of the following are coordinating mechanisms, EXCEPT:

Accepted Answer

A) Extensive training 
B) Informal communication 
C) Sales targets 
D) Centralization 
E) Job descriptions 
A) Extensive training 
B) Informal communication 
C) Sales targets 
D) Centralization 
E) Job descriptions

Question 2

Companies with divisionalized structures are increasingly adopting the geographically-based structure.

Accepted Answer

A) True 
 B)False

Question 3

A mechanistic structure is decentralized, has a narrow span of control, and little formalization.

Accepted Answer

A) True 
 B)False

Question 4

Which organizational structure has the ability to reshape itself quickly to fit immediate client needs?

Accepted Answer

A) Matrix structure 
B) Network structure 
C) Simple structure 
D) Divisional structure 
E) None of these 
A) Matrix structure 
B) Network structure 
C) Simple structure 
D) Divisional structure 
E) None of these

Question 5

Departmentalization establishes interdependencies and coordination through informal communication within each work unit.

Accepted Answer

A) True 
 B)False

Question 6

In which kinds of environments would mechanistic and organic organizational structures be best suited, and explain why?

Accepted Answer

As a general rule, mechanistic structure

Question 7

Divisional structures may be formed around products, geography, or functional specializations.

Accepted Answer

A) True 
 B)False

Question 8

Larger organizations tend to

Accepted Answer

A) have similar structures to smaller organizations. 
B) operate without any form of departmentalization for long periods of time. 
C) make greater use of standardization than do smaller firms. 
D) have all of these characteristics. 
E) have none of these characteristics. 
A) have similar structures to smaller organizations. 
B) operate without any form of departmentalization for long periods of time. 
C) make greater use of standardization than do smaller firms. 
D) have all of these characteristics. 
E) have none of these characteristics.

Question 9

Job descriptions and training are examples of coordination through standardization.

Accepted Answer

A) True 
 B)False

Question 10

Formalization represents the establishment of standardization as a coordinating mechanism.

Accepted Answer

A) True 
 B)False

Question 11

For many years, Quokka Consumer Ltd. has had a geographic divisionalized organizational structure. Now, the company is rethinking the appropriateness of this structure compared to other divisionalized structures. Provide three reasons why companies such as Quokka might want to move away from the geographic structure.

Accepted Answer

Students need to provide three explanati

Question 12

An entrepreneur employs 20 people in a simple structure. However, the company will likely employ over 200 people in production, sales, engineering and administration within a few years due to the growing success of the company's new products. The entrepreneur likes the simple structure and wants to avoid other forms of departmentalization. Explain to the entrepreneur why his company would be more effective through other forms of departmentalization as it grows larger.

Accepted Answer

An organization with a simple structure

Question 13

Candoo Ltd. will soon flatten its hierarchy by removing two of the five layers of management. If the number of employees in the organization remains constant, which of the following must also occur?

Accepted Answer

A) It must rely more on direct supervision than standardization to coordinate the resulting structure. 
B) It must decentralize decision making and narrow the span of control. 
C) It must widen the span of control. 
D) It must centralize decision making. 
E) It must adopt a matrix form of departmentalization. 
A) It must rely more on direct supervision than standardization to coordinate the resulting structure. 
B) It must decentralize decision making and narrow the span of control. 
C) It must widen the span of control. 
D) It must centralize decision making. 
E) It must adopt a matrix form of departmentalization.

Question 14

Matrix structures tend to

Accepted Answer

A) focus technical specialists on their specialist knowledge rather than the goals of serving clients and creating marketable products. 
B) require less coordination than functional or pure divisional structures. 
C) prevent employees in a particular specialization from sharing knowledge with each other. 
D) Do all of these things. 
E) Do none of these things. 
A) focus technical specialists on their specialist knowledge rather than the goals of serving clients and creating marketable products. 
B) require less coordination than functional or pure divisional structures. 
C) prevent employees in a particular specialization from sharing knowledge with each other. 
D) Do all of these things. 
E) Do none of these things.

Question 15

Diversified Technologies, Inc. (DTI) makes four types of products, each type to be sold to different types of clients. For example, one product is sold exclusively to automobile repair shops, whereas another is used mainly in hospitals. Customer expectations and needs are surprisingly similar throughout the world. However, the company has separate marketing, product design, and manufacturing facilities in North America, Europe, Asia, and South America because, until recently, each jurisdiction had unique regulations governing the production and sales of these products. However, several governments have begun the process of deregulating the products that DTI designs and manufactures, and trade agreements have opened several markets to foreign-made products. Which form of departmentalization might be best for DTI if deregulation and trade agreements occur?

Accepted Answer

In this situation, the organization prob

Question 16

Departmentalization does all of the following, EXCEPT

Accepted Answer

A) Departmentalization creates common measures of performance among employees in the unit. 
B) Departmentalization discourages coordination through informal communication. 
C) Departmentalization establishes interdependencies among employees and subunits. 
D) Departmentalization establishes a system of common supervision. 
E) Departmentalization typically determines which positions and units must share resources. 
A) Departmentalization creates common measures of performance among employees in the unit. 
B) Departmentalization discourages coordination through informal communication. 
C) Departmentalization establishes interdependencies among employees and subunits. 
D) Departmentalization establishes a system of common supervision. 
E) Departmentalization typically determines which positions and units must share resources.

Question 17

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

Accepted Answer

A) client-based divisionalized structures. 
B) team-based structures. 
C) simple structures. 
D) network structures. 
E) functional structures. 
A) client-based divisionalized structures. 
B) team-based structures. 
C) simple structures. 
D) network structures. 
E) functional structures.

Question 18

A divisionalized structure has all of the following problems, EXCEPT

Accepted Answer

A) it increases the amount of duplication. 
B) it reduces cooperation across groups. 
C) it underutilizes resources. 
D) it creates ''silos of knowledge'' whereby information is not shared with other units. 
E) it limits the ability to expand operations. 
A) it increases the amount of duplication. 
B) it reduces cooperation across groups. 
C) it underutilizes resources. 
D) it creates ''silos of knowledge'' whereby information is not shared with other units. 
E) it limits the ability to expand operations.

Question 19

When people divide work among themselves, they need to:

Accepted Answer

A) rely increasingly on a simple structure. 
B) centralize. 
C) decentralize. 
D) rely on one or more coordinating mechanisms. 
E) form a team-based organizational structure. 
A) rely increasingly on a simple structure. 
B) centralize. 
C) decentralize. 
D) rely on one or more coordinating mechanisms. 
E) form a team-based organizational structure.

Question 20

One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.

Accepted Answer

A) True 
 B)False

All of the following are coordinating mechanisms, EXCEPT:

Companies with divisionalized structures are increasingly adopting the geographically-based structure.

A mechanistic structure is decentralized, has a narrow span of control, and little formalization.

Which organizational structure has the ability to reshape itself quickly to fit immediate client needs?

Departmentalization establishes interdependencies and coordination through informal communication within each work unit.

In which kinds of environments would mechanistic and organic organizational structures be best suited, and explain why?

Divisional structures may be formed around products, geography, or functional specializations.

Larger organizations tend to

Job descriptions and training are examples of coordination through standardization.

Formalization represents the establishment of standardization as a coordinating mechanism.

Candoo Ltd. will soon flatten its hierarchy by removing two of the five layers of management. If the number of employees in the organization remains constant, which of the following must also occur?

Matrix structures tend to

Departmentalization does all of the following, EXCEPT

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

A divisionalized structure has all of the following problems, EXCEPT

When people divide work among themselves, they need to:

One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.

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

All of the following are coordinating mechanisms, EXCEPT:

Companies with divisionalized structures are increasingly adopting the geographically-based structure.

A mechanistic structure is decentralized, has a narrow span of control, and little formalization.

Which organizational structure has the ability to reshape itself quickly to fit immediate client needs?

Departmentalization establishes interdependencies and coordination through informal communication within each work unit.

In which kinds of environments would mechanistic and organic organizational structures be best suited, and explain why?

Divisional structures may be formed around products, geography, or functional specializations.

Larger organizations tend to

Job descriptions and training are examples of coordination through standardization.

Formalization represents the establishment of standardization as a coordinating mechanism.

Candoo Ltd. will soon flatten its hierarchy by removing two of the five layers of management. If the number of employees in the organization remains constant, which of the following must also occur?

Matrix structures tend to

Departmentalization does all of the following, EXCEPT

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

A divisionalized structure has all of the following problems, EXCEPT

When people divide work among themselves, they need to:

One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.

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