Question 1

Henri Fayol set the maximum span of control at 20 people, but this number may be higher where work activities are routine and standardized.

Accepted Answer

A) True 
 B)False

Question 2

Organizational structures are tools for change.

Accepted Answer

A) True 
 B)False

Question 3

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

Accepted Answer

A) True 
 B)False

Question 4

Tall hierarchies tend to encourage employee empowerment and engagement because they focus power around employees rather than managers.

Accepted Answer

A) True 
 B)False

Question 5

The main reasons why companies are moving toward flatter organizational structures is because it improves coordination through formal hierarchy.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following are contingencies of organizational design?

Accepted Answer

A) Organizational size 
B) Technology 
C) Organizational environment 
D) All of these are contingencies of organizational design. 
E) Only organizational size and environment are contingencies of organizational design. 
A) Organizational size 
B) Technology 
C) Organizational environment 
D) All of these are contingencies of organizational design. 
E) Only organizational size and environment are contingencies of organizational design.

Question 7

All organizational structures have the following two fundamental requirements:

Accepted Answer

A) decentralization and divisionalization. 
B) coordination and decentralization. 
C) flatter span of control and decentralization. 
D) division of labour and coordination. 
E) centralization and outsourcing. 
A) decentralization and divisionalization. 
B) coordination and decentralization. 
C) flatter span of control and decentralization. 
D) division of labour and coordination. 
E) centralization and outsourcing.

Question 8

A corporation that connects work processes around the world, rather than replicating them within each country or region is classified as a:

Accepted Answer

A) trans-national. 
B) multi-national. 
C) globally integrated enterprise. 
D) globally virtual enterprise. 
E) trans-global. 
A) trans-national. 
B) multi-national. 
C) globally integrated enterprise. 
D) globally virtual enterprise. 
E) trans-global.

Question 9

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

Accepted Answer

A) Freer trade 
B) Increases in the number of truly global clients 
C) Advances in information technology 
D) All of these factors. 
E) None of these factors influence an organization's structure. 
A) Freer trade 
B) Increases in the number of truly global clients 
C) Advances in information technology 
D) All of these factors. 
E) None of these factors influence an organization's structure.

Question 10

Many companies claim to have a team-based organization, yet relatively few have actually adopted this form of departmentalization. Describe three (3) structural features that would suggest that a company has adopted a team-based organizational structure.

Accepted Answer

The textbook identifies four features of

Question 11

The shift away from geographic and toward product or client-based divisional structures reflects the trend toward:

Accepted Answer

A) disbanding team-based structures in favour of simple structures. 
B) shifting from functional structures to geographically based divisionalized structures. 
C) changing from divisionalized structures into functional structures. 
D) increasing direct supervision as the main coordinating mechanism. 
E) the globally integrated enterprise. 
A) disbanding team-based structures in favour of simple structures. 
B) shifting from functional structures to geographically based divisionalized structures. 
C) changing from divisionalized structures into functional structures. 
D) increasing direct supervision as the main coordinating mechanism. 
E) the globally integrated enterprise.

Question 12

Organizations tend to centralize as their external environment becomes more complex

Accepted Answer

A) True 
 B)False

Question 13

Decentralization is the logical choice in simple, integrated (one market), and hostile environments.

Accepted Answer

A) True 
 B)False

Question 14

Organizations operating in diverse environments should

Accepted Answer

A) adopt a functional structure. 
B) develop a set of formal rules and regulations specifically addressing what employees should do about that diversity. 
C) centralize so that more decisions are made by top management alone. 
D) adopt a divisional structure aligned with that diversity. 
E) do none of these things. 
A) adopt a functional structure. 
B) develop a set of formal rules and regulations specifically addressing what employees should do about that diversity. 
C) centralize so that more decisions are made by top management alone. 
D) adopt a divisional structure aligned with that diversity. 
E) do none of these things.

Question 15

The current trend is for companies to shift their divisionalized structures away from

Accepted Answer

A) clients. 
B) products. 
C) geographic clusters. 
D) functional specializations (marketing, accounting, production, etc.). 
E) emerging forms of technology. 
A) clients. 
B) products. 
C) geographic clusters. 
D) functional specializations (marketing, accounting, production, etc.). 
E) emerging forms of technology.

Question 16

Organic structures are better than mechanistic structures for

Accepted Answer

A) munificent environments. 
B) stable environments. 
C) hostile environments. 
D) Organic structures are better than mechanistic structures for all of these environments. 
E) Organic structures are better than mechanistic structures for none of these environments. 
A) munificent environments. 
B) stable environments. 
C) hostile environments. 
D) Organic structures are better than mechanistic structures for all of these environments. 
E) Organic structures are better than mechanistic structures for none of these environments.

Question 17

For which type of environment should organizations adopt an organic structure?

Accepted Answer

A) Dynamic environments 
B) Munificent environments 
C) Simple environments 
D) Stable environments 
E) Never; mechanistic structures are better than organic structures in all environments. 
A) Dynamic environments 
B) Munificent environments 
C) Simple environments 
D) Stable environments 
E) Never; mechanistic structures are better than organic structures in all environments.

Question 18

Organizations tend to become less formalized as they age and grow in number of employees.

Accepted Answer

A) True 
 B)False

Question 19

The more diversified the environment, the more the firm would benefit from a divisionalized form of departmentalization.

Accepted Answer

A) True 
 B)False

Question 20

A divisionalized structure is recommended in

Accepted Answer

A) munificent environments. 
B) stable environments. 
C) integrated environments. 
D) diverse environments. 
E) This structure is not recommended for any of these environments. 
A) munificent environments. 
B) stable environments. 
C) integrated environments. 
D) diverse environments. 
E) This structure is not recommended for any of these environments.

Henri Fayol set the maximum span of control at 20 people, but this number may be higher where work activities are routine and standardized.

Organizational structures are tools for change.

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

Tall hierarchies tend to encourage employee empowerment and engagement because they focus power around employees rather than managers.

The main reasons why companies are moving toward flatter organizational structures is because it improves coordination through formal hierarchy.

Which of the following are contingencies of organizational design?

All organizational structures have the following two fundamental requirements:

A corporation that connects work processes around the world, rather than replicating them within each country or region is classified as a:

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

Many companies claim to have a team-based organization, yet relatively few have actually adopted this form of departmentalization. Describe three (3) structural features that would suggest that a company has adopted a team-based organizational structure.

The shift away from geographic and toward product or client-based divisional structures reflects the trend toward:

Organizations tend to centralize as their external environment becomes more complex

Decentralization is the logical choice in simple, integrated (one market), and hostile environments.

Organizations operating in diverse environments should

The current trend is for companies to shift their divisionalized structures away from

Organic structures are better than mechanistic structures for

For which type of environment should organizations adopt an organic structure?

Organizations tend to become less formalized as they age and grow in number of employees.

The more diversified the environment, the more the firm would benefit from a divisionalized form of departmentalization.

A divisionalized structure is recommended in

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

Henri Fayol set the maximum span of control at 20 people, but this number may be higher where work activities are routine and standardized.

Organizational structures are tools for change.

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

Tall hierarchies tend to encourage employee empowerment and engagement because they focus power around employees rather than managers.

The main reasons why companies are moving toward flatter organizational structures is because it improves coordination through formal hierarchy.

Which of the following are contingencies of organizational design?

All organizational structures have the following two fundamental requirements:

A corporation that connects work processes around the world, rather than replicating them within each country or region is classified as a:

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

Many companies claim to have a team-based organization, yet relatively few have actually adopted this form of departmentalization. Describe three (3) structural features that would suggest that a company has adopted a team-based organizational structure.

The shift away from geographic and toward product or client-based divisional structures reflects the trend toward:

Organizations tend to centralize as their external environment becomes more complex

Decentralization is the logical choice in simple, integrated (one market), and hostile environments.

Organizations operating in diverse environments should

The current trend is for companies to shift their divisionalized structures away from

Organic structures are better than mechanistic structures for

For which type of environment should organizations adopt an organic structure?

Organizations tend to become less formalized as they age and grow in number of employees.

The more diversified the environment, the more the firm would benefit from a divisionalized form of departmentalization.

A divisionalized structure is recommended in

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