Question 1

To counteract the diseconomies of division of labor, a company can increase the range of tasks the employee performs.

Accepted Answer

A) True 
 B)False

Question 2

An organic organization is low in centralization.

Accepted Answer

A) True 
 B)False

Question 3

Organizational design is the degree to which standardized procedures are in place in an organization.

Accepted Answer

A) True 
 B)False

Question 4

The type of assembly line typically found in automobile manufacturing is an example of ________.

Accepted Answer

A)  unit production 
B)  mass production 
C)  process production 
D)  continuous production 
A)  unit production 
B)  mass production 
C)  process production 
D)  continuous production

Question 5

Discuss the differences between line and staff authority.

Accepted Answer

The early management writers also distin

Question 6

Michelle is very concerned about the formal framework by which job tasks are divided, grouped, and coordinated within her unit. This implies that she is concerned about ________.

Accepted Answer

A)  the chain of command 
B)  the organizational structure 
C)  the organizational design 
D)  decentralization 
A)  the chain of command 
B)  the organizational structure 
C)  the organizational design 
D)  decentralization

Question 7

The ________ is an organizational structure made up of separate business units with each unit having limited autonomy.

Accepted Answer

A)  bureaucratic structure 
B)  simple structure 
C)  functional structure 
D)  divisional structure 
A)  bureaucratic structure 
B)  simple structure 
C)  functional structure 
D)  divisional structure

Question 8

The more the decision-making power of lower-level employees, the more decentralized the organization is.

Accepted Answer

A) True 
 B)False

Question 9

Work specialization is also known as division of labor.

Accepted Answer

A) True 
 B)False

Question 10

In divisional structures, the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.

Accepted Answer

A) True 
 B)False

Question 11

Paul, the HR manager, works in the Townsville plant and reports to the plant manager there, but he also reports to the corporate HR director in Cityburg. This reporting structure violates the principle of ________.

Accepted Answer

A)  division of authority 
B)  unity of purpose 
C)  chain of command 
D)  unity of command 
A)  division of authority 
B)  unity of purpose 
C)  chain of command 
D)  unity of command

Question 12

Organizational design is a process that involves decisions about ________.

Accepted Answer

A)  work specialization and cost-leadership 
B)  chain of command and span of control 
C)  centralization and differentiation 
D)  departmentalization and diversification 
A)  work specialization and cost-leadership 
B)  chain of command and span of control 
C)  centralization and differentiation 
D)  departmentalization and diversification

Question 13

Departmentalization based on ________ groups jobs on the basis of territory or physical location.

Accepted Answer

A)  customer 
B)  product 
C)  geography 
D)  process 
A)  customer 
B)  product 
C)  geography 
D)  process

Question 14

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________.

Accepted Answer

A)  continuous production 
B)  repetitive flow production 
C)  product production 
D)  process production 
A)  continuous production 
B)  repetitive flow production 
C)  product production 
D)  process production

Question 15

Customer departmentalization works well because it emphasizes interdepartmental communication regarding customer's needs.

Accepted Answer

A) True 
 B)False

Question 16

In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________.

Accepted Answer

A)  unit production 
B)  mass production 
C)  process production 
D)  continuous production 
A)  unit production 
B)  mass production 
C)  process production 
D)  continuous production

Question 17

Which of the following is a weakness of the simple structure?

Accepted Answer

A)  Duplication of activities and resources increases costs and reduces efficiency. 
B)  Specialists become insulated and have little understanding of what other units are doing. 
C)  Pursuit of functional goals causes managers to lose sight of what is best for the overall organization. 
D)  It relies too much on one person, which is very risky. 
A)  Duplication of activities and resources increases costs and reduces efficiency. 
B)  Specialists become insulated and have little understanding of what other units are doing. 
C)  Pursuit of functional goals causes managers to lose sight of what is best for the overall organization. 
D)  It relies too much on one person, which is very risky.

Question 18

What are the four contingency variables that an organization's structure depends on?

Accepted Answer

A)  strategy, size, technology, and equity 
B)  management, technology, equity, and degree of environmental uncertainty 
C)  management, funding, technology, and degree of environmental uncertainty 
D)  strategy, size, technology, and environmental uncertainty 
A)  strategy, size, technology, and equity 
B)  management, technology, equity, and degree of environmental uncertainty 
C)  management, funding, technology, and degree of environmental uncertainty 
D)  strategy, size, technology, and environmental uncertainty

Question 19

List a few factors that influence the amount of centralization or decentralization in an organization.

Accepted Answer

An organization requires more centraliza

Question 20

Worldwide economic downturn, global competition, accelerated product innovation by competitors, and increased demands from customers for high quality and faster deliveries encourage organizations to become more ________.

Accepted Answer

A)  organic 
B)  mechanistic 
C)  centralized 
D)  formalized 
A)  organic 
B)  mechanistic 
C)  centralized 
D)  formalized

To counteract the diseconomies of division of labor, a company can increase the range of tasks the employee performs.

An organic organization is low in centralization.

Organizational design is the degree to which standardized procedures are in place in an organization.

The type of assembly line typically found in automobile manufacturing is an example of ________.

Discuss the differences between line and staff authority.

Michelle is very concerned about the formal framework by which job tasks are divided, grouped, and coordinated within her unit. This implies that she is concerned about ________.

The ________ is an organizational structure made up of separate business units with each unit having limited autonomy.

The more the decision-making power of lower-level employees, the more decentralized the organization is.

Work specialization is also known as division of labor.

In divisional structures, the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.

Paul, the HR manager, works in the Townsville plant and reports to the plant manager there, but he also reports to the corporate HR director in Cityburg. This reporting structure violates the principle of ________.

Organizational design is a process that involves decisions about ________.

Departmentalization based on ________ groups jobs on the basis of territory or physical location.

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________.

Customer departmentalization works well because it emphasizes interdepartmental communication regarding customer's needs.

In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________.

Which of the following is a weakness of the simple structure?

What are the four contingency variables that an organization's structure depends on?

List a few factors that influence the amount of centralization or decentralization in an organization.

Worldwide economic downturn, global competition, accelerated product innovation by competitors, and increased demands from customers for high quality and faster deliveries encourage organizations to become more ________.

Managers and You in the Workplace

Decision Making

Globalmanagement

Valuing a Diverse Workforce

Socially Conscious Management

Managing Change

Constraints Onmanagers

Planning and Goal-Setting

Strategic Planning

Fostering Entrepreneurship

Organizing Around Teams

Human Resourcemanagement

Interpersonal and Organizational Communication

Organizational Behavior

Leadership

Motivating Employees

Controlling Activities and Operations

Filters

Exam 11: Organization Design

To counteract the diseconomies of division of labor, a company can increase the range of tasks the employee performs.

An organic organization is low in centralization.

Organizational design is the degree to which standardized procedures are in place in an organization.

The type of assembly line typically found in automobile manufacturing is an example of ________.

Discuss the differences between line and staff authority.

Michelle is very concerned about the formal framework by which job tasks are divided, grouped, and coordinated within her unit. This implies that she is concerned about ________.

The ________ is an organizational structure made up of separate business units with each unit having limited autonomy.

The more the decision-making power of lower-level employees, the more decentralized the organization is.

Work specialization is also known as division of labor.

In divisional structures, the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.

Paul, the HR manager, works in the Townsville plant and reports to the plant manager there, but he also reports to the corporate HR director in Cityburg. This reporting structure violates the principle of ________.

Organizational design is a process that involves decisions about ________.

Departmentalization based on ________ groups jobs on the basis of territory or physical location.

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________.

Customer departmentalization works well because it emphasizes interdepartmental communication regarding customer's needs.

In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________.

Which of the following is a weakness of the simple structure?

What are the four contingency variables that an organization's structure depends on?

List a few factors that influence the amount of centralization or decentralization in an organization.

Worldwide economic downturn, global competition, accelerated product innovation by competitors, and increased demands from customers for high quality and faster deliveries encourage organizations to become more ________.

Managers and You in the Workplace

Decision Making

Globalmanagement

Valuing a Diverse Workforce

Socially Conscious Management

Managing Change

Constraints Onmanagers

Planning and Goal-Setting

Strategic Planning

Fostering Entrepreneurship

Organizing Around Teams

Human Resourcemanagement

Interpersonal and Organizational Communication

Organizational Behavior

Leadership

Motivating Employees

Controlling Activities and Operations

Filters