Question 1

Chandler's conclusion in the strategy view of organization structure is that

Accepted Answer

A) structure follows strategy. 
B) strategy follows structure. 
C) technology affects structure. 
D) larger organizations have more complex structures. 
E) environmental uncertainty affects structure. 
A) structure follows strategy. 
B) strategy follows structure. 
C) technology affects structure. 
D) larger organizations have more complex structures. 
E) environmental uncertainty affects structure.

Question 2

The task environment includes all of the specific organizations, groups, and individuals that influence the organization.

Accepted Answer

A) True 
 B)False

Question 3

Which of the following is one of the key structural imperatives?

Accepted Answer

A) Competition 
B) Sustainability 
C) Environment 
D) Efficiency 
E) Effectiveness 
A) Competition 
B) Sustainability 
C) Environment 
D) Efficiency 
E) Effectiveness

Question 4

A(n) ____ subsystem is the means by which inputs are transformed into outputs.

Accepted Answer

A) open 
B) task 
C) sociotechnical 
D) synergistic 
E) social 
A) open 
B) task 
C) sociotechnical 
D) synergistic 
E) social

Question 5

In the adhocracy organizational design, decision-making is centralized at the top of the organization, and power is in the hands of management.

Accepted Answer

A) True 
 B)False

Question 6

The benefits of a matrix organization include all of the following EXCEPT:

Accepted Answer

A) it is flexible. 
B) it can provide coordinated responses to pressures. 
C) power struggles may occur. 
D) it improves project coordination. 
E) it improves communication. 
A) it is flexible. 
B) it can provide coordinated responses to pressures. 
C) power struggles may occur. 
D) it improves project coordination. 
E) it improves communication.

Chandler's conclusion in the strategy view of organization structure is that

The task environment includes all of the specific organizations, groups, and individuals that influence the organization.

Which of the following is one of the key structural imperatives?

A(n) ____ subsystem is the means by which inputs are transformed into outputs.

In the adhocracy organizational design, decision-making is centralized at the top of the organization, and power is in the hands of management.

The benefits of a matrix organization include all of the following EXCEPT:

An Overview of Organizational Behavior

The Changing Environment of Organizations

Foundations of Individual Behavior

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Decision Making and Problem Solving

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Contemporary Views of Leadership in Organizations

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Organization Culture

Organization Change and Development

Filters

Exam 17: Organization Design

Chandler's conclusion in the strategy view of organization structure is that

The task environment includes all of the specific organizations, groups, and individuals that influence the organization.

Which of the following is one of the key structural imperatives?

A(n) ____ subsystem is the means by which inputs are transformed into outputs.

In the adhocracy organizational design, decision-making is centralized at the top of the organization, and power is in the hands of management.

The benefits of a matrix organization include all of the following EXCEPT:

An Overview of Organizational Behavior

The Changing Environment of Organizations

Foundations of Individual Behavior

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Decision Making and Problem Solving

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Contemporary Views of Leadership in Organizations

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Organization Culture

Organization Change and Development

Filters