Question 1

Work specialization is also known as division of labor.

Accepted Answer

A) True 
 B)False

Question 2

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 3

A ________ is an organizational design that groups similar or related occupational specialties together.

Accepted Answer

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

Question 4

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 5

All other things being equal, the wider or larger the span, the more ________ an organization is.

Accepted Answer

A)  ambitious 
B)  rigid 
C)  mechanistic 
D)  efficient 
A)  ambitious 
B)  rigid 
C)  mechanistic 
D)  efficient

Question 6

Eric is offered a chance to help direct the efforts of some employees assigned to his work group.This is a chance for Eric to experience ________.

Accepted Answer

A)  self actualization 
B)  groupthink 
C)  referent power 
D)  authority 
A)  self actualization 
B)  groupthink 
C)  referent power 
D)  authority

Question 7

A(n) ________ organization is highly specialized and rigidly departmentalized.

Accepted Answer

A)  organic 
B)  fundamental 
C)  learning 
D)  mechanistic 
A)  organic 
B)  fundamental 
C)  learning 
D)  mechanistic

Question 8

Paul Abdul Oil Corporation (PAOC) began as a relatively small oil company.As PAOC has grown, the company has gained a highly trained group of managers and analysts at the corporate headquarters.This group is highly adaptive in its structure.Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems.PAOC seems to have a(n) ________ structure.

Accepted Answer

A)  mechanistic 
B)  divisional 
C)  functional 
D)  organic 
A)  mechanistic 
B)  divisional 
C)  functional 
D)  organic

Question 9

List and discuss the four contingency variables that should be considered while designing an appropriate organizational structure.

Accepted Answer

a.Strategy and structure - An organizati

Question 10

Large organizations are more ________.

Accepted Answer

A)  mechanistic 
B)  organic 
C)  disorganized 
D)  decentralized 
A)  mechanistic 
B)  organic 
C)  disorganized 
D)  decentralized

Question 11

According to Woodward's studies, what type of production technology is best suited for a mechanistic structure?

Accepted Answer

A)  unit 
B)  process 
C)  product 
D)  mass 
A)  unit 
B)  process 
C)  product 
D)  mass

Question 12

High vertical differentiation, low horizontal differentiation, and low formalization are characteristics of an organization that indulges in ________.

Accepted Answer

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

Question 13

A(n) ________ organization is highly formalized and centralized.

Accepted Answer

A)  organic 
B)  mechanistic 
C)  rational 
D)  intuitive 
A)  organic 
B)  mechanistic 
C)  rational 
D)  intuitive

Question 14

The ________ determines the number of levels and managers in an organization.

Accepted Answer

A)  delegation of authority 
B)  unity of command 
C)  chain of command 
D)  span of control 
A)  delegation of authority 
B)  unity of command 
C)  chain of command 
D)  span of control

Question 15

A(n) ________ organization is highly adaptive, loose, and flexible.

Accepted Answer

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

Question 16

An organic organization strictly adheres to the chain-of-command principle and has a small span of control.

Accepted Answer

A) True 
 B)False

Question 17

________ refers to how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.

Accepted Answer

A)  Specialization 
B)  Centralization 
C)  Decentralization 
D)  Formalization 
A)  Specialization 
B)  Centralization 
C)  Decentralization 
D)  Formalization

Question 18

What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employees, children, and the disabled?

Accepted Answer

A)  product departmentalization 
B)  geographic departmentalization 
C)  process departmentalization 
D)  customer departmentalization 
A)  product departmentalization 
B)  geographic departmentalization 
C)  process departmentalization 
D)  customer departmentalization

Question 19

________ is the obligation or expectation to perform a duty.

Accepted Answer

A)  Responsibility 
B)  Authority 
C)  Ascendancy 
D)  Preponderance 
A)  Responsibility 
B)  Authority 
C)  Ascendancy 
D)  Preponderance

Question 20

Define the process of organizing and list its purposes.

Accepted Answer

Organizing is defined as arranging and s

Work specialization is also known as division of labor.

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

A ________ is an organizational design that groups similar or related occupational specialties together.

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

All other things being equal, the wider or larger the span, the more ________ an organization is.

Eric is offered a chance to help direct the efforts of some employees assigned to his work group.This is a chance for Eric to experience ________.

A(n) ________ organization is highly specialized and rigidly departmentalized.

List and discuss the four contingency variables that should be considered while designing an appropriate organizational structure.

Large organizations are more ________.

According to Woodward's studies, what type of production technology is best suited for a mechanistic structure?

High vertical differentiation, low horizontal differentiation, and low formalization are characteristics of an organization that indulges in ________.

A(n) ________ organization is highly formalized and centralized.

The ________ determines the number of levels and managers in an organization.

A(n) ________ organization is highly adaptive, loose, and flexible.

An organic organization strictly adheres to the chain-of-command principle and has a small span of control.

________ refers to how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.

What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employees, children, and the disabled?

________ is the obligation or expectation to perform a duty.

Define the process of organizing and list its purposes.

Management and Organizations

Understanding Management: Constraints and Challenges

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Adaptive Organizational Design

Managing Human Resources

Managing Teams

Understanding Individual Behavior

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 11: Basic Organizational Design

Work specialization is also known as division of labor.

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

A ________ is an organizational design that groups similar or related occupational specialties together.

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

All other things being equal, the wider or larger the span, the more ________ an organization is.

Eric is offered a chance to help direct the efforts of some employees assigned to his work group.This is a chance for Eric to experience ________.

A(n) ________ organization is highly specialized and rigidly departmentalized.

List and discuss the four contingency variables that should be considered while designing an appropriate organizational structure.

Large organizations are more ________.

According to Woodward's studies, what type of production technology is best suited for a mechanistic structure?

High vertical differentiation, low horizontal differentiation, and low formalization are characteristics of an organization that indulges in ________.

A(n) ________ organization is highly formalized and centralized.

The ________ determines the number of levels and managers in an organization.

A(n) ________ organization is highly adaptive, loose, and flexible.

An organic organization strictly adheres to the chain-of-command principle and has a small span of control.

________ refers to how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.

What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employees, children, and the disabled?

________ is the obligation or expectation to perform a duty.

Define the process of organizing and list its purposes.

Management and Organizations

Understanding Management: Constraints and Challenges

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Adaptive Organizational Design

Managing Human Resources

Managing Teams

Understanding Individual Behavior

Managers and Communication

Motivating Employees

Managers As Leaders

Filters