Question 1

Eliminating boundaries supports learning organisations.

Accepted Answer

A) True 
 B)False

Question 2

Line authority gives a manager the ability to direct the work of _________.

Accepted Answer

A) other managers 
B) any subordinate 
C) only subordinates one level down 
D) any subordinate, after consulting with the next higher level 
A) other managers 
B) any subordinate 
C) only subordinates one level down 
D) any subordinate, after consulting with the next higher level

Question 3

What is effective delegation?

Accepted Answer

Delegation is the assignment of authorit

Question 4

An organic organisation is bureaucratic and hierarchical.

Accepted Answer

A) True 
 B)False

Question 5

In a short essay, describe a learning organisation.What structural aspects does a learning organisation need?

Accepted Answer

A learning organisation is an organisati

Question 6

Managers want to eliminate boundaries in organisations primarily to increase stability and reduce flexibility.

Accepted Answer

A) True 
 B)False

Question 7

A key difference between a team structure and a virtual organisation is that a team structure _________, while a virtual organisation does not.

Accepted Answer

A) permanently employs team members 
B) works on projects 
C) holds group members accountable 
D) empowers group members 
A) permanently employs team members 
B) works on projects 
C) holds group members accountable 
D) empowers group members

Question 8

Today, most managers see work specialisation as a source of ever-increasing productivity.

Accepted Answer

A) True 
 B)False

Question 9

_________ is the power that arises when a person is close to another person who has great power and authority.

Accepted Answer

A) Reward power 
B) Coercive power 
C) Referent power 
D) Expert power 
A) Reward power 
B) Coercive power 
C) Referent power 
D) Expert power

Question 10

Staff authority is the ability to direct the work of any employee who does not have a higher rank in the organisation.

Accepted Answer

A) True 
 B)False

Question 11

A _________ subcontracts part of a project out to outside suppliers.

Accepted Answer

A) network organisation 
B) boundary organisation 
C) matrix structure 
D) virtual organisation 
A) network organisation 
B) boundary organisation 
C) matrix structure 
D) virtual organisation

Question 12

List and discuss the following two common forms of departmentalisation: process and customer.

Accepted Answer

Process departmentalisation: This method

Question 13

Briefly describe how technology and the environment should be considered in determining an appropriate structure in organisational design.

Accepted Answer

Technology and structure: Every organisa

Question 14

Sara is offered a chance to help direct the efforts of some employees assigned to her work group.Sara sees this new assignment as an increase in _________, or an obligation or expectation for her to perform at a new level.

Accepted Answer

A) authority 
B) responsibility 
C) functional structure 
D) divisional structure 
A) authority 
B) responsibility 
C) functional structure 
D) divisional structure

Question 15

A bank manager who passes out bonuses at the end of the year is exercising this.

Accepted Answer

A) Expert power 
B) Referent power 
C) Reward power 
D) Legitimate power 
A) Expert power 
B) Referent power 
C) Reward power 
D) Legitimate power

Question 16

In a team structure, team members are not held responsible for their decisions.

Accepted Answer

A) True 
 B)False

Question 17

Boundaryless organisations try to eliminate _________ within their organisation.

Accepted Answer

A) horizontal specialisation and vertical hierarchy 
B) vertical hierarchy only 
C) horizontal specialisation only 
D) vertical specialisation only 
A) horizontal specialisation and vertical hierarchy 
B) vertical hierarchy only 
C) horizontal specialisation only 
D) vertical specialisation only

Question 18

Which statement best summarises the difference between authority and power?

Accepted Answer

A) Power is a two-dimensional part of a three-dimensional authority 
B) Power is a right, while authority is a privilege. 
C) Authority is one's ability to influence decisions, while power is an informal right to make decisions. 
D) Authority is a right and is part of power 
A) Power is a two-dimensional part of a three-dimensional authority 
B) Power is a right, while authority is a privilege. 
C) Authority is one's ability to influence decisions, while power is an informal right to make decisions. 
D) Authority is a right and is part of power

Question 19

The jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers.This is a reduction in _________.

Accepted Answer

A) chain of command 
B) departmentalisation 
C) centralisation 
D) work specialisation 
A) chain of command 
B) departmentalisation 
C) centralisation 
D) work specialisation

Question 20

Explain how line authority is often a link in a chain of command.

Accepted Answer

Line authority entitles a manager to dir

Eliminating boundaries supports learning organisations.

Line authority gives a manager the ability to direct the work of _________.

What is effective delegation?

An organic organisation is bureaucratic and hierarchical.

In a short essay, describe a learning organisation.What structural aspects does a learning organisation need?

Managers want to eliminate boundaries in organisations primarily to increase stability and reduce flexibility.

A key difference between a team structure and a virtual organisation is that a team structure _________, while a virtual organisation does not.

Today, most managers see work specialisation as a source of ever-increasing productivity.

_________ is the power that arises when a person is close to another person who has great power and authority.

Staff authority is the ability to direct the work of any employee who does not have a higher rank in the organisation.

A _________ subcontracts part of a project out to outside suppliers.

List and discuss the following two common forms of departmentalisation: process and customer.

Briefly describe how technology and the environment should be considered in determining an appropriate structure in organisational design.

Sara is offered a chance to help direct the efforts of some employees assigned to her work group.Sara sees this new assignment as an increase in _________, or an obligation or expectation for her to perform at a new level.

A bank manager who passes out bonuses at the end of the year is exercising this.

In a team structure, team members are not held responsible for their decisions.

Boundaryless organisations try to eliminate _________ within their organisation.

Which statement best summarises the difference between authority and power?

The jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers.This is a reduction in _________.

Explain how line authority is often a link in a chain of command.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters

Exam 5: Organisational Structure and Design

Eliminating boundaries supports learning organisations.

Line authority gives a manager the ability to direct the work of _________.

What is effective delegation?

An organic organisation is bureaucratic and hierarchical.

In a short essay, describe a learning organisation.What structural aspects does a learning organisation need?

Managers want to eliminate boundaries in organisations primarily to increase stability and reduce flexibility.

A key difference between a team structure and a virtual organisation is that a team structure _________, while a virtual organisation does not.

Today, most managers see work specialisation as a source of ever-increasing productivity.

_________ is the power that arises when a person is close to another person who has great power and authority.

Staff authority is the ability to direct the work of any employee who does not have a higher rank in the organisation.

A _________ subcontracts part of a project out to outside suppliers.

List and discuss the following two common forms of departmentalisation: process and customer.

Briefly describe how technology and the environment should be considered in determining an appropriate structure in organisational design.

Sara is offered a chance to help direct the efforts of some employees assigned to her work group.Sara sees this new assignment as an increase in _________, or an obligation or expectation for her to perform at a new level.

A bank manager who passes out bonuses at the end of the year is exercising this.

In a team structure, team members are not held responsible for their decisions.

Boundaryless organisations try to eliminate _________ within their organisation.

Which statement best summarises the difference between authority and power?

The jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers.This is a reduction in _________.

Explain how line authority is often a link in a chain of command.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Managing Human Resources

Managing Change and Innovation

Foundations of Individual Behaviour

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters