Question 1

Woodward concluded that a mechanistic structure worked best for a firm that used _________.

Accepted Answer

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

Question 2

Which of the following is synonymous with work specialisation?

Accepted Answer

A) Equal opportunity 
B) Chain of command 
C) Division of labour 
D) Span of control 
A) Equal opportunity 
B) Chain of command 
C) Division of labour 
D) Span of control

Question 3

_________ is the power that rests on the leader's ability to punish or control.

Accepted Answer

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

Question 4

According to the authors, the span of control is increasingly being determined by looking at contingency factors.List three of these factors.

Accepted Answer

Answers may include two of the following

Question 5

When a top manager decides to hire an individual over the objections of her staff, she is exercising which kind of power?

Accepted Answer

A) Coercive 
B) Referent 
C) Legitimate 
D) Expert 
A) Coercive 
B) Referent 
C) Legitimate 
D) Expert

Question 6

_________ is a key characteristic in an organisation with a functional structure.

Accepted Answer

A) Little specialisation 
B) Adaptability 
C) Departmentalisation 
D) Flexibility 
A) Little specialisation 
B) Adaptability 
C) Departmentalisation 
D) Flexibility

Question 7

A media company that has separate, autonomous companies for movies, TV, Internet and print journalism is most likely a _________ structure.

Accepted Answer

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

Question 8

Eric, who is an engineer, is now in a group with production workers and marketing specialists from different departments designing a new product that the company plans to offer.This situation could be described as a(n) _________ assignment

Accepted Answer

A) advanced assignment 
B) collective assignment 
C) project assignment 
D) alternative assignment 
A) advanced assignment 
B) collective assignment 
C) project assignment 
D) alternative assignment

Question 9

Which of the following is an example of a virtual organisation?

Accepted Answer

A) Second Life 
B) Boeing 
C) Kraft Foods 
D) Ericsson 
A) Second Life 
B) Boeing 
C) Kraft Foods 
D) Ericsson

Question 10

A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.

Accepted Answer

A) Virtual 
B) Matrix project 
C) Mechanistic 
D) Team 
A) Virtual 
B) Matrix project 
C) Mechanistic 
D) Team

Question 11

All of the following are characteristic of learning organisations except _________.

Accepted Answer

A) managers who serve as facilitators 
B) a strong sense of community 
C) a fear of making mistakes 
D) a collaborative environment 
A) managers who serve as facilitators 
B) a strong sense of community 
C) a fear of making mistakes 
D) a collaborative environment

Question 12

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

Question 13

In some instances, strict adherence to unity of command may create a degree of inflexiblity that _________.

Accepted Answer

A) hinders the organisation 
B) oppresses employee rights 
C) emphasises technological advances 
D) enhances a manager's power 
A) hinders the organisation 
B) oppresses employee rights 
C) emphasises technological advances 
D) enhances a manager's power

Question 14

Modern managers find that they can _________ if their employees are experienced, well trained and motivated.

Accepted Answer

A) eliminate their span of control 
B) increase their span of control 
C) decrease their span of control 
D) fluctuate their span of control 
A) eliminate their span of control 
B) increase their span of control 
C) decrease their span of control 
D) fluctuate their span of control

Question 15

The original ideas about organisational design formulated by Fayol and Weber are still relevant today.

Accepted Answer

A) True 
 B)False

Question 16

Define a boundaryless organisation.What has facilitated an increase in these organisations?

Accepted Answer

Another approach to contemporary organis

Question 17

Provide an example of an organisation with a divisional structure.Include one advantage and one disadvantage of this type of structure.What role do managers play in your example?

Accepted Answer

Answers will vary but must include an ex

Question 18

Having separate payroll departments in each division of a divisional structure is an example of which of the following?

Accepted Answer

A) Effectiveness, because separate payroll departments create jobs 
B) Efficiency, because separate payroll departments can share methods of operation 
C) Duplication, because a single payroll department could do the job 
D) Efficiency, because payroll departments compete 
A) Effectiveness, because separate payroll departments create jobs 
B) Efficiency, because separate payroll departments can share methods of operation 
C) Duplication, because a single payroll department could do the job 
D) Efficiency, because payroll departments compete

Question 19

Today's managers are moving away from formalisation and trying to be this.

Accepted Answer

A) More strict 
B) Less permissive 
C) More flexible 
D) More rigorous 
A) More strict 
B) Less permissive 
C) More flexible 
D) More rigorous

Question 20

Traditional organisational structures tend to be mechanistic in nature.

Accepted Answer

A) True 
 B)False

Woodward concluded that a mechanistic structure worked best for a firm that used _________.

Which of the following is synonymous with work specialisation?

_________ is the power that rests on the leader's ability to punish or control.

According to the authors, the span of control is increasingly being determined by looking at contingency factors.List three of these factors.

When a top manager decides to hire an individual over the objections of her staff, she is exercising which kind of power?

_________ is a key characteristic in an organisation with a functional structure.

A media company that has separate, autonomous companies for movies, TV, Internet and print journalism is most likely a _________ structure.

Eric, who is an engineer, is now in a group with production workers and marketing specialists from different departments designing a new product that the company plans to offer.This situation could be described as a(n) _________ assignment

Which of the following is an example of a virtual organisation?

A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.

All of the following are characteristic of learning organisations except _________.

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 _________.

In some instances, strict adherence to unity of command may create a degree of inflexiblity that _________.

Modern managers find that they can _________ if their employees are experienced, well trained and motivated.

The original ideas about organisational design formulated by Fayol and Weber are still relevant today.

Define a boundaryless organisation.What has facilitated an increase in these organisations?

Provide an example of an organisation with a divisional structure.Include one advantage and one disadvantage of this type of structure.What role do managers play in your example?

Having separate payroll departments in each division of a divisional structure is an example of which of the following?

Today's managers are moving away from formalisation and trying to be this.

Traditional organisational structures tend to be mechanistic in nature.

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

Woodward concluded that a mechanistic structure worked best for a firm that used _________.

Which of the following is synonymous with work specialisation?

_________ is the power that rests on the leader's ability to punish or control.

According to the authors, the span of control is increasingly being determined by looking at contingency factors.List three of these factors.

When a top manager decides to hire an individual over the objections of her staff, she is exercising which kind of power?

_________ is a key characteristic in an organisation with a functional structure.

A media company that has separate, autonomous companies for movies, TV, Internet and print journalism is most likely a _________ structure.

Eric, who is an engineer, is now in a group with production workers and marketing specialists from different departments designing a new product that the company plans to offer.This situation could be described as a(n) _________ assignment

Which of the following is an example of a virtual organisation?

A company that is pursuing a cost leadership strategy would be most likely to have this kind of structure.

All of the following are characteristic of learning organisations except _________.

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 _________.

In some instances, strict adherence to unity of command may create a degree of inflexiblity that _________.

Modern managers find that they can _________ if their employees are experienced, well trained and motivated.

The original ideas about organisational design formulated by Fayol and Weber are still relevant today.

Define a boundaryless organisation.What has facilitated an increase in these organisations?

Provide an example of an organisation with a divisional structure.Include one advantage and one disadvantage of this type of structure.What role do managers play in your example?

Having separate payroll departments in each division of a divisional structure is an example of which of the following?

Today's managers are moving away from formalisation and trying to be this.

Traditional organisational structures tend to be mechanistic in nature.

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