Question 1

Team-based organizations have:

Accepted Answer

A) hourly wages and generous employee benefits. 
B) supervisors as the main source of direction and control. 
C) a tall hierarchy. 
D) communities of practice. 
E) a wide span of control. 
A) hourly wages and generous employee benefits. 
B) supervisors as the main source of direction and control. 
C) a tall hierarchy. 
D) communities of practice. 
E) a wide span of control.

Question 2

If a company chooses a low-cost strategy, an organic structure is preferred because it maximizes production and service efficiency.

Accepted Answer

A) True 
 B)False

Question 3

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

Accepted Answer

A) functional structures. 
B) simple structures. 
C) client-based divisionalized structures. 
D) network structures. 
E) team-based structures. 
A) functional structures. 
B) simple structures. 
C) client-based divisionalized structures. 
D) network structures. 
E) team-based structures.

Question 4

Which of the following is typically most important among people working in hospital surgical operations?

Accepted Answer

A) Organizational goals 
B) Integrator roles 
C) Job descriptions 
D) Extensive training 
E) Company rules 
A) Organizational goals 
B) Integrator roles 
C) Job descriptions 
D) Extensive training 
E) Company rules

Question 5

Organizational size, technology, and environment are:

Accepted Answer

A) the three dimensions of span of control. 
B) three of the four ways to avoid using coordinating mechanisms. 
C) three conditions that do not influence a simple structure. 
D) the three factors that distinguish a virtual corporation from a network structure. 
E) three of the four contingencies of organizational design. 
A) the three dimensions of span of control. 
B) three of the four ways to avoid using coordinating mechanisms. 
C) three conditions that do not influence a simple structure. 
D) the three factors that distinguish a virtual corporation from a network structure. 
E) three of the four contingencies of organizational design.

Question 6

In a typical matrix structure, several satellite organizations are bee-hived around a core firm.

Accepted Answer

A) True 
 B)False

Question 7

Food4U Food4U, a wholesale grocery business, operates in one city and provides one service - stocking retailers with fresh produce.The company wants to ensure that employees develop expertise in their skill specialization and that these specializations are used efficiently.A potential problem with this form of structure is:

Accepted Answer

A) inefficient resource utilization. 
B) increased costs. 
C) excessive focus on clients. 
D) ambiguous accountability. 
E) higher dysfunctional conflict. 
A) inefficient resource utilization. 
B) increased costs. 
C) excessive focus on clients. 
D) ambiguous accountability. 
E) higher dysfunctional conflict.

Question 8

Organizational and environmental complexities push organizations toward:

Accepted Answer

A) formalization. 
B) a more mechanistic structure. 
C) decentralization. 
D) a simple structure. 
E) a narrow span of control. 
A) formalization. 
B) a more mechanistic structure. 
C) decentralization. 
D) a simple structure. 
E) a narrow span of control.

Question 9

Divisional structures may be formed around products, geography, or clients.

Accepted Answer

A) True 
 B)False

Question 10

A wider span of control is possible if:

Accepted Answer

A) employees manage themselves rather than being coordinated through close supervision. 
B) the company has a high degree of formalization and operates in a complex environment. 
C) the organization has few employees and a tall hierarchy. 
D) the company does not rely on self-directed teams. 
E) very few people report directly to a manager. 
A) employees manage themselves rather than being coordinated through close supervision. 
B) the company has a high degree of formalization and operates in a complex environment. 
C) the organization has few employees and a tall hierarchy. 
D) the company does not rely on self-directed teams. 
E) very few people report directly to a manager.

Question 11

A potential disadvantage of network structures is that they expose the core firm to market forces.

Accepted Answer

A) True 
 B)False

Question 12

Organic structures are better than mechanistic structures for:

Accepted Answer

A) hostile environments. 
B) stable environments. 
C) munificent environments. 
D) munificent and complex environments. 
E) simple and stable environments. 
A) hostile environments. 
B) stable environments. 
C) munificent environments. 
D) munificent and complex environments. 
E) simple and stable environments.

Question 13

A problem with departmentalization is that it discourages coordination through informal communication.

Accepted Answer

A) True 
 B)False

Question 14

Explain the statement, "Structure follows strategy."

Accepted Answer

Organizational leaders decide how large

Question 15

When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:

Accepted Answer

A) through direct supervision. 
B) by extensively training employees. 
C) by giving one employee most of the tasks previously divided among many people. 
D) through further division of labor. 
E) through formal hierarchy. 
A) through direct supervision. 
B) by extensively training employees. 
C) by giving one employee most of the tasks previously divided among many people. 
D) through further division of labor. 
E) through formal hierarchy.

Question 16

Network structures come close to the perfect example of a mechanistic organizational structure.

Accepted Answer

A) True 
 B)False

Question 17

Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.

Accepted Answer

A) True 
 B)False

Question 18

Organizations move toward a team-based structure by flattening the hierarchy, reducing formalization, and making extensive use of self-directed work teams.

Accepted Answer

A) True 
 B)False

Question 19

The _____ structure tends to duplicate resources, such as production equipment and engineering or information technology expertise.

Accepted Answer

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

Question 20

An organization's structure is the same as its organizational chart.

Accepted Answer

A) True 
 B)False

Team-based organizations have:

If a company chooses a low-cost strategy, an organic structure is preferred because it maximizes production and service efficiency.

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

Which of the following is typically most important among people working in hospital surgical operations?

Organizational size, technology, and environment are:

In a typical matrix structure, several satellite organizations are bee-hived around a core firm.

Organizational and environmental complexities push organizations toward:

Divisional structures may be formed around products, geography, or clients.

A wider span of control is possible if:

A potential disadvantage of network structures is that they expose the core firm to market forces.

Organic structures are better than mechanistic structures for:

A problem with departmentalization is that it discourages coordination through informal communication.

Explain the statement, "Structure follows strategy."

When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:

Network structures come close to the perfect example of a mechanistic organizational structure.

Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.

Organizations move toward a team-based structure by flattening the hierarchy, reducing formalization, and making extensive use of self-directed work teams.

The _____ structure tends to duplicate resources, such as production equipment and engineering or information technology expertise.

An organization's structure is the same as its organizational chart.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Culture

Organizational Change

Filters

Exam 13: Designing Organizational Structures

Team-based organizations have:

If a company chooses a low-cost strategy, an organic structure is preferred because it maximizes production and service efficiency.

The increasing recognition that an organization has only a few core competencies is one of the forces pushing towards more:

Which of the following is typically most important among people working in hospital surgical operations?

Organizational size, technology, and environment are:

In a typical matrix structure, several satellite organizations are bee-hived around a core firm.

Organizational and environmental complexities push organizations toward:

Divisional structures may be formed around products, geography, or clients.

A wider span of control is possible if:

A potential disadvantage of network structures is that they expose the core firm to market forces.

Organic structures are better than mechanistic structures for:

A problem with departmentalization is that it discourages coordination through informal communication.

Explain the statement, "Structure follows strategy."

When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:

Network structures come close to the perfect example of a mechanistic organizational structure.

Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.

Organizations move toward a team-based structure by flattening the hierarchy, reducing formalization, and making extensive use of self-directed work teams.

The _____ structure tends to duplicate resources, such as production equipment and engineering or information technology expertise.

An organization's structure is the same as its organizational chart.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Organizational Culture

Organizational Change

Filters