Question 1

Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.

Accepted Answer

A) True 
 B)False

Question 2

Informal communication as a coordinating mechanism is ineffective in nonroutine situations.

Accepted Answer

A) True 
 B)False

Question 3

Organizational strategy influences both the contingencies of structure and the structure itself.

Accepted Answer

A) True 
 B)False

Question 4

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

Accepted Answer

A) True 
 B)False

Question 5

Which of these statements about team-based organizational structures is FALSE?

Accepted Answer

A) Team-based structures have very little formalization. 
B) Team-based structures make extensive use of formal hierarchy as a coordinating mechanism. 
C) Team-based structures improve communication and cooperation across skills and areas of expertise. 
D) Team-based structures are usually more responsive and flexible than functional structures. 
E) Team-based structures are usually found within larger divisionalized structures. 
A) Team-based structures have very little formalization. 
B) Team-based structures make extensive use of formal hierarchy as a coordinating mechanism. 
C) Team-based structures improve communication and cooperation across skills and areas of expertise. 
D) Team-based structures are usually more responsive and flexible than functional structures. 
E) Team-based structures are usually found within larger divisionalized structures.

Question 6

Division of labour leads to increased job specialization.

Accepted Answer

A) True 
 B)False

Question 7

Organizational size,technology and environment are:

Accepted Answer

A) 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) three factors that distinguish a virtual corporation from a network structure. 
E) three contingencies of organizational design. 
A) 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) three factors that distinguish a virtual corporation from a network structure. 
E) three contingencies of organizational design.

Question 8

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

Accepted Answer

A) True 
 B)False

Question 9

A team-based organizational structure has:

Accepted Answer

A) inter-organizational networks configured in a tall hierarchy with high formalization. 
B) self-directed work teams in a flat hierarchy with little formalization. 
C) functional departments in a tall hierarchy with little formalization. 
D) divisional units in a flat hierarchy with high formalization. 
E) none of these combinations of characteristics. 
A) inter-organizational networks configured in a tall hierarchy with high formalization. 
B) self-directed work teams in a flat hierarchy with little formalization. 
C) functional departments in a tall hierarchy with little formalization. 
D) divisional units in a flat hierarchy with high formalization. 
E) none of these combinations of characteristics.

Question 10

Which form of departmentalization tends to require the most coordination and has a high potential for conflict?

Accepted Answer

A) Divisional structure 
B) Functional structure 
C) Simple structure 
D) Matrix structure 
E) Network structure 
A) Divisional structure 
B) Functional structure 
C) Simple structure 
D) Matrix structure 
E) Network structure

Question 11

Team-based organizational structures are usually found:

Accepted Answer

A) in the manufacturing operations of larger divisionalized structures. 
B) in Asia rather than North America. 
C) in the professional support (e.g.accounting)units of larger functional structures. 
D) in government departments and agencies. 
E) as stand-alone organizations that apply no other organizational structures. 
A) in the manufacturing operations of larger divisionalized structures. 
B) in Asia rather than North America. 
C) in the professional support (e.g.accounting)units of larger functional structures. 
D) in government departments and agencies. 
E) as stand-alone organizations that apply no other organizational structures.

Question 12

When companies delayer the organizational hierarchy,they run the risk of increasing managerial workloads and stress.

Accepted Answer

A) True 
 B)False

Question 13

____________ establishes the chain of command,that is,the system of common supervision among positions and units within the organization.

Accepted Answer

A) Span of control 
B) Formalization 
C) Workflows 
D) Job specialization 
E) Departmentalization 
A) Span of control 
B) Formalization 
C) Workflows 
D) Job specialization 
E) Departmentalization

Question 14

structural features that would suggest that a company has adopted a team-based organizational structure.

Accepted Answer

The textbook identifies four features of

Question 15

Team-based organizational structures are usually found within the manufacturing or service operations of larger divisionalized structures.

Accepted Answer

A) True 
 B)False

Question 16

Traditional management theorists set the maximum span of control at 20 people,but this number may be higher where work activities are routine and standardized.

Accepted Answer

A) True 
 B)False

Question 17

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

Accepted Answer

A) True 
 B)False

Question 18

One of the defining characteristics of a matrix organizational structure is that it:

Accepted Answer

A) overlays two organizational structures in order to leverage the benefits of both types of structure. 
B) has a narrow span of control and high degree of formalization and centralization. 
C) is the only structure that organizes employees around specific knowledge or other resources. 
D) uses self-directed work teams rather than individuals as the basic building block of organizations. 
E) is an alliance of several organizations for the purpose of creating a product or serving a client. 
A) overlays two organizational structures in order to leverage the benefits of both types of structure. 
B) has a narrow span of control and high degree of formalization and centralization. 
C) is the only structure that organizes employees around specific knowledge or other resources. 
D) uses self-directed work teams rather than individuals as the basic building block of organizations. 
E) is an alliance of several organizations for the purpose of creating a product or serving a client.

Question 19

In which of the four external environments would a network structure be most effective?

Accepted Answer

The four types of external environments

Question 20

A divisionalized structure is recommended mainly for:

Accepted Answer

A) stable environments. 
B) diverse environments. 
C) munificent environments. 
D) integrated environments. 
E) none of these environments. 
A) stable environments. 
B) diverse environments. 
C) munificent environments. 
D) integrated environments. 
E) none of these environments.

Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.

Informal communication as a coordinating mechanism is ineffective in nonroutine situations.

Organizational strategy influences both the contingencies of structure and the structure itself.

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

Which of these statements about team-based organizational structures is FALSE?

Division of labour leads to increased job specialization.

Organizational size,technology and environment are:

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

A team-based organizational structure has:

Which form of departmentalization tends to require the most coordination and has a high potential for conflict?

Team-based organizational structures are usually found:

When companies delayer the organizational hierarchy,they run the risk of increasing managerial workloads and stress.

____________ establishes the chain of command,that is,the system of common supervision among positions and units within the organization.

structural features that would suggest that a company has adopted a team-based organizational structure.

Team-based organizational structures are usually found within the manufacturing or service operations of larger divisionalized structures.

Traditional management theorists set the maximum span of control at 20 people,but this number may be higher where work activities are routine and standardized.

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

One of the defining characteristics of a matrix organizational structure is that it:

In which of the four external environments would a network structure be most effective?

A divisionalized structure is recommended mainly for:

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

Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.

Informal communication as a coordinating mechanism is ineffective in nonroutine situations.

Organizational strategy influences both the contingencies of structure and the structure itself.

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

Which of these statements about team-based organizational structures is FALSE?

Division of labour leads to increased job specialization.

Organizational size,technology and environment are:

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

A team-based organizational structure has:

Which form of departmentalization tends to require the most coordination and has a high potential for conflict?

Team-based organizational structures are usually found:

When companies delayer the organizational hierarchy,they run the risk of increasing managerial workloads and stress.

____________ establishes the chain of command,that is,the system of common supervision among positions and units within the organization.

structural features that would suggest that a company has adopted a team-based organizational structure.

Team-based organizational structures are usually found within the manufacturing or service operations of larger divisionalized structures.

Traditional management theorists set the maximum span of control at 20 people,but this number may be higher where work activities are routine and standardized.

One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.

One of the defining characteristics of a matrix organizational structure is that it:

In which of the four external environments would a network structure be most effective?

A divisionalized structure is recommended mainly for:

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