Question 1

Large organizations can encourage coordination through informal communication by assigning liaison roles to employees.

Accepted Answer

A) True 
 B)False

Question 2

As external environments become more complex and dynamic,organizational structures should become more mechanistic and less organic.

Accepted Answer

A) True 
 B)False

Question 3

Formal hierarchy is the least time-consuming coordinating mechanism where employees work in non-routine and ambiguous situations.

Accepted Answer

A) True 
 B)False

Question 4

When work is divided among people,a coordinating mechanism is needed to ensure that everyone works in concert.

Accepted Answer

A) True 
 B)False

Question 5

Many of the best-performing production plants are able to widen their span of control to more than 70 employees per supervisor by:

Accepted Answer

A) teaching supervisors how to more efficiently monitor employees. 
B) giving up on the idea that all employees must perform their fair share of work. 
C) hiring supervisors who intimidate employees more often. 
D) relying on self-directed work teams and other coordinating mechanisms. 
E) introducing video cameras and other technologies to help supervisors to monitor more employees. 
A) teaching supervisors how to more efficiently monitor employees. 
B) giving up on the idea that all employees must perform their fair share of work. 
C) hiring supervisors who intimidate employees more often. 
D) relying on self-directed work teams and other coordinating mechanisms. 
E) introducing video cameras and other technologies to help supervisors to monitor more employees.

Question 6

Which of these statements about decentralization is FALSE?

Accepted Answer

A) Organizations decentralize as they grow larger. 
B) Different degrees of decentralization can occur simultaneously in different parts of the organization. 
C) Organizations operating in diverse environments are more effective when they centralize decision making. 
D) Large organizations should worry about having too much decentralization. 
E) Large organizations that remain centralized tend to become less responsive to the external environment. 
A) Organizations decentralize as they grow larger. 
B) Different degrees of decentralization can occur simultaneously in different parts of the organization. 
C) Organizations operating in diverse environments are more effective when they centralize decision making. 
D) Large organizations should worry about having too much decentralization. 
E) Large organizations that remain centralized tend to become less responsive to the external environment.

Question 7

Which form of departmentalization tends to have a very flat hierarchy,little formalization and organizes employees around work processes?

Accepted Answer

A) Divisional structure 
B) Functional structure 
C) Team-based structure 
D) Matrix structure 
E) Network structure 
A) Divisional structure 
B) Functional structure 
C) Team-based structure 
D) Matrix structure 
E) Network structure

Question 8

Some matrix structures typically overlay a divisional structure with a functional structure to gain the benefits of both.

Accepted Answer

A) True 
 B)False

Question 9

The textbook states that all organizational structures include the division of labour and coordination of that labour.What does this mean and how does departmentalization contribute to these fundamental requirements?

Accepted Answer

Division of labour refers to the subdivi

Question 10

The current trend is for companies to shift their divisionalized structures away from:

Accepted Answer

A) functional specializations (marketing,accounting,production,etc.) 
B) clients. 
C) geography. 
D) products. 
E) emerging forms of technology. 
A) functional specializations (marketing,accounting,production,etc.) 
B) clients. 
C) geography. 
D) products. 
E) emerging forms of technology.

Question 11

Which form of departmentalization forms unique partnership teams that provide customized products or services,usually to specific clients,for a limited time?

Accepted Answer

A) Functional 
B) Network structure 
C) Divisionalized 
D) Matrix 
E) Team-based 
A) Functional 
B) Network structure 
C) Divisionalized 
D) Matrix 
E) Team-based

Question 12

Integrator roles increase informal communication as a coordinating mechanism.

Accepted Answer

A) True 
 B)False

Question 13

Organizations tend to form two clusters based on their span of control,centralization,and formalization.The two clusters represented by these organizational design features are called:

Accepted Answer

A) hierarchical versus delayered. 
B) networked versus team-based. 
C) biological versus synthetic. 
D) organic versus mechanistic. 
E) diverse versus integrated. 
A) hierarchical versus delayered. 
B) networked versus team-based. 
C) biological versus synthetic. 
D) organic versus mechanistic. 
E) diverse versus integrated.

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

Larger firms tend to be more centralized and make greater use of direct supervision than do smaller firms.

Accepted Answer

A) True 
 B)False

Question 16

Communication flows in all directions with little concern for the formal hierarchy in:

Accepted Answer

A) a mechanistic structure. 
B) a centralized structure. 
C) a formalized structure. 
D) a functional structure. 
E) an organic structure. 
A) a mechanistic structure. 
B) a centralized structure. 
C) a formalized structure. 
D) a functional structure. 
E) an organic structure.

Question 17

Simple structures usually rely on which of the following to coordinate work activities?

Accepted Answer

A) Direct supervision 
B) Standardization through formal instructions 
C) Formal training (standardizing skills) 
D) Standardization of product or service outputs 
E) None; simple structures are so-called because they have no coordinating mechanism 
A) Direct supervision 
B) Standardization through formal instructions 
C) Formal training (standardizing skills) 
D) Standardization of product or service outputs 
E) None; simple structures are so-called because they have no coordinating mechanism

Question 18

Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.

Accepted Answer

A) True 
 B)False

Question 19

Companies can be centralized in some parts of the organization and decentralized in other parts.

Accepted Answer

A) True 
 B)False

Question 20

Team-based organizations rely extensively on:

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) self-directed work teams. 
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) self-directed work teams.

Large organizations can encourage coordination through informal communication by assigning liaison roles to employees.

As external environments become more complex and dynamic,organizational structures should become more mechanistic and less organic.

Formal hierarchy is the least time-consuming coordinating mechanism where employees work in non-routine and ambiguous situations.

When work is divided among people,a coordinating mechanism is needed to ensure that everyone works in concert.

Many of the best-performing production plants are able to widen their span of control to more than 70 employees per supervisor by:

Which of these statements about decentralization is FALSE?

Which form of departmentalization tends to have a very flat hierarchy,little formalization and organizes employees around work processes?

Some matrix structures typically overlay a divisional structure with a functional structure to gain the benefits of both.

The textbook states that all organizational structures include the division of labour and coordination of that labour.What does this mean and how does departmentalization contribute to these fundamental requirements?

The current trend is for companies to shift their divisionalized structures away from:

Which form of departmentalization forms unique partnership teams that provide customized products or services,usually to specific clients,for a limited time?

Integrator roles increase informal communication as a coordinating mechanism.

Organizations tend to form two clusters based on their span of control,centralization,and formalization.The two clusters represented by these organizational design features are called:

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

Larger firms tend to be more centralized and make greater use of direct supervision than do smaller firms.

Communication flows in all directions with little concern for the formal hierarchy in:

Simple structures usually rely on which of the following to coordinate work activities?

Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.

Companies can be centralized in some parts of the organization and decentralized in other parts.

Team-based organizations rely extensively on:

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

Large organizations can encourage coordination through informal communication by assigning liaison roles to employees.

As external environments become more complex and dynamic,organizational structures should become more mechanistic and less organic.

Formal hierarchy is the least time-consuming coordinating mechanism where employees work in non-routine and ambiguous situations.

When work is divided among people,a coordinating mechanism is needed to ensure that everyone works in concert.

Many of the best-performing production plants are able to widen their span of control to more than 70 employees per supervisor by:

Which of these statements about decentralization is FALSE?

Which form of departmentalization tends to have a very flat hierarchy,little formalization and organizes employees around work processes?

Some matrix structures typically overlay a divisional structure with a functional structure to gain the benefits of both.

The textbook states that all organizational structures include the division of labour and coordination of that labour.What does this mean and how does departmentalization contribute to these fundamental requirements?

The current trend is for companies to shift their divisionalized structures away from:

Which form of departmentalization forms unique partnership teams that provide customized products or services,usually to specific clients,for a limited time?

Integrator roles increase informal communication as a coordinating mechanism.

Organizations tend to form two clusters based on their span of control,centralization,and formalization.The two clusters represented by these organizational design features are called:

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

Larger firms tend to be more centralized and make greater use of direct supervision than do smaller firms.

Communication flows in all directions with little concern for the formal hierarchy in:

Simple structures usually rely on which of the following to coordinate work activities?

Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.

Companies can be centralized in some parts of the organization and decentralized in other parts.

Team-based organizations rely extensively on:

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