Question 1

One problem with a functional structure is that:

Accepted Answer

A) it is more difficult to directly supervise employees within each department. 
B) it emphasizes subunit goals more than organizational goals. 
C) it makes it difficult to permit greater specialization of skills. 
D) it prevents companies from creating economies of scale in their pool of talent. 
E) employees have difficulty creating career paths within their area of knowledge. 
A) it is more difficult to directly supervise employees within each department. 
B) it emphasizes subunit goals more than organizational goals. 
C) it makes it difficult to permit greater specialization of skills. 
D) it prevents companies from creating economies of scale in their pool of talent. 
E) employees have difficulty creating career paths within their area of knowledge.

Question 2

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 labour. 
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 labour. 
E) through formal hierarchy.

Question 3

Rather than producing a standard product or service for the marketplace,Protegé Engineering completes special projects for clients.These projects require between six months and two years to complete and demand highly specialized knowledge in engineering,production management and computer science.Most of the 600 employees working for Protegé Engineering have university degrees in these fields; a few have doctorates.Identify the best organizational structure for Protegé Engineering and justify your recommendation.

Accepted Answer

From the fact that Protegé is a project-

Question 4

In organizational structures,integrator roles serve mainly as:

Accepted Answer

A) a form of standardization 
B) an informal communication coordinating mechanism 
C) a form of direct supervision 
D) one of four types of technology 
E) the main element in divisionalized structures 
A) a form of standardization 
B) an informal communication coordinating mechanism 
C) a form of direct supervision 
D) one of four types of technology 
E) the main element in divisionalized structures

Question 5

Freer trade,advances in information technology,and more global customers are pressuring many large global companies to:

Accepted Answer

A) shift away from geographically based to more client-based divisionalized structures. 
B) increase direct supervision as the main coordinating mechanism. 
C) shift away from divisionalized structures into functional structures. 
D) disband their team-based structures in favour of simple structures. 
E) shift from functional structures to geographically based divisionalized structures. 
A) shift away from geographically based to more client-based divisionalized structures. 
B) increase direct supervision as the main coordinating mechanism. 
C) shift away from divisionalized structures into functional structures. 
D) disband their team-based structures in favour of simple structures. 
E) shift from functional structures to geographically based divisionalized structures.

Question 6

Most employees at Quokka Systems are organized into project teams.Employees report to the project leader,but they also report to a leader responsible for their functional specialization (such as engineering or marketing).Quokka Systems likely has a:

Accepted Answer

A) simple structure. 
B) client-based divisionalized structure. 
C) matrix structure. 
D) product-based divisionalized structure. 
E) functional structure. 
A) simple structure. 
B) client-based divisionalized structure. 
C) matrix structure. 
D) product-based divisionalized structure. 
E) functional structure.

Question 7

An organic structure works better than a mechanistic structure where tasks have high variety and low analyzability.

Accepted Answer

A) True 
 B)False

One problem with a functional structure is that:

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

In organizational structures,integrator roles serve mainly as:

Freer trade,advances in information technology,and more global customers are pressuring many large global companies to:

Most employees at Quokka Systems are organized into project teams.Employees report to the project leader,but they also report to a leader responsible for their functional specialization (such as engineering or marketing).Quokka Systems likely has a:

An organic structure works better than a mechanistic structure where tasks have high variety and low analyzability.

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

One problem with a functional structure is that:

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

In organizational structures,integrator roles serve mainly as:

Freer trade,advances in information technology,and more global customers are pressuring many large global companies to:

Most employees at Quokka Systems are organized into project teams.Employees report to the project leader,but they also report to a leader responsible for their functional specialization (such as engineering or marketing).Quokka Systems likely has a:

An organic structure works better than a mechanistic structure where tasks have high variety and low analyzability.

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