Question 1

Job descriptions,goal setting,and training are applications of coordination through standardization.

Accepted Answer

A) True 
 B)False

Question 2

Companies with divisionalized structures are increasingly adopting the geographically-based structure.

Accepted Answer

A) True 
 B)False

Question 3

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 4

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 5

A problem with the divisional organizational structure is that it does not allow the organization to grow within that structure.

Accepted Answer

A) True 
 B)False

Question 6

The trend toward flatter organizational structures (delayering)has occurred because this action:

Accepted Answer

A) tends to reduce overhead costs. 
B) narrows the span of control for supervisors. 
C) puts decision makers closer to front-line staff and information about customer needs. 
D) does all of these things. 
E) reduces overhead costs and puts decision makers closer to front-line staff and information about customer needs. 
A) tends to reduce overhead costs. 
B) narrows the span of control for supervisors. 
C) puts decision makers closer to front-line staff and information about customer needs. 
D) does all of these things. 
E) reduces overhead costs and puts decision makers closer to front-line staff and information about customer needs.

Question 7

Matrix structures tend to:

Accepted Answer

A) focus technical specialists on their specialist knowledge rather than the goals of serving clients and creating marketable products. 
B) prevent employees in a particular specialization from sharing knowledge with each other. 
C) require less coordination than functional or pure divisional structures. 
D) Do all of these things. 
E) Do none of these things. 
A) focus technical specialists on their specialist knowledge rather than the goals of serving clients and creating marketable products. 
B) prevent employees in a particular specialization from sharing knowledge with each other. 
C) require less coordination than functional or pure divisional structures. 
D) Do all of these things. 
E) Do none of these things.

Question 8

Which organizational structure has the ability to reshape itself quickly to fit immediate client needs?

Accepted Answer

A) Network structure 
B) Simple structure 
C) Divisional structure 
D) Matrix structure 
E) None of these 
A) Network structure 
B) Simple structure 
C) Divisional structure 
D) Matrix structure 
E) None of these

Question 9

Two technological contingencies that influence the best type of organizational structure to choose are:

Accepted Answer

A) dynamism and hostility 
B) organic and mechanistic 
C) variability and analyzability 
D) formalization and division of labour 
E) coordination and formalization 
A) dynamism and hostility 
B) organic and mechanistic 
C) variability and analyzability 
D) formalization and division of labour 
E) coordination and formalization

Question 10

Diversified Technologies,Inc.(DTI)makes four types of products,each type to be sold to different types of clients.For example,one product is sold exclusively to automobile repair shops,whereas another is used mainly in hospitals.Customer expectations and needs are surprisingly similar throughout the world.However,the company has separate marketing,product design,and manufacturing facilities in North America,Europe,Asia,and South America because,until recently,each jurisdiction had unique regulations governing the production and sales of these products.However,several governments have begun the process of deregulating the products that DTI designs and manufactures,and trade agreements have opened several markets to foreign-made products.Which form of departmentalization might be best for DTI if deregulation and trade agreements occur?

Accepted Answer

In this situation,the organization proba

Question 11

Several global organizations have tried implementing a matrix structure to balance the power of its functional and divisional groups.However,many of these firms experienced problems and eventually switched to a hybrid form of divisionalized structure.Identify some of the problems that these companies may have experienced with a matrix structure.

Accepted Answer

Matrix structures have a number of limit

Question 12

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 13

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

Accepted Answer

A) Direct supervision 
B) Integrator roles 
C) Job descriptions 
D) Standardized skill through extensive training 
E) People working in surgical operations do not use any coordinating mechanism. 
A) Direct supervision 
B) Integrator roles 
C) Job descriptions 
D) Standardized skill through extensive training 
E) People working in surgical operations do not use any coordinating mechanism.

Question 14

The two fundamental requirements of all organizational structures are divisionalization and decentralization.

Accepted Answer

A) True 
 B)False

Question 15

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 16

The idea that an organization interacts with its environment (rather than being totally determined by it)is summed up in the phrase:

Accepted Answer

A) structure follows strategy. 
B) feasibility breeds analyzability. 
C) coordination through standardization. 
D) strategy follows structure. 
E) analyzability before feasibility. 
A) structure follows strategy. 
B) feasibility breeds analyzability. 
C) coordination through standardization. 
D) strategy follows structure. 
E) analyzability before feasibility.

Question 17

Organizing employees from several departments into temporary teams encourages informal communication as a coordinating mechanism.

Accepted Answer

A) True 
 B)False

Question 18

Organizations can move towards 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

Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.

Accepted Answer

A) True 
 B)False

Question 20

Organizations that follow a cost leadership strategy should apply an organic organizational structure.

Accepted Answer

A) True 
 B)False

Job descriptions,goal setting,and training are applications of coordination through standardization.

Companies with divisionalized structures are increasingly adopting the geographically-based structure.

A team-based organizational structure has:

Organizational size,technology,and environment are:

A problem with the divisional organizational structure is that it does not allow the organization to grow within that structure.

The trend toward flatter organizational structures (delayering)has occurred because this action:

Matrix structures tend to:

Which organizational structure has the ability to reshape itself quickly to fit immediate client needs?

Two technological contingencies that influence the best type of organizational structure to choose are:

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

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

The two fundamental requirements of all organizational structures are divisionalization and decentralization.

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

The idea that an organization interacts with its environment (rather than being totally determined by it)is summed up in the phrase:

Organizing employees from several departments into temporary teams encourages informal communication as a coordinating mechanism.

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

Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.

Organizations that follow a cost leadership strategy should apply an organic organizational structure.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Organizational Culture

Organizational Change

Filters

Exam 13: Designing Organizational Structures

Job descriptions,goal setting,and training are applications of coordination through standardization.

Companies with divisionalized structures are increasingly adopting the geographically-based structure.

A team-based organizational structure has:

Organizational size,technology,and environment are:

A problem with the divisional organizational structure is that it does not allow the organization to grow within that structure.

The trend toward flatter organizational structures (delayering)has occurred because this action:

Matrix structures tend to:

Which organizational structure has the ability to reshape itself quickly to fit immediate client needs?

Two technological contingencies that influence the best type of organizational structure to choose are:

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

Which coordinating mechanism is typically most important among people working in hospital surgical operations?

The two fundamental requirements of all organizational structures are divisionalization and decentralization.

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

The idea that an organization interacts with its environment (rather than being totally determined by it)is summed up in the phrase:

Organizing employees from several departments into temporary teams encourages informal communication as a coordinating mechanism.

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

Most organizations begin with centralized structures and become more decentralized as they grow larger and divide work into more specialized functions.

Organizations that follow a cost leadership strategy should apply an organic organizational structure.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Organizational Culture

Organizational Change

Filters