Question 1

Which organizational structure actually consists of several organizations?

Accepted Answer

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

Question 2

The main reasons why companies are moving toward flatter organizational structures is because it improves coordination through formal hierarchy.

Accepted Answer

A) True 
 B)False

Question 3

The formal hierarchy can be used to coordinate the work of front-line workers and executives through the division of organizational activities.

Accepted Answer

A) True 
 B)False

Question 4

Which of the following is NOT a feature of team-based organizations?

Accepted Answer

A)  Teams have a high degree of autonomy. 
B)  Team members replace supervisors as conduits to senior management. 
C)  Most teams are formed around functional departments rather than work processes. 
D)  Team-based structures have very few layers of hierarchy. 
E)  Employees within each unit are encouraged to talk to each other. 
A)  Teams have a high degree of autonomy. 
B)  Team members replace supervisors as conduits to senior management. 
C)  Most teams are formed around functional departments rather than work processes. 
D)  Team-based structures have very few layers of hierarchy. 
E)  Employees within each unit are encouraged to talk to each other.

Question 5

Companies are more likely to form network structures when:

Accepted Answer

A)  they want to minimize the effects of market forces for their resources. 
B)  they want to maximize control over manufacturing and other business processes. 
C)  they operate in an environment where technology is changing quickly. 
D)  they want to keep as many skills and core competencies in-house as possible. 
E)  they want to do all of these. 
A)  they want to minimize the effects of market forces for their resources. 
B)  they want to maximize control over manufacturing and other business processes. 
C)  they operate in an environment where technology is changing quickly. 
D)  they want to keep as many skills and core competencies in-house as possible. 
E)  they want to do all of these.

Question 6

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

Accepted Answer

A)  Advances in information technology 
B)  Increases in the number of truly global clients 
C)  Freer trade 
D)  All of these factors. 
E)  None of these factors influence an organization's structure. 
A)  Advances in information technology 
B)  Increases in the number of truly global clients 
C)  Freer trade 
D)  All of these factors. 
E)  None of these factors influence an organization's structure.

Question 7

A narrower span of control is consistent with the trend towards employee involvement and teamwork.

Accepted Answer

A) True 
 B)False

Question 8

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

Accepted Answer

A) True 
 B)False

Question 9

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 10

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

Accepted Answer

A) True 
 B)False

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

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 13

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

Accepted Answer

A) True 
 B)False

Question 14

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 15

As organizations grow,which of the following does NOT typically occur?

Accepted Answer

A)  Informal communication becomes more prevalent as a coordinating mechanism. 
B)  There is increasing division of labour. 
C)  More coordination through standardization occurs. 
D)  The organization becomes more formalized. 
E)  There is increasing job specialization. 
A)  Informal communication becomes more prevalent as a coordinating mechanism. 
B)  There is increasing division of labour. 
C)  More coordination through standardization occurs. 
D)  The organization becomes more formalized. 
E)  There is increasing job specialization.

Question 16

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

Accepted Answer

A) True 
 B)False

Question 17

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 18

Organizations operating in diverse environments should:

Accepted Answer

A)  adopt a functional structure. 
B)  centralize so that more decisions are made by top management alone. 
C)  develop a set of formal rules and regulations specifically addressing what employees should do about that diversity. 
D)  adopt a divisional structure aligned with that diversity. 
E)  do none of these things. 
A)  adopt a functional structure. 
B)  centralize so that more decisions are made by top management alone. 
C)  develop a set of formal rules and regulations specifically addressing what employees should do about that diversity. 
D)  adopt a divisional structure aligned with that diversity. 
E)  do none of these things.

Question 19

Network structures:

Accepted Answer

A)  are based on the divisionalized form of organizational structure. 
B)  are permanent businesses that rely mainly on the Internet to establish their marketing. 
C)  do not need to follow government laws when hiring and laying off employees. 
D)  are all of these. 
E)  are none of these. 
A)  are based on the divisionalized form of organizational structure. 
B)  are permanent businesses that rely mainly on the Internet to establish their marketing. 
C)  do not need to follow government laws when hiring and laying off employees. 
D)  are all of these. 
E)  are none of these.

Question 20

Peterborough Plastics Ltd.markets a line of widgets designed and manufactured by other companies around the world.This is an example of which form of departmentalization?

Accepted Answer

A)  Functional 
B)  Globalized 
C)  Network 
D)  Matrix 
E)  Globally integrated enterprise 
A)  Functional 
B)  Globalized 
C)  Network 
D)  Matrix 
E)  Globally integrated enterprise

Which organizational structure actually consists of several organizations?

The main reasons why companies are moving toward flatter organizational structures is because it improves coordination through formal hierarchy.

The formal hierarchy can be used to coordinate the work of front-line workers and executives through the division of organizational activities.

Which of the following is NOT a feature of team-based organizations?

Companies are more likely to form network structures when:

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

A narrower span of control is consistent with the trend towards employee involvement and teamwork.

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

Matrix structures tend to:

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

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

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

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

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

As organizations grow,which of the following does NOT typically occur?

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

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

Organizations operating in diverse environments should:

Network structures:

Peterborough Plastics Ltd.markets a line of widgets designed and manufactured by other companies around the world.This is an example of which form of departmentalization?

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Organizational Culture

Organizational Change Additional Cases

Filters

Exam 13: Designing Organizational Structures

Which organizational structure actually consists of several organizations?

The main reasons why companies are moving toward flatter organizational structures is because it improves coordination through formal hierarchy.

The formal hierarchy can be used to coordinate the work of front-line workers and executives through the division of organizational activities.

Which of the following is NOT a feature of team-based organizations?

Companies are more likely to form network structures when:

Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures?

A narrower span of control is consistent with the trend towards employee involvement and teamwork.

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

Matrix structures tend to:

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

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

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

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

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

As organizations grow,which of the following does NOT typically occur?

One of the main forces pushing organizations towards a network structure is the recognition that an organization has only a few core competencies.

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

Organizations operating in diverse environments should:

Network structures:

Peterborough Plastics Ltd.markets a line of widgets designed and manufactured by other companies around the world.This is an example of which form of departmentalization?

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 Teams and Organizations

Power and Influence in the Workplace

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Organizational Culture

Organizational Change Additional Cases

Filters