Question 1

Modular designs are the best fit when organizations have suitable partners they trust and when efficiency is very important.

Accepted Answer

A) True 
 B)False

Question 2

Differentiate between mechanistic versus organic organizations.

Accepted Answer

Mechanistic organizations are rigid bure

Question 3

A divisional structure allows the people in a division to become experts at making a particular type of product or serving the particular needs of their customer group or geographic area.

Accepted Answer

A) True 
 B)False

Question 4

A(n) ______ actively attempts to infuse the organization with new ideas and information by scanning the external environment and hiring new talent.

Accepted Answer

A) learning organization 
B) traditional organization 
C) legacy organization 
D) closed system 
E) downsized system 
A) learning organization 
B) traditional organization 
C) legacy organization 
D) closed system 
E) downsized system

Question 5

An organic organization has:

Accepted Answer

A) a top-down communication approach. 
B) specific obligations and rights that the employees have to strictly follow. 
C) an indirect link between its purpose and an individual's contribution. 
D) a high degree of hierarchical control. 
E) broadly defined tasks and requires general task knowledge. 
A) a top-down communication approach. 
B) specific obligations and rights that the employees have to strictly follow. 
C) an indirect link between its purpose and an individual's contribution. 
D) a high degree of hierarchical control. 
E) broadly defined tasks and requires general task knowledge.

Question 6

Closed systems are capable of self-correction, adaptation, and growth.

Accepted Answer

A) True 
 B)False

Question 7

_____ refers to the number of people reporting directly to a given manager.

Accepted Answer

A) Absorptive capacity 
B) Cognitive complexity 
C) Locus of control 
D) Natural authority 
E) Span of control 
A) Absorptive capacity 
B) Cognitive complexity 
C) Locus of control 
D) Natural authority 
E) Span of control

Question 8

Briefly discuss the four generic approaches to assessing an organization's effectiveness.

Accepted Answer

The four generic approaches to assessing

Question 9

A(n) _____ enables management to identify all parties significantly impacted by the organization's performance.

Accepted Answer

A) stakeholder audit 
B) strategic constituency 
C) span of control 
D) organization chart 
E) team mental model 
A) stakeholder audit 
B) strategic constituency 
C) span of control 
D) organization chart 
E) team mental model

Question 10

According to the criterion of _____, effectiveness is gauged by how well the organization meets or exceeds its stated objectives.

Accepted Answer

A) strategic constituencies satisfaction 
B) goal accomplishment 
C) external processes 
D) internal processes 
E) resource acquisition 
A) strategic constituencies satisfaction 
B) goal accomplishment 
C) external processes 
D) internal processes 
E) resource acquisition

Question 11

Organizations that focus on execution-as-learning enable their employees to collaborate by making information available when and where it is needed.

Accepted Answer

A) True 
 B)False

Question 12

The benefits of innovation are less likely to occur if the challenges of innovation and the seeds of innovation are not effectively integrated.

Accepted Answer

A) True 
 B)False

Question 13

Virtual organizations are companies outside a company created specifically to respond to an exceptional market opportunity that is often temporary.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is a principle for designing a horizontal organization?

Accepted Answer

A) Organize around tasks rather than complete workflow processes. 
B) Strengthen hierarchy and minimize the use of teams. 
C) Appoint process team leaders to manage internal team processes. 
D) Limit supplier and customer contact. 
E) Restrict the use of external expertise. 
A) Organize around tasks rather than complete workflow processes. 
B) Strengthen hierarchy and minimize the use of teams. 
C) Appoint process team leaders to manage internal team processes. 
D) Limit supplier and customer contact. 
E) Restrict the use of external expertise.

Question 15

In a divisional structure, the organization groups together activities related to:

Accepted Answer

A) hierarchy. 
B) outputs. 
C) skills. 
D) tasks. 
E) functions. 
A) hierarchy. 
B) outputs. 
C) skills. 
D) tasks. 
E) functions.

Question 16

Which of the following approaches to organization design says that, organizations tend to be more effective when they are structured to fit the demands of the situation?

Accepted Answer

A) Classical approach 
B) Boundaryless approach 
C) Configurational approach 
D) Contingency approach 
E) Traditional approach 
A) Classical approach 
B) Boundaryless approach 
C) Configurational approach 
D) Contingency approach 
E) Traditional approach

Question 17

Johnson & Co. has divided its employees according to the locations of the customers that they tend to. Thus, it has teams that cater to the urban areas, semi-urban areas, etc. Johnson & Co. is said to have a _____ structure.

Accepted Answer

A) functional 
B) hollow 
C) modular 
D) virtual 
E) divisional 
A) functional 
B) hollow 
C) modular 
D) virtual 
E) divisional

Question 18

Innovation "is the creation of something new that makes money; it finds a pathway to the consumer."

Accepted Answer

A) True 
 B)False

Question 19

_____ is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability.

Accepted Answer

A) Innovation 
B) Consultation 
C) Ingratiation 
D) Delegation 
E) Execution 
A) Innovation 
B) Consultation 
C) Ingratiation 
D) Delegation 
E) Execution

Question 20

A functional structure groups together:

Accepted Answer

A) people who are experts at serving a particular need of the customers. 
B) people who serve a particular geographic area. 
C) people according to the specialized set of tasks they perform. 
D) activities related to outputs. 
E) people who are experts at making a particular type of product. 
A) people who are experts at serving a particular need of the customers. 
B) people who serve a particular geographic area. 
C) people according to the specialized set of tasks they perform. 
D) activities related to outputs. 
E) people who are experts at making a particular type of product.

Modular designs are the best fit when organizations have suitable partners they trust and when efficiency is very important.

Differentiate between mechanistic versus organic organizations.

A divisional structure allows the people in a division to become experts at making a particular type of product or serving the particular needs of their customer group or geographic area.

A(n) ______ actively attempts to infuse the organization with new ideas and information by scanning the external environment and hiring new talent.

An organic organization has:

Closed systems are capable of self-correction, adaptation, and growth.

_____ refers to the number of people reporting directly to a given manager.

Briefly discuss the four generic approaches to assessing an organization's effectiveness.

A(n) _____ enables management to identify all parties significantly impacted by the organization's performance.

According to the criterion of _____, effectiveness is gauged by how well the organization meets or exceeds its stated objectives.

Organizations that focus on execution-as-learning enable their employees to collaborate by making information available when and where it is needed.

The benefits of innovation are less likely to occur if the challenges of innovation and the seeds of innovation are not effectively integrated.

Virtual organizations are companies outside a company created specifically to respond to an exceptional market opportunity that is often temporary.

Which of the following is a principle for designing a horizontal organization?

In a divisional structure, the organization groups together activities related to:

Which of the following approaches to organization design says that, organizations tend to be more effective when they are structured to fit the demands of the situation?

Johnson & Co. has divided its employees according to the locations of the customers that they tend to. Thus, it has teams that cater to the urban areas, semi-urban areas, etc. Johnson & Co. is said to have a _____ structure.

Innovation "is the creation of something new that makes money; it finds a pathway to the consumer."

_____ is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability.

A functional structure groups together:

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Managing Change and Stress

Filters

Exam 17: Organizational Design, Effectiveness, and Innovation

Modular designs are the best fit when organizations have suitable partners they trust and when efficiency is very important.

Differentiate between mechanistic versus organic organizations.

A divisional structure allows the people in a division to become experts at making a particular type of product or serving the particular needs of their customer group or geographic area.

A(n) ______ actively attempts to infuse the organization with new ideas and information by scanning the external environment and hiring new talent.

An organic organization has:

Closed systems are capable of self-correction, adaptation, and growth.

_____ refers to the number of people reporting directly to a given manager.

Briefly discuss the four generic approaches to assessing an organization's effectiveness.

A(n) _____ enables management to identify all parties significantly impacted by the organization's performance.

According to the criterion of _____, effectiveness is gauged by how well the organization meets or exceeds its stated objectives.

Organizations that focus on execution-as-learning enable their employees to collaborate by making information available when and where it is needed.

The benefits of innovation are less likely to occur if the challenges of innovation and the seeds of innovation are not effectively integrated.

Virtual organizations are companies outside a company created specifically to respond to an exceptional market opportunity that is often temporary.

Which of the following is a principle for designing a horizontal organization?

In a divisional structure, the organization groups together activities related to:

Which of the following approaches to organization design says that, organizations tend to be more effective when they are structured to fit the demands of the situation?

Johnson & Co. has divided its employees according to the locations of the customers that they tend to. Thus, it has teams that cater to the urban areas, semi-urban areas, etc. Johnson & Co. is said to have a _____ structure.

Innovation "is the creation of something new that makes money; it finds a pathway to the consumer."

_____ is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability.

A functional structure groups together:

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Influence, Empowerment, and Politics

Leadership

Managing Change and Stress

Filters