Question 1

In face of environmental uncertainty, organizations need the security of a mechanistic structure.

Accepted Answer

A) True 
 B)False

Question 2

The relationship between organizational size and structure tends to be linear.

Accepted Answer

A) True 
 B)False

Question 3

A simple structure is an organizational design with low departmentalization, narrow spans of control, and decentralized authority.

Accepted Answer

A) True 
 B)False

Question 4

describe the five common forms of departmentalization with examples and samples of advantage and disadvantages of each where possible.

Accepted Answer

1. Functional departmentalization-Jobs a

Question 5

Which of the following is a strength of the divisional structure?

Accepted Answer

A)  It focuses on results. 
B)  fast and flexible 
C)  inexpensive to maintain 
D)  pursuit of functional goals 
E)  minimal duplication of resources 
A)  It focuses on results. 
B)  fast and flexible 
C)  inexpensive to maintain 
D)  pursuit of functional goals 
E)  minimal duplication of resources

Question 6

One purpose of organizing is to____________.

Accepted Answer

A)  know what kinds of employees to hire in the future 
B)  allow customers to know who to deal with in the organization 
C)  establish relationships among employees, teams and departments 
D)  ensure the best and most specific job descriptions for each position 
E)  allow executives to better get to know their employees 
A)  know what kinds of employees to hire in the future 
B)  allow customers to know who to deal with in the organization 
C)  establish relationships among employees, teams and departments 
D)  ensure the best and most specific job descriptions for each position 
E)  allow executives to better get to know their employees

Question 7

The relationship between size and structure is such that larger organizations tend to be more __________.

Accepted Answer

A)  mechanistic 
B)  organic 
C)  flexible 
D)  decentralized 
E)  innovative 
A)  mechanistic 
B)  organic 
C)  flexible 
D)  decentralized 
E)  innovative

Question 8

Assigning designers, production workers, and salespeople to a common work group to develop a new product is called a __________ team.

Accepted Answer

A)  diversified skill 
B)  product innovation 
C)  cross-functional 
D)  trans-departmental 
E)  developmental project 
A)  diversified skill 
B)  product innovation 
C)  cross-functional 
D)  trans-departmental 
E)  developmental project

Question 9

Innovators need the efficiency, stability, and tight controls of the mechanistic structure in order not to get out of control.

Accepted Answer

A) True 
 B)False

Question 10

Which type of environment is best for mechanistic organizations?

Accepted Answer

A)  dynamic 
B)  uncertain 
C)  evolving 
D)  stable 
E)  innovative 
A)  dynamic 
B)  uncertain 
C)  evolving 
D)  stable 
E)  innovative

Question 11

The basis on which jobs are grouped together is called __________.

Accepted Answer

A)  decentralization 
B)  specialization 
C)  formalization 
D)  coordination 
E)  departmentalization 
A)  decentralization 
B)  specialization 
C)  formalization 
D)  coordination 
E)  departmentalization

Question 12

As organizations become more flexible and responsive, there is a distinct trend toward __________.

Accepted Answer

A)  centralized authority 
B)  decentralized decision making 
C)  increased formalization 
D)  narrower spans of control 
E)  reduced delegation 
A)  centralized authority 
B)  decentralized decision making 
C)  increased formalization 
D)  narrower spans of control 
E)  reduced delegation

Question 13

Electronic Arts Canada produces popular sports and action video games. Its Vancouver studio is famous for its informal atmosphere and employee amenities. There is a division of labour, but the work is not standardized. There are few formal rules and little direct supervision. EA's structure is best described as __________.

Accepted Answer

A)  formalized 
B)  mechanistic 
C)  virtual 
D)  organic 
E)  complex 
A)  formalized 
B)  mechanistic 
C)  virtual 
D)  organic 
E)  complex

Question 14

Refer to the scenario below to answer the following questions.
Eric the Redd (Scenario)
Eric Redd graduated from college and was hired by a Canadian corporation that manufactures parts for the automotive industry. Eric noticed that the employees on the assembly line seemed bored and their motivation was low. Eric's boss decided to reorganize the workers' jobs to try to increase productivity. Eric enjoys his work assignment in the engineering department but hopes to be promoted to a management position within the next few years.
-In addition to his duties in the engineering department, Eric is also assigned to work on a team with production workers and marketing specialists to design new products for the company. This additional assignment is an example of a(n) __________.

Accepted Answer

A)  alternative work arrangement 
B)  career-building assignment 
C)  centralized work group 
D)  cross-functional team 
E)  intra-departmental initiative 
A)  alternative work arrangement 
B)  career-building assignment 
C)  centralized work group 
D)  cross-functional team 
E)  intra-departmental initiative

Question 15

The strength of the functional structure is that it focuses on results.

Accepted Answer

A) True 
 B)False

Question 16

An organization that divides its sales responsibilities for pharmaceutical products into Ontario, Quebec, the Maritimes, and Western Canada is using __________ departmentalization.

Accepted Answer

A)  product 
B)  geographical 
C)  process 
D)  customer 
E)  functional 
A)  product 
B)  geographical 
C)  process 
D)  customer 
E)  functional

Question 17

The degree to which tasks in an organization are divided into separate jobs is called __________.

Accepted Answer

A)  work specialization 
B)  departmentalization 
C)  chain of command 
D)  span of control 
E)  job differentiation 
A)  work specialization 
B)  departmentalization 
C)  chain of command 
D)  span of control 
E)  job differentiation

Question 18

As the number of employees in an organization grows, structure tends to become more __________.

Accepted Answer

A)  flexible 
B)  informal 
C)  centralized 
D)  organic 
E)  formalized 
A)  flexible 
B)  informal 
C)  centralized 
D)  organic 
E)  formalized

Question 19

Refer to the scenario below to answer the following questions.
Organizational Design at Custom Leather (Scenario)
Lacey has been hired as a consultant for XYZ Consulting. Her first assignment is to work with one of XYZ's newest clients, Custom Leather, Ltd., a manufacturer of high-end leather furniture. Custom Leather was founded more than a decade ago with the idea that great-looking, comfortable leather furniture could be custom made and delivered to customers in 30 days. Traditionally, retailers stocked leather sofas to satisfy customers' desire to receive new furniture fast, which resulted in limited colour choices and styles. Traditional sofa manufacturers produced their products in large batches on standardized assembly lines. In contrast, Custom Leather offers 13 different styles in more than 70 different colours through a select group of retail outlets. Each sofa is built to the customer's individual requirements and is shipped within two to three weeks. However, the emergence of a new manufacturing technology has enabled some of the traditional competitors to offer greater customization, thereby reducing some of Custom Leather's competitive advantage. As a result, Custom Leather's president, Miles Standish, is considering several changes to their current work processes and organizational structure.
-The traditional sofa manufacturers used which category of production?

Accepted Answer

A)  mass 
B)  process 
C)  unit 
D)  custom 
E)  dynamic 
A)  mass 
B)  process 
C)  unit 
D)  custom 
E)  dynamic

Question 20

Once an organization grows past a certain size, the impact of size on organization structure strengthens.

Accepted Answer

A) True 
 B)False

In face of environmental uncertainty, organizations need the security of a mechanistic structure.

The relationship between organizational size and structure tends to be linear.

A simple structure is an organizational design with low departmentalization, narrow spans of control, and decentralized authority.

describe the five common forms of departmentalization with examples and samples of advantage and disadvantages of each where possible.

Which of the following is a strength of the divisional structure?

One purpose of organizing is to____________.

The relationship between size and structure is such that larger organizations tend to be more __________.

Assigning designers, production workers, and salespeople to a common work group to develop a new product is called a __________ team.

Innovators need the efficiency, stability, and tight controls of the mechanistic structure in order not to get out of control.

Which type of environment is best for mechanistic organizations?

The basis on which jobs are grouped together is called __________.

As organizations become more flexible and responsive, there is a distinct trend toward __________.

The strength of the functional structure is that it focuses on results.

An organization that divides its sales responsibilities for pharmaceutical products into Ontario, Quebec, the Maritimes, and Western Canada is using __________ departmentalization.

The degree to which tasks in an organization are divided into separate jobs is called __________.

As the number of employees in an organization grows, structure tends to become more __________.

Once an organization grows past a certain size, the impact of size on organization structure strengthens.

Introduction to Management and Organizations

Organizational Culture and the Organizational Environment

Managing in a Global Environment

Managing Entrepreneurially

Managing Responsibly and Ethically

Innovation and Adaptability

Decision Making

Foundations of Planning

Managing Strategically

Managers and Communication

Managing Human Resources

Leadership

Motivating Employees

Managing Groups and Teams

Evidence-Based Decision Making

Management History

Planning and Control Techniques

Managing Operations

Filters

Exam 10: Organizational Design

In face of environmental uncertainty, organizations need the security of a mechanistic structure.

The relationship between organizational size and structure tends to be linear.

A simple structure is an organizational design with low departmentalization, narrow spans of control, and decentralized authority.

describe the five common forms of departmentalization with examples and samples of advantage and disadvantages of each where possible.

Which of the following is a strength of the divisional structure?

One purpose of organizing is to____________.

The relationship between size and structure is such that larger organizations tend to be more __________.

Assigning designers, production workers, and salespeople to a common work group to develop a new product is called a __________ team.

Innovators need the efficiency, stability, and tight controls of the mechanistic structure in order not to get out of control.

Which type of environment is best for mechanistic organizations?

The basis on which jobs are grouped together is called __________.

As organizations become more flexible and responsive, there is a distinct trend toward __________.

The strength of the functional structure is that it focuses on results.

An organization that divides its sales responsibilities for pharmaceutical products into Ontario, Quebec, the Maritimes, and Western Canada is using __________ departmentalization.

The degree to which tasks in an organization are divided into separate jobs is called __________.

As the number of employees in an organization grows, structure tends to become more __________.

Once an organization grows past a certain size, the impact of size on organization structure strengthens.

Introduction to Management and Organizations

Organizational Culture and the Organizational Environment

Managing in a Global Environment

Managing Entrepreneurially

Managing Responsibly and Ethically

Innovation and Adaptability

Decision Making

Foundations of Planning

Managing Strategically

Managers and Communication

Managing Human Resources

Leadership

Motivating Employees

Managing Groups and Teams

Evidence-Based Decision Making

Management History

Planning and Control Techniques

Managing Operations

Filters