Question 1

The type of assembly line typically found in automobile manufacturing is an example of ________.

Accepted Answer

A) unit production 
B) mass production 
C) process production 
D) continuous production 
A) unit production 
B) mass production 
C) process production 
D) continuous production

Question 2

________ is a type of technology that centers on large-batch production and requires moderate levels of complexity and sophistication.

Accepted Answer

A) Unit production 
B) Mass production 
C) Process production 
D) Service production 
A) Unit production 
B) Mass production 
C) Process production 
D) Service production

Question 3

Work specialization is also known as division of labor.

Accepted Answer

A) True 
 B)False

Question 4

The chain of command is a principle that states that a person should report to only one boss.

Accepted Answer

A) True 
 B)False

Question 5

Explain the traditional view of span of control.

Accepted Answer

How many employees can a manager efficie

Question 6

In which of the following traditional organizational designs does duplication of activities and resources lead to an increase in costs and reduced efficiency?

Accepted Answer

A) divisional structure 
B) team structure 
C) matrix structure 
D) project structure 
A) divisional structure 
B) team structure 
C) matrix structure 
D) project structure

Question 7

In divisional structures,the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.

Accepted Answer

A) True 
 B)False

Question 8

In highly ________ organizations,there are explicit job descriptions,numerous organizational rules,and clearly defined procedures covering work processes.

Accepted Answer

A) formalized 
B) decentralized 
C) departmentalized 
D) specialized 
A) formalized 
B) decentralized 
C) departmentalized 
D) specialized

Question 9

Explain centralization,decentralization.How do these relate to employee empowerment?

Accepted Answer

Centralization is the degree to which de

Question 10

Organizational design is a process that involves decisions about ________.

Accepted Answer

A) work specialization and cost-leadership 
B) chain of command and span of control 
C) centralization and differentiation 
D) departmentalization and diversification 
A) work specialization and cost-leadership 
B) chain of command and span of control 
C) centralization and differentiation 
D) departmentalization and diversification

Question 11

All other things being equal,the wider or larger the span of control,the more ________ an organization is.

Accepted Answer

A) ambitious 
B) rigid 
C) mechanistic 
D) cost efficient 
A) ambitious 
B) rigid 
C) mechanistic 
D) cost efficient

Question 12

________ is the formal arrangement of jobs within an organization.

Accepted Answer

A) Departmentalization 
B) Organizational design 
C) Organizational structure 
D) Work specialization 
A) Departmentalization 
B) Organizational design 
C) Organizational structure 
D) Work specialization

Question 13

According to the traditional view,managers could not - and should not - directly supervise more than ________ subordinates.

Accepted Answer

A) four or five 
B) five or six 
C) ten or eleven 
D) fifteen or sixteen 
A) four or five 
B) five or six 
C) ten or eleven 
D) fifteen or sixteen

Question 14

Work teams composed of individuals from various functional specialties are known as ________ teams.

Accepted Answer

A) cross-control 
B) cross-training 
C) cross-functional 
D) cross-department 
A) cross-control 
B) cross-training 
C) cross-functional 
D) cross-department

Question 15

Discuss the three traditional organizational designs and highlight the strengths and weaknesses of each.

Accepted Answer

The three traditional organizational des

Question 16

Employee empowerment gives employees more authority to delegate responsibility.

Accepted Answer

A) True 
 B)False

Question 17

________ is a type of technology that centers on small-batch production.

Accepted Answer

A) Unit production 
B) Mass production 
C) Process production 
D) Flow production 
A) Unit production 
B) Mass production 
C) Process production 
D) Flow production

Question 18

Which of the following factors would require a more decentralized organizational structure?

Accepted Answer

A) when the lower-level managers want a voice in decisions 
B) when the lower-level managers are not capable of making decisions 
C) when the decisions to be made are not significant 
D) when the company is large 
A) when the lower-level managers want a voice in decisions 
B) when the lower-level managers are not capable of making decisions 
C) when the decisions to be made are not significant 
D) when the company is large

Question 19

Given other things unchanged,managers with well-trained and experienced employees can function well with a wider span of control than those with a less talented workforce.

Accepted Answer

A) True 
 B)False

Question 20

An organic organization is low in centralization.

Accepted Answer

A) True 
 B)False

The type of assembly line typically found in automobile manufacturing is an example of ________.

________ is a type of technology that centers on large-batch production and requires moderate levels of complexity and sophistication.

Work specialization is also known as division of labor.

The chain of command is a principle that states that a person should report to only one boss.

Explain the traditional view of span of control.

In which of the following traditional organizational designs does duplication of activities and resources lead to an increase in costs and reduced efficiency?

In divisional structures,the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.

In highly ________ organizations,there are explicit job descriptions,numerous organizational rules,and clearly defined procedures covering work processes.

Explain centralization,decentralization.How do these relate to employee empowerment?

Organizational design is a process that involves decisions about ________.

All other things being equal,the wider or larger the span of control,the more ________ an organization is.

________ is the formal arrangement of jobs within an organization.

According to the traditional view,managers could not - and should not - directly supervise more than ________ subordinates.

Work teams composed of individuals from various functional specialties are known as ________ teams.

Discuss the three traditional organizational designs and highlight the strengths and weaknesses of each.

Employee empowerment gives employees more authority to delegate responsibility.

________ is a type of technology that centers on small-batch production.

Which of the following factors would require a more decentralized organizational structure?

Given other things unchanged,managers with well-trained and experienced employees can function well with a wider span of control than those with a less talented workforce.

An organic organization is low in centralization.

Managers in the Workplace

Managers As Decision Makers

Managing the External Environment and the Organizations Culture

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managing Change and Innovation

Planning Work Activities

Managing Strategy

Designing Organizational - Structure Adaptive Design

Managing Human Resources

Creating and Managing Teams

Managing Communication

Understanding and Managing Individual Behavior

Motivating Employees

Being an Effective Leader

Monitoring and Controlling

Filters

Exam 10: Designing Organizational Structure - Basic Designs

The type of assembly line typically found in automobile manufacturing is an example of ________.

________ is a type of technology that centers on large-batch production and requires moderate levels of complexity and sophistication.

Work specialization is also known as division of labor.

The chain of command is a principle that states that a person should report to only one boss.

Explain the traditional view of span of control.

In which of the following traditional organizational designs does duplication of activities and resources lead to an increase in costs and reduced efficiency?

In divisional structures,the parent corporation typically acts as an external overseer to coordinate and control the various divisions of the organization.

In highly ________ organizations,there are explicit job descriptions,numerous organizational rules,and clearly defined procedures covering work processes.

Explain centralization,decentralization.How do these relate to employee empowerment?

Organizational design is a process that involves decisions about ________.

All other things being equal,the wider or larger the span of control,the more ________ an organization is.

________ is the formal arrangement of jobs within an organization.

According to the traditional view,managers could not - and should not - directly supervise more than ________ subordinates.

Work teams composed of individuals from various functional specialties are known as ________ teams.

Discuss the three traditional organizational designs and highlight the strengths and weaknesses of each.

Employee empowerment gives employees more authority to delegate responsibility.

________ is a type of technology that centers on small-batch production.

Which of the following factors would require a more decentralized organizational structure?

Given other things unchanged,managers with well-trained and experienced employees can function well with a wider span of control than those with a less talented workforce.

An organic organization is low in centralization.

Managers in the Workplace

Managers As Decision Makers

Managing the External Environment and the Organizations Culture

Managing in a Global Environment

Managing Diversity

Managing Social Responsibility and Ethics

Managing Change and Innovation

Planning Work Activities

Managing Strategy

Designing Organizational - Structure Adaptive Design

Managing Human Resources

Creating and Managing Teams

Managing Communication

Understanding and Managing Individual Behavior

Motivating Employees

Being an Effective Leader

Monitoring and Controlling

Filters