Question 1

List and discuss the four contingency variables that should be considered while designing an appropriate organizational structure.

Accepted Answer

a. Strategy and structure - An organizat

Question 2

What are the different structures that traditional organizations can have?

Accepted Answer

A)  simple, functional, and corporate structures 
B)  simple, functional, and business unit structures 
C)  functional, strategic, and business unit structures 
D)  simple, functional, and divisional structures 
A)  simple, functional, and corporate structures 
B)  simple, functional, and business unit structures 
C)  functional, strategic, and business unit structures 
D)  simple, functional, and divisional structures

Question 3

Innovators need the efficiency, stability, and tight controls of the mechanistic structure.

Accepted Answer

A) True 
 B)False

Question 4

An organic organization strictly adheres to the chain-of-command principle and has a wide span of control.

Accepted Answer

A) True 
 B)False

Question 5

When Bryan is offered a chance to help direct the efforts of some employees assigned to his work group, he sees this new assignment as a(n) ________.

Accepted Answer

A)  decrease in authority 
B)  increase in departmentalization 
C)  increase in his responsibility 
D)  decrease in work specialization 
A)  decrease in authority 
B)  increase in departmentalization 
C)  increase in his responsibility 
D)  decrease in work specialization

Question 6

Which of the following is a weakness of the simple structure?

Accepted Answer

A)  Duplication of activities and resources increases costs and reduces efficiency. 
B)  Specialists become insulated and have little understanding of what other units are doing. 
C)  Pursuit of functional goals causes managers to lose sight of what is best for the overall organization. 
D)  It relies too much on one person, which is very risky. 
A)  Duplication of activities and resources increases costs and reduces efficiency. 
B)  Specialists become insulated and have little understanding of what other units are doing. 
C)  Pursuit of functional goals causes managers to lose sight of what is best for the overall organization. 
D)  It relies too much on one person, which is very risky.

Question 7

A(n) ________ organization is highly specialized and rigidly departmentalized.

Accepted Answer

A)  organic 
B)  complex 
C)  learning 
D)  mechanistic 
A)  organic 
B)  complex 
C)  learning 
D)  mechanistic

Question 8

At one end of the spectrum, organizations can be absolutely centralized, while at the other end, they can be completely decentralized.

Accepted Answer

A) True 
 B)False

Question 9

Managers today continue to see work specialization as important because it helps employees be more efficient.

Accepted Answer

A) True 
 B)False

Question 10

An organic organization is low in centralization.

Accepted Answer

A) True 
 B)False

Question 11

Willard has been assigned to a project development team in addition to his regular duties as a quality engineer. During this assignment he will report to both the project manager and his quality department manager. This situation ________.

Accepted Answer

A)  violates span of control 
B)  violates unity of command 
C)  violates chain of command 
D)  violates the acceptance theory of authority 
A)  violates span of control 
B)  violates unity of command 
C)  violates chain of command 
D)  violates the acceptance theory of authority

Question 12

The ________ is an organizational structure made up of separate business units with each unit having limited autonomy.

Accepted Answer

A)  bureaucratic structure 
B)  simple structure 
C)  functional structure 
D)  divisional structure 
A)  bureaucratic structure 
B)  simple structure 
C)  functional structure 
D)  divisional structure

Question 13

In a short essay, explain authority and responsibility

Accepted Answer

Authority was a major concept discussed

Question 14

What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employees, children, and the disabled?

Accepted Answer

A)  product departmentalization 
B)  geographic departmentalization 
C)  process departmentalization 
D)  customer departmentalization 
A)  product departmentalization 
B)  geographic departmentalization 
C)  process departmentalization 
D)  customer departmentalization

Question 15

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 16

Which one of Fayol's 14 principles of management states that a person should report to only one manager?

Accepted Answer

A)  unity of direction 
B)  unity of command 
C)  division of work 
D)  division of authority 
A)  unity of direction 
B)  unity of command 
C)  division of work 
D)  division of authority

Question 17

In highly formalized organizations, employees have more discretion in how they do their work.

Accepted Answer

A) True 
 B)False

Question 18

Explain the contemporary view of span of control.

Accepted Answer

The contemporary view of span of control

Question 19

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 20

List a few factors that influence the amount of centralization or decentralization in an organization.

Accepted Answer

An organization requires more centraliza

List and discuss the four contingency variables that should be considered while designing an appropriate organizational structure.

What are the different structures that traditional organizations can have?

Innovators need the efficiency, stability, and tight controls of the mechanistic structure.

An organic organization strictly adheres to the chain-of-command principle and has a wide span of control.

When Bryan is offered a chance to help direct the efforts of some employees assigned to his work group, he sees this new assignment as a(n) ________.

Which of the following is a weakness of the simple structure?

A(n) ________ organization is highly specialized and rigidly departmentalized.

At one end of the spectrum, organizations can be absolutely centralized, while at the other end, they can be completely decentralized.

Managers today continue to see work specialization as important because it helps employees be more efficient.

An organic organization is low in centralization.

Willard has been assigned to a project development team in addition to his regular duties as a quality engineer. During this assignment he will report to both the project manager and his quality department manager. This situation ________.

The ________ is an organizational structure made up of separate business units with each unit having limited autonomy.

In a short essay, explain authority and responsibility

What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employees, children, and the disabled?

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

Which one of Fayol's 14 principles of management states that a person should report to only one manager?

In highly formalized organizations, employees have more discretion in how they do their work.

Explain the contemporary view of span of control.

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

List a few factors that influence the amount of centralization or decentralization in an organization.

Managers and You in the Workplace

Making Decisions

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

Entrepreneurial Ventures

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 11: Designing Organizational Structure

List and discuss the four contingency variables that should be considered while designing an appropriate organizational structure.

What are the different structures that traditional organizations can have?

Innovators need the efficiency, stability, and tight controls of the mechanistic structure.

An organic organization strictly adheres to the chain-of-command principle and has a wide span of control.

When Bryan is offered a chance to help direct the efforts of some employees assigned to his work group, he sees this new assignment as a(n) ________.

Which of the following is a weakness of the simple structure?

A(n) ________ organization is highly specialized and rigidly departmentalized.

At one end of the spectrum, organizations can be absolutely centralized, while at the other end, they can be completely decentralized.

Managers today continue to see work specialization as important because it helps employees be more efficient.

An organic organization is low in centralization.

Willard has been assigned to a project development team in addition to his regular duties as a quality engineer. During this assignment he will report to both the project manager and his quality department manager. This situation ________.

The ________ is an organizational structure made up of separate business units with each unit having limited autonomy.

In a short essay, explain authority and responsibility

What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employees, children, and the disabled?

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

Which one of Fayol's 14 principles of management states that a person should report to only one manager?

In highly formalized organizations, employees have more discretion in how they do their work.

Explain the contemporary view of span of control.

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

List a few factors that influence the amount of centralization or decentralization in an organization.

Managers and You in the Workplace

Making Decisions

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

Entrepreneurial Ventures

Managing Human Resources

Creating and Managing Teams

Managing Communication

Understanding and Managing Individual Behavior

Motivating Employees

Being an Effective Leader

Monitoring and Controlling

Filters