Question 1

Define the process of organizing and explain how it helps an organization.

Accepted Answer

Organizing is defined as arranging and s

Question 2

What is meant by departmentalization? In a short essay, list and discuss the five common forms of departmentalization, their advantages and disadvantages.

Accepted Answer

Departmentalization is the basis by whic

Question 3

Melanie has noticed that everyone is very concerned about the line of authority within the hospital. This implies that the employees at the hospital are worried about the ________.

Accepted Answer

A)  unity of command 
B)  chain of command 
C)  span of control 
D)  departmentalization 
A)  unity of command 
B)  chain of command 
C)  span of control 
D)  departmentalization

Question 4

After extensive job cuts to reduce costs, upper level managers are spending significant amounts of time solving problems in the production units. Lower level managers are resentful that they cannot make decisions for their own units. What recommendation would you make for this firm?

Accepted Answer

A)  Reorganize; departmentalize around customers instead of products. 
B)  Formalize; write explicit job descriptions, rules, and procedures so the upper managers won't have to decide each case individually. 
C)  Centralize; create a department that does nothing but make decisions. 
D)  Decentralize; give authority to the lower level managers regarding events in their own units. 
A)  Reorganize; departmentalize around customers instead of products. 
B)  Formalize; write explicit job descriptions, rules, and procedures so the upper managers won't have to decide each case individually. 
C)  Centralize; create a department that does nothing but make decisions. 
D)  Decentralize; give authority to the lower level managers regarding events in their own units.

Question 5

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 6

The ________ determines the number of levels and managers in an organization.

Accepted Answer

A)  delegation of authority 
B)  unity of command 
C)  chain of command 
D)  span of control 
A)  delegation of authority 
B)  unity of command 
C)  chain of command 
D)  span of control

Question 7

________ 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 8

________ is the obligation or expectation to perform a duty.

Accepted Answer

A)  Responsibility 
B)  Authority 
C)  Commitment 
D)  Duty 
A)  Responsibility 
B)  Authority 
C)  Commitment 
D)  Duty

Question 9

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 10

In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________.

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 11

The process of dividing work activities into separate job tasks is known as ________.

Accepted Answer

A)  work specialization 
B)  organizational design 
C)  differentiation 
D)  span of control 
A)  work specialization 
B)  organizational design 
C)  differentiation 
D)  span of control

Question 12

Which of the following is a characteristic of an organic organization?

Accepted Answer

A)  high specialization 
B)  cross-functional teams 
C)  rigid departmentalization 
D)  narrow span of controls 
A)  high specialization 
B)  cross-functional teams 
C)  rigid departmentalization 
D)  narrow span of controls

Question 13

Large organizations are more ________.

Accepted Answer

A)  mechanistic 
B)  organic 
C)  disorganized 
D)  decentralized 
A)  mechanistic 
B)  organic 
C)  disorganized 
D)  decentralized

Question 14

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________.

Accepted Answer

A)  continuous production 
B)  repetitive flow production 
C)  product production 
D)  process production 
A)  continuous production 
B)  repetitive flow production 
C)  product production 
D)  process production

Question 15

The building of a bridge would be a type of ________.

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 16

Explain the traditional view of span of control.

Accepted Answer

How many employees can a manager efficie

Question 17

Bob works in a mid-sized organization with other skilled workers who all pitch in to do what needs to be done to satisfy the customer. It is likely Bob works in a ________ organization.

Accepted Answer

A)  formalized 
B)  decentralized 
C)  departmentalized 
D)  cross-functional 
A)  formalized 
B)  decentralized 
C)  departmentalized 
D)  cross-functional

Question 18

A company with low departmentalization, wide spans of control, centralized authority, and little formalization possesses a ________ structure.

Accepted Answer

A)  simple 
B)  functional 
C)  divisional 
D)  matrix 
A)  simple 
B)  functional 
C)  divisional 
D)  matrix

Question 19

If top managers make key decisions with little input from below, then the organization is ________.

Accepted Answer

A)  less mechanistic 
B)  more decentralized 
C)  less formalized 
D)  more centralized 
A)  less mechanistic 
B)  more decentralized 
C)  less formalized 
D)  more centralized

Question 20

A ________ is an organizational design that groups similar or related occupational specialties together.

Accepted Answer

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

Define the process of organizing and explain how it helps an organization.

What is meant by departmentalization? In a short essay, list and discuss the five common forms of departmentalization, their advantages and disadvantages.

Melanie has noticed that everyone is very concerned about the line of authority within the hospital. This implies that the employees at the hospital are worried about the ________.

After extensive job cuts to reduce costs, upper level managers are spending significant amounts of time solving problems in the production units. Lower level managers are resentful that they cannot make decisions for their own units. What recommendation would you make for this firm?

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

The ________ determines the number of levels and managers in an organization.

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

________ is the obligation or expectation to perform a duty.

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

In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________.

The process of dividing work activities into separate job tasks is known as ________.

Which of the following is a characteristic of an organic organization?

Large organizations are more ________.

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________.

The building of a bridge would be a type of ________.

Explain the traditional view of span of control.

Bob works in a mid-sized organization with other skilled workers who all pitch in to do what needs to be done to satisfy the customer. It is likely Bob works in a ________ organization.

A company with low departmentalization, wide spans of control, centralized authority, and little formalization possesses a ________ structure.

If top managers make key decisions with little input from below, then the organization is ________.

A ________ is an organizational design that groups similar or related occupational specialties together.

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

Define the process of organizing and explain how it helps an organization.

What is meant by departmentalization? In a short essay, list and discuss the five common forms of departmentalization, their advantages and disadvantages.

Melanie has noticed that everyone is very concerned about the line of authority within the hospital. This implies that the employees at the hospital are worried about the ________.

After extensive job cuts to reduce costs, upper level managers are spending significant amounts of time solving problems in the production units. Lower level managers are resentful that they cannot make decisions for their own units. What recommendation would you make for this firm?

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

The ________ determines the number of levels and managers in an organization.

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

________ is the obligation or expectation to perform a duty.

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

In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________.

The process of dividing work activities into separate job tasks is known as ________.

Which of the following is a characteristic of an organic organization?

Large organizations are more ________.

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________.

The building of a bridge would be a type of ________.

Explain the traditional view of span of control.

Bob works in a mid-sized organization with other skilled workers who all pitch in to do what needs to be done to satisfy the customer. It is likely Bob works in a ________ organization.

A company with low departmentalization, wide spans of control, centralized authority, and little formalization possesses a ________ structure.

If top managers make key decisions with little input from below, then the organization is ________.

A ________ is an organizational design that groups similar or related occupational specialties together.

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