Question 1

Joan Woodward's studies of technology concluded all of the following EXCEPT:

Accepted Answer

A)  successful small-batch and continuous-process plants had flexible structures with small work groups at the bottom of the organization. 
B)  less successful small-batch and continuous-process plants were more rigidly structured. 
C)  successful mass production operations were rigidly structured and had large work groups at the bottom of the organization. 
D)  less successful mass production operations were not rigidly structured. 
E)  successful continuous process and mass production plants were flexibly structured with large work groups at the bottom of the organization. 
A)  successful small-batch and continuous-process plants had flexible structures with small work groups at the bottom of the organization. 
B)  less successful small-batch and continuous-process plants were more rigidly structured. 
C)  successful mass production operations were rigidly structured and had large work groups at the bottom of the organization. 
D)  less successful mass production operations were not rigidly structured. 
E)  successful continuous process and mass production plants were flexibly structured with large work groups at the bottom of the organization.

Question 2

The chain of command outlines the planned configuration of positions, job duties, and the lines of authority among different parts of the organization.

Accepted Answer

A) True 
 B)False

Question 3

Overall, the environment is __________ when the economy is growing, when individuals are improving their education, and when everyone that the organization relies upon is prospering.

Accepted Answer

The answer of Overall, the environment is __________ when the...

Question 4

Executives, managers, and supervisors are hierarchically connected through the __________, which is a listing of who reports to whom up and down the firm.

Accepted Answer

A)  human resources plan 
B)  span of control 
C)  functional specialization 
D)  chain of command 
E)  adhocracy 
A)  human resources plan 
B)  span of control 
C)  functional specialization 
D)  chain of command 
E)  adhocracy

Question 5

__________ rely on a division of labor, hierarchical control, promotion by merit with career opportunities for employees, and administration by rule.

Accepted Answer

The answer of __________ rely on a division of labor,...

Question 6

Process controls focus on desired targets and allow managers to use their own methods for reaching defined targets.

Accepted Answer

A) True 
 B)False

Question 7

__________ is the set of mechanisms used to keep actions or outputs within predetermined limits.

Accepted Answer

A)  Organization 
B)  Leading 
C)  Control 
D)  Supervision 
E)  Planning 
A)  Organization 
B)  Leading 
C)  Control 
D)  Supervision 
E)  Planning

Question 8

Beyond substituting for direct management supervision, __________ is often used to simplify jobs.

Accepted Answer

A)  decentralization 
B)  span of control 
C)  adhocracy 
D)  coordination 
E)  formalization 
A)  decentralization 
B)  span of control 
C)  adhocracy 
D)  coordination 
E)  formalization

Question 9

Organizations using continuous-process technology produce one or a few products through an assembly-line system.

Accepted Answer

A) True 
 B)False

Question 10

__________ is often referred to as the process of departmentation.

Accepted Answer

Horizontal

Question 11

__________ is the combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge.

Accepted Answer

Informatio

Question 12

__________ groups individuals and resources by products, territories, services, clients, or legal entities.

Accepted Answer

Divisional

Question 13

An adhocracy is characterized by few rules, policies, and procedures; substantial decentralization; shared decision making among members; extreme horizontal specialization; few levels of management; and virtually no formal controls.

Accepted Answer

A) True 
 B)False

Question 14

An __________ organization is an ever-shifting constellation of firms, with a lead corporation, that pool skills, resources and experiences to thrive jointly.

Accepted Answer

The answer of An __________ organization is an ever-shifting constellation...

Question 15

__________ creates a hierarchy of authority-an arrangement of work positions in order of increasing authority.

Accepted Answer

A)  Organizational dispersion 
B)  Hierarchical differentiation 
C)  Vertical specialization 
D)  Perpendicular regimentation 
E)  Functional regimentation 
A)  Organizational dispersion 
B)  Hierarchical differentiation 
C)  Vertical specialization 
D)  Perpendicular regimentation 
E)  Functional regimentation

Question 16

All of the following are disadvantages of a matrix structure EXCEPT:

Accepted Answer

A)  it is difficult to explain to employees. 
B)  authority and responsibilities of managers may overlap, causing conflicts and gaps in effort across units and inconsistencies in priorities. 
C)  unity of command is lost. 
D)  it is very expensive. 
E)  it blends technical and market emphases. 
A)  it is difficult to explain to employees. 
B)  authority and responsibilities of managers may overlap, causing conflicts and gaps in effort across units and inconsistencies in priorities. 
C)  unity of command is lost. 
D)  it is very expensive. 
E)  it blends technical and market emphases.

Question 17

__________ is the degree to which the authority to make decisions is delegated to lower levels in an organization's hierarchy.

Accepted Answer

A)  Bureaucracy 
B)  Centralization 
C)  Distribution 
D)  Span of control 
E)  Decentralization 
A)  Bureaucracy 
B)  Centralization 
C)  Distribution 
D)  Span of control 
E)  Decentralization

Question 18

A process design is a configuration involving one or two ways of specializing individuals and units.

Accepted Answer

A) True 
 B)False

Question 19

__________ methods of coordination produce synergy by stressing consistency and standardization so that individual pieces fit together.

Accepted Answer

A)  Impersonal 
B)  Statutory 
C)  Institutional 
D)  Personal 
E)  Functional 
A)  Impersonal 
B)  Statutory 
C)  Institutional 
D)  Personal 
E)  Functional

Question 20

At ABC Manufacturing, the accounting and public relations functions would be examples of __________ units.

Accepted Answer

A)  facilitator 
B)  staff 
C)  specialty 
D)  boundary-spanning 
E)  line 
A)  facilitator 
B)  staff 
C)  specialty 
D)  boundary-spanning 
E)  line

Joan Woodward's studies of technology concluded all of the following EXCEPT:

The chain of command outlines the planned configuration of positions, job duties, and the lines of authority among different parts of the organization.

Overall, the environment is __________ when the economy is growing, when individuals are improving their education, and when everyone that the organization relies upon is prospering.

Executives, managers, and supervisors are hierarchically connected through the __________, which is a listing of who reports to whom up and down the firm.

__________ rely on a division of labor, hierarchical control, promotion by merit with career opportunities for employees, and administration by rule.

Process controls focus on desired targets and allow managers to use their own methods for reaching defined targets.

__________ is the set of mechanisms used to keep actions or outputs within predetermined limits.

Beyond substituting for direct management supervision, __________ is often used to simplify jobs.

Organizations using continuous-process technology produce one or a few products through an assembly-line system.

__________ is often referred to as the process of departmentation.

__________ is the combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge.

__________ groups individuals and resources by products, territories, services, clients, or legal entities.

An adhocracy is characterized by few rules, policies, and procedures; substantial decentralization; shared decision making among members; extreme horizontal specialization; few levels of management; and virtually no formal controls.

An __________ organization is an ever-shifting constellation of firms, with a lead corporation, that pool skills, resources and experiences to thrive jointly.

__________ creates a hierarchy of authority-an arrangement of work positions in order of increasing authority.

All of the following are disadvantages of a matrix structure EXCEPT:

__________ is the degree to which the authority to make decisions is delegated to lower levels in an organization's hierarchy.

A process design is a configuration involving one or two ways of specializing individuals and units.

__________ methods of coordination produce synergy by stressing consistency and standardization so that individual pieces fit together.

At ABC Manufacturing, the accounting and public relations functions would be examples of __________ units.

Introducing Organizational Behavior

Diversity, Personality, and Values

Perception, Attribution, and Learning

Emotions, Attitudes, and Job Satisfaction

Motivation

Motivation and Performance

The Nature of Teams

Teamwork and Performance

Decision Making and Creativity

Conflict and Negotiation

Communication

Power and Politics

The Leadership Process

Leadership Traits and Behavioral Styles

Organizational Culture

Filters

Exam 16: Organizational Structures

Joan Woodward's studies of technology concluded all of the following EXCEPT:

The chain of command outlines the planned configuration of positions, job duties, and the lines of authority among different parts of the organization.

Overall, the environment is __________ when the economy is growing, when individuals are improving their education, and when everyone that the organization relies upon is prospering.

Executives, managers, and supervisors are hierarchically connected through the __________, which is a listing of who reports to whom up and down the firm.

__________ rely on a division of labor, hierarchical control, promotion by merit with career opportunities for employees, and administration by rule.

Process controls focus on desired targets and allow managers to use their own methods for reaching defined targets.

__________ is the set of mechanisms used to keep actions or outputs within predetermined limits.

Beyond substituting for direct management supervision, __________ is often used to simplify jobs.

Organizations using continuous-process technology produce one or a few products through an assembly-line system.

__________ is often referred to as the process of departmentation.

__________ is the combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge.

__________ groups individuals and resources by products, territories, services, clients, or legal entities.

An adhocracy is characterized by few rules, policies, and procedures; substantial decentralization; shared decision making among members; extreme horizontal specialization; few levels of management; and virtually no formal controls.

An __________ organization is an ever-shifting constellation of firms, with a lead corporation, that pool skills, resources and experiences to thrive jointly.

__________ creates a hierarchy of authority-an arrangement of work positions in order of increasing authority.

All of the following are disadvantages of a matrix structure EXCEPT:

__________ is the degree to which the authority to make decisions is delegated to lower levels in an organization's hierarchy.

A process design is a configuration involving one or two ways of specializing individuals and units.

__________ methods of coordination produce synergy by stressing consistency and standardization so that individual pieces fit together.

At ABC Manufacturing, the accounting and public relations functions would be examples of __________ units.

Introducing Organizational Behavior

Diversity, Personality, and Values

Perception, Attribution, and Learning

Emotions, Attitudes, and Job Satisfaction

Motivation

Motivation and Performance

The Nature of Teams

Teamwork and Performance

Decision Making and Creativity

Conflict and Negotiation

Communication

Power and Politics

The Leadership Process

Leadership Traits and Behavioral Styles

Organizational Culture

Filters