Question 1

The strongest method of horizontal integration is to develop a person or department designed to be an integrator.

Accepted Answer

A) True 
 B)False

Question 2

The degree of vertical differentiation affects organizational effectiveness, but there is no consistent finding that flatter or taller organizations are better.

Accepted Answer

A) True 
 B)False

Question 3

The tools, techniques, and actions used by an organization to transform inputs into outputs are together called the:

Accepted Answer

A)  organization's technology. 
B)  throughput. 
C)  transformation process. 
D)  organization's work design. 
A)  organization's technology. 
B)  throughput. 
C)  transformation process. 
D)  organization's work design.

Question 4

Match the following:
-Strategy and goals

Accepted Answer

A) The view or perception of change and disturbance outside the organization 
B) Stages of development of an organization 
C) Structural arrangements stemming from a stable, or relatively unchanging environment 
D) A desired state and one or more courses of action necessary to achieve the desired state 
E) The organization of product markets outside a firm's home country 
A) The view or perception of change and disturbance outside the organization 
B) Stages of development of an organization 
C) Structural arrangements stemming from a stable, or relatively unchanging environment 
D) A desired state and one or more courses of action necessary to achieve the desired state 
E) The organization of product markets outside a firm's home country

Question 5

A temporary set of organizations designed to come together swiftly to exploit an apparent market opportunity is called a:

Accepted Answer

A)  cellular organization. 
B)  circle organization. 
C)  virtual organization. 
D)  network organization. 
A)  cellular organization. 
B)  circle organization. 
C)  virtual organization. 
D)  network organization.

Question 6

Two main components that determine environmental uncertainty include the amount and rate of change in an organization's environment, as well as the degree of complexity.

Accepted Answer

A) True 
 B)False

Question 7

The part of an organization's external environment that the organization claims for itself with respect to how it fits into its relevant environments is known as the:

Accepted Answer

A)  task environment. 
B)  context. 
C)  general environment. 
D)  domain. 
A)  task environment. 
B)  context. 
C)  general environment. 
D)  domain.

Question 8

Formalization and specialization help large organizations decentralize decision making.

Accepted Answer

A) True 
 B)False

Question 9

If an organization confronts a situation with scarce resources, large amounts of change, and many competitors, the situation would be considered one:

Accepted Answer

A)  with strategic disadvantage. 
B)  where profit will be difficult to achieve. 
C)  of high environmental uncertainty. 
D)  where a task oriented leadership style is necessary. 
A)  with strategic disadvantage. 
B)  where profit will be difficult to achieve. 
C)  of high environmental uncertainty. 
D)  where a task oriented leadership style is necessary.

Question 10

Match the following:
-Size

Accepted Answer

A) The process of breaking organizational goals into tasks. 
B) The linking of organizational parts, jobs, and roles for coordinated effort. 
C) The number of employees, total assets, or units produced. 
D) Tools, procedures, techniques, information, and machines used to create output. 
E) Area, activities, or people outside the boundaries of an organization 
A) The process of breaking organizational goals into tasks. 
B) The linking of organizational parts, jobs, and roles for coordinated effort. 
C) The number of employees, total assets, or units produced. 
D) Tools, procedures, techniques, information, and machines used to create output. 
E) Area, activities, or people outside the boundaries of an organization

Question 11

A tall hierarchy of authority is usually associated with:

Accepted Answer

A)  simple communication chains. 
B)  informal and unofficial work roles. 
C)  flexible controls. 
D)  centralization structures. 
A)  simple communication chains. 
B)  informal and unofficial work roles. 
C)  flexible controls. 
D)  centralization structures.

Question 12

A highly bureaucratized organization, such as the Social Security Administration, exhibits all of the following characteristics except:

Accepted Answer

A)  specialization. 
B)  standardization. 
C)  tall hierarchy. 
D)  flexible structure. 
A)  specialization. 
B)  standardization. 
C)  tall hierarchy. 
D)  flexible structure.

Question 13

Which of the following statements regarding complexity and the strategic decision process is NOT true?

Accepted Answer

A)  As complexity increases, the strategic decision process will become more politicized. 
B)  Organizations will find it more difficult to recognize environmental opportunities and threats as complexity increases. 
C)  As complexity increases, the strategic process will be constrained by the limitations of top managers. 
D)  The constraints on good decision processes will be multiplied by the limitations of each individual within an organization. 
A)  As complexity increases, the strategic decision process will become more politicized. 
B)  Organizations will find it more difficult to recognize environmental opportunities and threats as complexity increases. 
C)  As complexity increases, the strategic process will be constrained by the limitations of top managers. 
D)  The constraints on good decision processes will be multiplied by the limitations of each individual within an organization.

Question 14

Organic forms of organization are simple, informal, and standardized.

Accepted Answer

A) True 
 B)False

Question 15

Match the following:
-Centralization

Accepted Answer

A) The number of activities, subunits or subprograms within an organization 
B) The sequence of reporting relationships comprising the chain of command 
C) Procedures, regulations, and job descriptions that specify an employee's role 
D) The division of labor and specification of task requirements 
E) Retention of decision-making authority at the top of an organization 
A) The number of activities, subunits or subprograms within an organization 
B) The sequence of reporting relationships comprising the chain of command 
C) Procedures, regulations, and job descriptions that specify an employee's role 
D) The division of labor and specification of task requirements 
E) Retention of decision-making authority at the top of an organization

Question 16

The difference between the authority and responsibility in an organizational hierarchy is called:

Accepted Answer

A)  horizontal differentiation. 
B)  span of control. 
C)  gap of accountability. 
D)  vertical differentiation. 
A)  horizontal differentiation. 
B)  span of control. 
C)  gap of accountability. 
D)  vertical differentiation.

Question 17

A moderately decentralized form of organization that emphasizes a support staff and standardization of work processes defines the:

Accepted Answer

A)  machine bureaucracy. 
B)  professional bureaucracy. 
C)  adhocracy. 
D)  divisionalized form. 
A)  machine bureaucracy. 
B)  professional bureaucracy. 
C)  adhocracy. 
D)  divisionalized form.

Question 18

For an organization to take advantage of its larger size in the 21st century, it must become:

Accepted Answer

A)  centerless with a global core. 
B)  centralized with a technology critical mass. 
C)  cellular with strong elements of the horizontal form. 
D)  more like an adhocracy. 
A)  centerless with a global core. 
B)  centralized with a technology critical mass. 
C)  cellular with strong elements of the horizontal form. 
D)  more like an adhocracy.

Question 19

The introduction and use of computer-aided manufacturing and networked information and communication systems have been associated with all of the following except:

Accepted Answer

A)  broadened span of control. 
B)  flattened or delayered organization structures. 
C)  increased upward mobility or promotion opportunities. 
D)  enhanced technical knowledge requirements. 
A)  broadened span of control. 
B)  flattened or delayered organization structures. 
C)  increased upward mobility or promotion opportunities. 
D)  enhanced technical knowledge requirements.

Question 20

Which of the following statements regarding the fit between structure and relevant contextual dimensions is NOT true?

Accepted Answer

A)  The better the fit, the more likely that an organization will achieve its short-run goals. 
B)  The better the fit, the more likely an organization will process information and design appropriate organizational roles for long-term prosperity. 
C)  It is apparent that there must be some level of fit between the structure and the contextual dimensions of an organization. 
D)  The better the fit, the more likely the structure will determine the strategy and goals of an organization. 
A)  The better the fit, the more likely that an organization will achieve its short-run goals. 
B)  The better the fit, the more likely an organization will process information and design appropriate organizational roles for long-term prosperity. 
C)  It is apparent that there must be some level of fit between the structure and the contextual dimensions of an organization. 
D)  The better the fit, the more likely the structure will determine the strategy and goals of an organization.

The strongest method of horizontal integration is to develop a person or department designed to be an integrator.

The degree of vertical differentiation affects organizational effectiveness, but there is no consistent finding that flatter or taller organizations are better.

The tools, techniques, and actions used by an organization to transform inputs into outputs are together called the:

Match the following: -Strategy and goals

A temporary set of organizations designed to come together swiftly to exploit an apparent market opportunity is called a:

Two main components that determine environmental uncertainty include the amount and rate of change in an organization's environment, as well as the degree of complexity.

The part of an organization's external environment that the organization claims for itself with respect to how it fits into its relevant environments is known as the:

Formalization and specialization help large organizations decentralize decision making.

If an organization confronts a situation with scarce resources, large amounts of change, and many competitors, the situation would be considered one:

Match the following: -Size

A tall hierarchy of authority is usually associated with:

A highly bureaucratized organization, such as the Social Security Administration, exhibits all of the following characteristics except:

Which of the following statements regarding complexity and the strategic decision process is NOT true?

Organic forms of organization are simple, informal, and standardized.

Match the following: -Centralization

The difference between the authority and responsibility in an organizational hierarchy is called:

A moderately decentralized form of organization that emphasizes a support staff and standardization of work processes defines the:

For an organization to take advantage of its larger size in the 21st century, it must become:

The introduction and use of computer-aided manufacturing and networked information and communication systems have been associated with all of the following except:

Which of the following statements regarding the fit between structure and relevant contextual dimensions is NOT true?

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Culture

Career Management

Managing Change

Filters

Exam 15: Organizational Design and Structure

The strongest method of horizontal integration is to develop a person or department designed to be an integrator.

The degree of vertical differentiation affects organizational effectiveness, but there is no consistent finding that flatter or taller organizations are better.

The tools, techniques, and actions used by an organization to transform inputs into outputs are together called the:

Match the following: -Strategy and goals

A temporary set of organizations designed to come together swiftly to exploit an apparent market opportunity is called a:

Two main components that determine environmental uncertainty include the amount and rate of change in an organization's environment, as well as the degree of complexity.

The part of an organization's external environment that the organization claims for itself with respect to how it fits into its relevant environments is known as the:

Formalization and specialization help large organizations decentralize decision making.

If an organization confronts a situation with scarce resources, large amounts of change, and many competitors, the situation would be considered one:

Match the following: -Size

A tall hierarchy of authority is usually associated with:

A highly bureaucratized organization, such as the Social Security Administration, exhibits all of the following characteristics except:

Which of the following statements regarding complexity and the strategic decision process is NOT true?

Organic forms of organization are simple, informal, and standardized.

Match the following: -Centralization

The difference between the authority and responsibility in an organizational hierarchy is called:

A moderately decentralized form of organization that emphasizes a support staff and standardization of work processes defines the:

For an organization to take advantage of its larger size in the 21st century, it must become:

The introduction and use of computer-aided manufacturing and networked information and communication systems have been associated with all of the following except:

Which of the following statements regarding the fit between structure and relevant contextual dimensions is NOT true?

Organizational Behavior and Opportunity

Challenges for Managers

Personality, Perception, and Attribution

Attitudes, Emotions, and Ethics

Motivation at Work

Learning and Performance Management

Stress and Well-Being at Work

Communication

Work Teams and Groups

Decision Making by Individuals and Groups

Power and Political Behavior

Leadership and Followership

Conflict and Negotiation

Jobs and the Design of Work

Organizational Culture

Career Management

Managing Change

Filters