Question 1

For the past ten years, Ryan has worked in a group in which each member is skilled, knowledgeable, and performs a variety of jobs. He enjoys his job except for the conflict that arises when the group makes decisions. Ryan works in a

Accepted Answer

A)   team organization.
B)   project task force.
C)   traditional organization.
D)   product support group. A

Question 2

Compare and contrast traditional and nontraditional organizational structures, including examples of each.

Accepted Answer

Traditional organizational structures are typically hierarchical, with a clear chain of command and decision-making authority flowing from the top down. This type of structure often has several layers of management, with each layer responsible for overseeing a specific aspect of the organization's operations. Examples of traditional organizational structures include large corporations, government agencies, and military organizations.

On the other hand, nontraditional organizational structures are more flexible and decentralized. They may be flat, with fewer layers of management and a greater emphasis on collaboration and teamwork. Nontraditional structures often allow for more autonomy and decision-making authority at lower levels of the organization. Examples of nontraditional organizational structures include startups, tech companies, and creative agencies.

In comparing the two, traditional structures tend to be more rigid and bureaucratic, with clear lines of authority and established processes. Nontraditional structures, on the other hand, are often more agile and adaptable, able to respond quickly to changes in the market or industry.

Both traditional and nontraditional organizational structures have their own advantages and disadvantages. Traditional structures may be more stable and predictable, while nontraditional structures may be more innovative and responsive to change. Ultimately, the best organizational structure for a particular company will depend on its industry, size, and strategic goals.

Question 3

FACTUAL: Organizational Development ANSWER c Quality circles are typically

Accepted Answer

A)   composed of untrained members.
B)   formed to solve a variety of problems at once.
C)   comprised of volunteers from the same work areas.
D)   committed to one method of problem solving. C

Question 4

By understanding and assessing an organization's culture, it becomes easier to predict organizational behavior under different circumstances.

Accepted Answer

A) True 
 B)False

Question 5

The Woodward contingency model of organizational structure considers the interaction of organizational structure and

Accepted Answer

A)   task design.
B)   work technology.
C)   the external environment.
D)   organizational size.

Question 6

Describe various nontraditional organizational structures.

Accepted Answer

The answer of Describe various nontraditional organizational structures....

Question 7

Employees are asked detailed questions about their opinions of the organization. This information is used as the starting point for organizational change. This is an example of the OD technique known as

Accepted Answer

A)   survey feedback.
B)   group decision making.
C)   participative management.
D)   job enrichment.

Question 8

Which of the following is NOT a characteristic of a bureaucracy?

Accepted Answer

A)   specialization of labor
B)   emphasis on written records
C)   favoritism in promotions
D)   employment decisions based on merit

Question 9

According to the Woodward contingency model of organizational structure, complex continuous process manufacturing that demands high quality requires a complex technology with a

Accepted Answer

A)   flat organizational structure.
B)   large number of workers reporting to each supervisor.
C)   wide span of control.
D)   narrow span of control.

Question 10

Matrix organizations are

Accepted Answer

A)   slow to change and innovate
B)   generally very large organizations.
C)   characterized by a lack of coordination of workers' efforts.
D)   structured by both product and function.

Question 11

Kevin is one of four product managers in one organization, and Lisa is vice president of sales for all products in another organization. Kevin's organization reflects a __________ design while Lisa's reflects a __________ design.

Accepted Answer

A)   centralized, decentralized
B)   decentralized, centralized
C)   divisional, functional
D)   functional, divisional

Question 12

Which of the following is required in successful management by objectives programs?

Accepted Answer

A)   guidelines for improvement
B)   the highest goals possible
C)   emphasis on work group instead of individual goals
D)   total freedom for the workers to set their own goals

Question 13

Organizational culture is NOT related to

Accepted Answer

A)   the organization's competition.
B)   beliefs about the organization's products.
C)   technology used in the organization.
D)   ethnicity of the workforce.
E)   All of the above are related to organizational culture

Question 14

An organization with a long chain of command and a narrow span of control is referred to as a __________ organization.

Accepted Answer

A)   short
B)   flat
C)   tall
D)   lean

Question 15

Regarding the effectiveness of organizational development programs,

Accepted Answer

A)   there is no doubt that they are usually effective.
B)   it is difficult to evaluate their effectiveness.
C)   they are not at all effective.
D)   None of the above

Question 16

Which one of the following is NOT used as an OD technique?

Accepted Answer

A)   Survey feedback
B)   Process consultation
C)   Team building
D)   Job enrichment
E)   All of the above are used as OD techniques

Question 17

The larger culture of a nation or society usually has very little influence on the culture within organizations.

Accepted Answer

A) True 
 B)False

Question 18

Action research is entirely different from social science research.

Accepted Answer

A) True 
 B)False

Question 19

According to Perrow's contingency model of organizational structure,

Accepted Answer

A)   technology adjusts to organizational structure.
B)   organizational structure adjusts to technology.
C)   organizational structure dictates the type of technology used.
D)   there is no relationship between technology and organizational structure.

Question 20

Explain how the structure of organizations is influenced by the external environment.

Accepted Answer

The answer of Explain how the structure of organizations is...

Exam 15: Organizational Structure, Culture, and Development

For the past ten years, Ryan has worked in a group in which each member is skilled, knowledgeable, and performs a variety of jobs. He enjoys his job except for the conflict that arises when the group makes decisions. Ryan works in a

Compare and contrast traditional and nontraditional organizational structures, including examples of each.

FACTUAL: Organizational Development ANSWER c Quality circles are typically

By understanding and assessing an organization's culture, it becomes easier to predict organizational behavior under different circumstances.

The Woodward contingency model of organizational structure considers the interaction of organizational structure and

Describe various nontraditional organizational structures.

Employees are asked detailed questions about their opinions of the organization. This information is used as the starting point for organizational change. This is an example of the OD technique known as

Which of the following is NOT a characteristic of a bureaucracy?

According to the Woodward contingency model of organizational structure, complex continuous process manufacturing that demands high quality requires a complex technology with a

Matrix organizations are

Kevin is one of four product managers in one organization, and Lisa is vice president of sales for all products in another organization. Kevin's organization reflects a design while Lisa's reflects a design.

Which of the following is required in successful management by objectives programs?

Organizational culture is NOT related to

An organization with a long chain of command and a narrow span of control is referred to as a __________ organization.

Regarding the effectiveness of organizational development programs,

Which one of the following is NOT used as an OD technique?

The larger culture of a nation or society usually has very little influence on the culture within organizations.

Action research is entirely different from social science research.

According to Perrow's contingency model of organizational structure,

Explain how the structure of organizations is influenced by the external environment.