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Chapter10OrganizationalStructureandDesign
True/FalseQuestions
DEFININGORGANIZATIONALSTRUCTURE
1.Organizationaldesignistheorganization’sformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated.
2.
(False;difficult;p.266)
3.Organizationalstructureisthedegreetowhichtasksinanorganizationaredividedintoseparatejobs.
4.
(False;moderate;p.266)
5.TheconceptofworkspecializationcanbetracedbackacoupleofcenturiestoAdamSmith’sdiscussionofdivisionoflabor.
6.
(True;moderate;p.267)
7.Originally,whenworkspecializationwasimplemented,employeeproductivityrosebecauseitwasn’twidelyused.
8.
(True;moderate;p.267)
9.Today,mostmanagersseeworkspecializationasasourceofever-increasingproductivity.
10.
(False;moderate;p.267)
11.Groupingjobsonthebasisofproductorcustomerflowistermedcustomerdepartmentalization.
12.
(False;moderate;p.268)
13.Whendecisionstendtobemadeatlowerlevelsinanorganization,theorganizationissaidtobedecentralized.
14.
(True;moderate;p.272)
15.Theconceptofcentralization-decentralizationisabsolute.
16.
(False;moderate;p.272)
17.Wheneffectiveimplementationofcompanystrategiesdependsonmanagershavinginvolvementandflexibilitytomakedecisions,thecompanyisprobablymoredecentralized.
18.
(True;moderate;p.272)
19.Atermforincreaseddecentralizationisemployeeempowerment,whichisgivingemployeesmoreauthoritytomakedecisions.
20.
(True;easy;p.273)
21.
Thedegreeofformalizationvarieswidelybetweenorganizationsandevenwithinorganizations.
22.
(True;moderate;p.274)
23.Manyoftoday’sorganizationsareextremelyreliantonstrictrulesandstandardizationtoguideandregulateemployeebehavior.
24.
(False;moderate;p.274)
ORGANIZATIONALDESIGNDECISIONS
25.Anorganicorganizationtendstobecharacterizedbyhighspecialization,extensivedepartmentalization,narrowspansofcontrol,highformalization,alimitedinformationnetwork,andlittleparticipationindecisionmakingbylow-levelemployees.
26.
(False;moderate;p.275)
27.Anorganicorganizationwouldlikelybeveryflexible.
28.
(True;moderate;p.275)
29.Innovatorsneedtheefficiency,stability,andtightcontrolsofthemechanisticstructure.
30.
(False;easy;p.276)
31.Therelationshipbetweenorganizationalsizeandstructuretendstobelinear.
32.
(False;difficult;p.276)
33.JoanWoodwardattemptedtovieworganizationalstructurefromatechnologicalperspective.
34.
(True;moderate;p.276;AACSB:
Technology)
35.Woodward’sfindingssupportthatthereis“onebestway”toorganizeamanufacturingfirm.
36.
(False;moderate;p.277;AACSB:
Technology)
37.SinceWoodward’sinitialwork,numerousstudieshavedemonstratedthatorganizationsadapttheirstructurestotheirtechnology.
38.
(True;moderate;p.277;AACSB:
Technology)
COMMONORGANIZATIONALDESIGNS
39.Thestrengthofthefunctionalstructureisthatitfocusesonresults.
40.
(False;moderate;p.278)
41.Asimplestructureisanorganizationaldesignthatgroupssimilarorrelatedoccupationalspecialtiestogether.
42.
(False;easy;p.279)
43.
Indivisionalstructures,theparentcorporationtypicallyactsasanexternaloverseertocoordinateandcontrolthevariousdivisions.
44.
(True;easy;p.279)
45.Employeeempowermentisacrucialaspectofteamstructurebecausethereisnolineofmanagerialauthorityfromtoptobottom.
46.
(True;moderate;p.279)
47.Amatrixdesigncreatesadualchainofdemand.
48.
(True;easy;p.281)
49.Projectstructurestendtoberigidandinflexibleorganizationaldesigns.
50.
(False;easy;p.281)
51.Internalboundariesareboundariesthatseparatetheorganizationfromitscustomers,suppliers,andotherstakeholders.
52.
(False;moderate;p.282)
53.Tominimizeoreliminateboundaries,managersmightusevirtualornetworkstructuraldesigns.
54.
(True;easy;p.282)
55.Theinspirationofthevirtualorganizationstructuralapproachisthefilmindustry.
56.
(True;moderate;p.282)
57.Manyorganizationaldesignconceptsarenotapplicabletotwenty-firstcenturycompanies.
58.
(True;moderate;p.283)
59.Itiscriticalformembersinavirtualorganizationtocollaborateonworkactivitiesthroughouttheentireorganization.
60.
(False;moderate;p.284)
Multiple-ChoiceQuestions
Foreachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.
DefiningOrganizationalStructure
61._______________istheformalarrangementofjobswithinanorganization.
62.
a.Departmentalization
b.
c.Organizationaldesign
d.
e.Organizationalstructure
f.
g.Workspecialization
h.
(c;easy;p.266)
63.Organizationaldesignisbasedondecisionsabout____________.
64.
a.workspecializationandmechanisms
b.
c.chainofcommandandspanofcontrol
d.
e.centralizationandmatrices
f.
g.strategyandstructure
h.
(b;moderate;p.266)
65.Indescribingthedegreetowhichtasksinanorganizationaredividedintoseparatejobs,managersusetheterm___________.
66.
a.workspecialization
b.
c.departmentalization
d.
e.chainofcommand
f.
g.spanofcontrol
h.
(a;moderate;p.267)
67.Whichstatementaccuratelydefinesworkspecialization?
68.
a.Itisthedegreetowhichtasksaregroupedtogether.
b.
c.Individualemployeesspecializeindoingpartofanactivityratherthantheentireactivity.
d.
e.Jobsarerankedrelativeonlytotheirworthorvaluetothebusinesses.
f.
g.Itclarifieswhoreportstowhom.
h.
(b;difficult;p.267)
69.Duringthe_______________,managersviewedworkspecializationasanunendingsourceofincreasedproductivity.
70.
a.firsthalfofthetwentiethcentury
b.
c.1960s
d.
e.1970sand1980s
f.
g.1990sandbeginningofthetwenty-firstcentury
h.
(a;moderate;p.267)
71.Insomejobs,_______________workspecializationmorethanoffsettheeconomicadvantages.
72.
a.distrustof
b.
c.humandiseconomiesfrom
d.
e.disgustof
f.
g.employees’excitementabout
h.
(b;difficult;p.267)
73.Onwhatbasisarejobsgroupedinordertoaccomplishorganizationalgoals?
74.
a.departmentalization
b.
c.centralization
d.
e.formalization
f.
g.coordination
h.
(a;moderate;p.268)
75.Functionaldepartmentalizationgroupsjobsby______________.
76.
a.taskstheyperform
b.
c.territoriestheyserve
d.
e.productsorservicestheymanufactureorproduce
f.
g.typeofcustomertheyserve
h.
(a;moderate;p.268)
77.Departmentalizationbasedon_______________groups’jobsisbasedontheterritoryorphysicallocation.
78.
a.functional
b.
c.product
d.
e.geographic
f.
g.matrix
h.
(c;easy;p.268)
79.______________departmentalizationisbasedontheproductorcustomerflowthroughtheorganization.
80.
a.Product
b.
c.Functional
d.
e.Process
f.
g.Organizationalstructure
h.
(c;moderate;p.268)
81.Whatkindofdepartmentalizationwouldbeinplaceinagovernmentorganizationwheredifferentpublicserviceresponsibilitiesaredividedintoactivitiesforemployers,children,andthedisabled?
82.
a.product
b.
c.geographic
d.
e.outcome
f.
g.customer
h.
(d;moderate;p.268)
83.______________departmentalizationisusedmoreinrecentyearstobettermonitortheneedsofcustomersandtorespondtochangesinthoseneeds.
84.
a.Needs-based
b.
c.Functional
d.
e.Process
f.
g.Customer
h.
(d;moderate;p.268)
85.
Workteamscomposedofindividualsfromvariousfunctionalspecialtiesareknownas________________teams.
86.
a.differentiated
b.
c.product
d.
e.cross-functional
f.
g.weak
h.
(c;moderate;p.268)
87.Thelineofauthoritythatextendsfromtheupperlevelsofmanagementtothelowestlevelsoftheorganizationis____________.
88.
a.authorizedlineofresponsibility
b.
c.unityofcommand
d.
e.responsibilityfactor
f.
g.chainofcommand
h.
(d;moderate;p.270)
89.______________referstotherightsinherenttoapositionthatallowsamanagertotellsubordinateswhattodoandexpectthemtodoit.
90.
a.Responsibility
b.
c.Unityofcommand
d.
e.Chainofcommand
f.
g.Authority
h.
(d;moderate;p.270)
91.________________istheobligationorexpectationtoperformaduty.
92.
a.Responsibility
b.
c.Unityofcommand
d.
e.Chainofcommand
f.
g.Spanofcontrol
h.
(a;moderate;p.270)
93.WhichoneofFayol’s14principlesofmanagementhelpspreservetheconceptofacontinuouslineofauthority?
94.
a.unityofdemand
b.
c.unityofcommand
d.
e.demandstructure
f.
g.continuousdemand
h.
(b;moderate;p.270)
95.
Thetheorythatapersonshouldreporttoonlyonemanageriscalled____________.
96.
a.authorizedlineofresponsibility
b.
c.unityofcommand
d.
e.responsibilityfactor
f.
g.chainofcommand
h.
(b;moderate;p.270)
97.Conceptssuchaschainofcommandandauthorityareconsiderablylessrelevanttodaybecauseofthingslike_______________.
98.
a.informationtechnology
b.
c.spanofcontrol
d.
e.conflictingdemandsofmultiplebosses
f.
g.empowerment
h.
(a;difficult;p.270;AACSB:
Technology)
99.Thetraditionalviewwasthatmanagerscouldnot—andshouldnot—directlysupervisemorethan______________subordinates.
100.
a.threeorfour
b.
c.fiveorsix
d.
e.sevenoreight
f.
g.nineorten
h.
(b;moderate;pp.270-271)
101.Theconceptthatdefinesthenumberofsubordinatesthatreporttoamanagerandthatindirectlyspecifiesthenumberoflevelsofmanagementinanorganizationiscalled_____________.
102.
a.authorizedlineofre
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