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1、Chapter 10 Organizational Structure and DesignTRUE/FALSE QUESTIONSDEFINING ORGANIZATIONAL STRUCTURE1. Organizational design is the organizations formal framework by which job tasks are divided, grouped, and coordinated.(False; difficult; p. 266)2. Organizational structure is the degree to which task
2、s in an organization are divided into separate jobs.(False; moderate; p. 266)3. The concept of work specialization can be traced back a couple of centuries to Adam Smiths discussion of division of labor.(True; moderate; p. 267)4. Originally, when work specialization was implemented, employee product
3、ivity rose because it wasnt widely used.(True; moderate; p. 267)5. Today, most managers see work specialization as a source of ever-increasing productivity.(False; moderate; p. 267)6. Grouping jobs on the basis of product or customer flow is termed customer departmentalization.(False; moderate; p. 2
4、68)7. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.(True; moderate; p. 272)8. The concept of centralization-decentralization is absolute.(False; moderate; p. 272)9. When effective implementation of company strategies depends on manag
5、ers having involvement and flexibility to make decisions, the company is probably more decentralized.(True; moderate; p. 272)10. A term for increased decentralization is employee empowerment, which is giving employees more authority to make decisions.(True; easy; p. 273)11. The degree of formalizati
6、on varies widely between organizations and even within organizations. (True; moderate; p. 274)12. Many of todays organizations are extremely reliant on strict rules and standardization to guide and regulate employee behavior.(False; moderate; p. 274)ORGANIZATIONAL DESIGN DECISIONS13. An organic orga
7、nization tends to be characterized by high specialization, extensive departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision making by low-level employees.(False; moderate; p. 275)14. An organic organization would likely b
8、e very flexible.(True; moderate; p. 275)15. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.(False; easy; p. 276)16. The relationship between organizational size and structure tends to be linear.(False; difficult; p. 276)17. Joan Woodward attempted to view
9、organizational structure from a technological perspective.(True; moderate; p. 276; AACSB: Technology)18. Woodwards findings support that there is “one best way” to organize a manufacturing firm.(False; moderate; p. 277; AACSB: Technology)19. Since Woodwards initial work, numerous studies have demons
10、trated that organizations adapt their structures to their technology.(True; moderate; p. 277; AACSB: Technology)COMMON ORGANIZATIONAL DESIGNS20. The strength of the functional structure is that it focuses on results.(False; moderate; p. 278)21. A simple structure is an organizational design that gro
11、ups similar or related occupational specialties together.(False; easy; p. 279)22. In divisional structures, the parent corporation typically acts as an external overseer to coordinate and control the various divisions.(True; easy; p. 279)23. Employee empowerment is a crucial aspect of team structure
12、 because there is no line of managerial authority from top to bottom.(True; moderate; p. 279)24. A matrix design creates a dual chain of demand.(True; easy; p. 281)25. Project structures tend to be rigid and inflexible organizational designs.(False; easy; p. 281)26. Internal boundaries are boundarie
13、s that separate the organization from its customers, suppliers, and other stakeholders.(False; moderate; p. 282)27. To minimize or eliminate boundaries, managers might use virtual or network structural designs.(True; easy; p. 282)28. The inspiration of the virtual organization structural approach is
14、 the film industry.(True; moderate; p. 282)29. Many organizational design concepts are not applicable to twenty-first century companies.(True; moderate; p. 283)30. It is critical for members in a virtual organization to collaborate on work activities throughout the entire organization.(False; modera
15、te; p. 284)MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.DEFINING ORGANIZATIONAL STRUCTURE 31. _ is the formal arrangement of jobs within an organization.a. Departmentalizationb. Organizational designc. Organizational structured. Work
16、specialization(c; easy; p. 266)32. Organizational design is based on decisions about _.a. work specialization and mechanismsb. chain of command and span of controlc. centralization and matrices d. strategy and structure(b; moderate; p. 266)33. In describing the degree to which tasks in an organizati
17、on are divided into separate jobs, managers use the term _.a. work specialization b. departmentalization c. chain of command d. span of control(a; moderate; p. 267)34. Which statement accurately defines work specialization? a. It is the degree to which tasks are grouped together.b. Individual employ
18、ees specialize in doing part of an activity rather than the entire activity.c. Jobs are ranked relative only to their worth or value to the businesses.d. It clarifies who reports to whom. (b; difficult; p. 267)35. During the _, managers viewed work specialization as an unending source of increased p
19、roductivity.a. first half of the twentieth centuryb. 1960sc. 1970s and 1980sd. 1990s and beginning of the twenty-first century(a; moderate; p. 267)36. In some jobs, _ work specialization more than offset the economic advantages.a. distrust ofb. human diseconomies fromc. disgust ofd. employees excite
20、ment about (b; difficult; p. 267) 37. On what basis are jobs grouped in order to accomplish organizational goals?a. departmentalization b. centralizationc. formalizationd. coordination(a; moderate; p. 268)38. Functional departmentalization groups jobs by _. a. tasks they performb. territories they s
21、erve c. products or services they manufacture or produce d. type of customer they serve(a; moderate; p. 268)39. Departmentalization based on _ groups jobs is based on the territory or physical location.a. functional b. productc. geographicd. matrix (c; easy; p. 268)40. _ departmentalization is based
22、 on the product or customer flow through the organization.a. Productb. Functionalc. Processd. Organizational structure (c; moderate; p. 268)41. What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities
23、for employers, children, and the disabled?a. productb. geographicc. outcomed. customer (d; moderate; p. 268)42. _ departmentalization is used more in recent years to better monitor the needs of customers and to respond to changes in those needs.a. Needs-basedb. Functionalc. Processd. Customer (d; mo
24、derate; p. 268)43. Work teams composed of individuals from various functional specialties are known as _ teams.a. differentiatedb. productc. cross-functionald. weak(c; moderate; p. 268)44. The line of authority that extends from the upper levels of management to the lowest levels of the organization
25、 is _.a. authorized line of responsibilityb. unity of commandc. responsibility factord. chain of command(d; moderate; p. 270)45. _ refers to the rights inherent to a position that allows a manager to tell subordinates what to do and expect them to do it.a. Responsibility b. Unity of commandc. Chain
26、of commandd. Authority (d; moderate; p. 270)46. _ is the obligation or expectation to perform a duty.a. Responsibilityb. Unity of commandc. Chain of commandd. Span of control(a; moderate; p. 270) 47. Which one of Fayols 14 principles of management helps preserve the concept of a continuous line of a
27、uthority?a. unity of demandb. unity of command c. demand structured. continuous demand(b; moderate; p. 270)48. The theory that a person should report to only one manager is called _.a. authorized line of responsibilityb. unity of commandc. responsibility factord. chain of command(b; moderate; p. 270
28、)49. Concepts such as chain of command and authority are considerably less relevant today because of things like _.a. information technologyb. span of controlc. conflicting demands of multiple bossesd. empowerment(a; difficult; p. 270; AACSB: Technology)50. The traditional view was that managers cou
29、ld notand should notdirectly supervise more than _ subordinates.a. three or fourb. five or sixc. seven or eightd. nine or ten(b; moderate; pp. 270-271)51. The concept that defines the number of subordinates that report to a manager and that indirectly specifies the number of levels of management in
30、an organization is called _.a. authorized line of responsibilityb. unity of commandc. responsibility factord. span of control(d; difficult; p. 271)52. All other things being equal, as the span of control grows wider or larger, organizational design becomes more _.a. bureaucraticb. democraticc. effec
31、tived. efficient (d;difficult; p. 271)53. When the span of control _, employee performance suffers due to a lack of time, leadership, and support.a. remains too smallb. becomes moderatec. becomes too larged. becomes less cost efficient(c; moderate; p. 271)54. Trends in the past few years have center
32、ed on a _ span of control to reduce costs and speed decision making.a. narrowerb. widerc. deeperd. stable(b; moderate; p. 271) 55. The degree to which decision making is confined at a single point in an organization is described as _.a. unity of commandb. chain of commandc. span of managementd. cent
33、ralization(d; moderate; p. 272)56. What factor influences the amount of centralization an organization uses?a. Decisions are significant.b. The company is geographically dispersedc. The organization is facing the risk of company failure.d. The environment is complex.(c; moderate; p. 272)57. What fac
34、tor influences the amount of decentralization an organization uses?a. Lower-level managers want a voice in decisions.b. Lower level managers are not as capable at making decisions as upper-level managers.c. Effective implementation of company strategies depends on managers retaining say over what ha
35、ppens.d. The company is large.(a; moderate; p. 272)58. In recent years, there has been a movement to make organizations more flexible and responsive through _.a. centralizationb. decentralizationc. alternative organizational structured. customer-based structure(b; moderate; p. 273)59. The degree to
36、which jobs are standardized and guided by rules and procedures is called _.a. work specializationb. centralizationc. decentralizationd. formalization(d; difficult; p. 273)60. When managers standardize employee behavior through rules and procedures, the jobs are becoming more _.a. diversifiedb. forma
37、lizedc. vertical d. horizontal(b; difficult; p. 273) ORGANIZATIONAL DESIGN DECISIONS61. A(n) _ organization is rigidly controlled and efficient.a. organicb. horizontal c. learningd. mechanistic(d; moderate; p. 275)62. Organizations that work like efficient, well-oiled machines are described as _.a.
38、organicb. mechanisticc. rationald. intuitive(b; moderate; p. 275)63. Which of the following would likely be found in mechanistic organizations?a. wide span of controlb. empowered employeesc. decentralized responsibilityd. standardized job specialties (d; difficult; p. 275)64. A(n) _ organization is
39、able to change rapidly as needs require.a. organicb. horizontal c. verticald. mechanistic(a; moderate; p. 275)65. GlaxoSmithKline became more _ when it restructured to allow lab scientists to set the priorities and allocate the resources.a. bureaucraticb. mechanisticc. volatiled. organic (d;difficul
40、t; p. 275)66. The appropriate structure for an organization is based on four contingency variables: strategy, size, degree of environmental uncertainty, and _.a. technologyb. historyc. leadershipd. intensity of competition(a; easy; p. 275; AACSB: Technology)67. In describing the relationship between
41、 structure and strategy, it can be said that _ .a. structure follows strategyb. strategy follows structurec. strategy and structure are always handled equallyd. strategy follows structure in smaller organizations(a; moderate; p. 276)68. In linking strategy and structure, most strategic frameworks te
42、nd to focus on _.a. the pursuit of meaningful renewal of old ideasb. cost maximizationc. minimizing risk and maximizing profit opportunities by copying market leadersd. the pursuit of imitation (c; difficult; p. 276)69. Structure is related to the size of the organization, such that larger organizat
43、ions tend to have _ than smaller organizations.a. more specializationb. less departmentalizationc. less centralizationd. fewer rules and regulations(a; moderate; p. 276)70. Structure is related to the size of the organization, such that larger organizations are more _.a. mechanisticb. organicc. stru
44、cturally weakd. decentralized(a; moderate; p. 276)71. Joan Woodwards study of the relationship between technology and structure is based upon her study of small manufacturing firms in _.a. the northeastern United Statesb. the south of Walesc. Franced. southern England(d; difficult; pp. 276-277; AACS
45、B: Technology)72. As a type of technology, _ centers on large-batch production and requires moderate levels of complexity and sophistication.a. unit productionb. mass productionc. process productiond. service production(b; moderate; p. 277; AACSB: Technology)73. In Joan Woodwards study of the relationship between technology and structure, the structure that was the most technically complex was _.a. unit productionb. mass productionc. process productiond. technological production(c; moderate; p. 2
