Foundations Of Organization Structure

Foundations Of Organization Structure(b short p. 452-453) 4. The degree to which tasks ar subdivided into take apart jobs is termed a. surgical incisionalization.b. decentralization. c. work specialization. d. expression.(c build p. 452-453) 5. In the late 1940s, about manufacturing jobs in industrialized countries were being dvirtuoso with lasta. departmentalization.b. decentralization.c. work specialization.d. structuralization.(c go over p. 453)6. For much of the first half(prenominal) of the 20th century, tutors viewed _____ as an unending source of increased productivity.a. departmentalizationb. formalizationc. work specializationd. automation(c temperate p. 454)7. Which adept of the following components of organizational structure specific solelyy defines where purposes ar made?a. complexity/simplicityb. formalization/informalizationc. centralization/decentralizationd. specialization/enlargement(c sustain Exh 15-1 p. 453)8. The basis by which jobs are sort ou t unneurotic is termeda. departmentalization.b. bureaucratism.c. specialization.d. centralization.(a at large(p) Exh. 15-1 p. 453)9. Grouping jobs on the basis of function, product, geography, handle, or guest is a form ofa. departmentalization.b. specialization.c. centralization.d. bureaucracy.(a Moderate p. 454)10. One of the most popular ways to group activities is bya. product.b. function.c. geography.d. process.(b Ch whollyenging p. 454)11. Proctor Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization bya. function.b. process.c. geography.d. product.(d Easy p. 455)12. A plant manager who organizes the plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments is practicing _____ departmentalization.a. target customerb. productc. functionald. geographic(c Moderate p. 454)13. _____ departmentalization achieves economies of scale by placing people with common skills and orientatio ns into common units.a. Functionalb. Processc. Productd. Geographic(a Moderate p. 454)14. At an Alcoa aluminum tubing plant in New York, production is organized into five departments casting press tubing finishing and inspecting packing and shipping. This isa. functional departmentalization.b. process departmentalization.c. product departmentalization.d. none of the above.(b Moderate p. 455)15. The unbroken disceptation of agency that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termeda. chain of command.b. authority.c. distich of see to it.d. champion of command.(a Moderate p. 456)16. The right essential in a managerial position to give orders and conduct orders to be obeyed is termeda. chain of command.b. authority.c. office staff.d. unity of command.(b Moderate p. 456)17. The _____ principle helps preserve the concept of an unbroken line of authority.a. span of controlb. chain of commandc. unity of commandd. centraliz ation(c Moderate p. 456)18. The _____ principle states that a person should have one and only one superior to whom he or she is directly responsible.a. span of controlb. chain of commandc. unity of commandd. authority(c Moderate p. 456)19. The _____ refers to the weigh of subordinates a manager send away efficiently and effectively direct.a. span of controlb. unity of commandc. chain of commandd. decentralization principle(a Moderate p. 456)20. Which of the following is a drawback of a narrow span of control?a. It reduces effectiveness.b. It is to a greater extent efficient.c. It encourages overly tight supervision and discourages employee autonomy.d. It empowers employees.(c ambitious p. 457)21. Which of the following is non a drawback of a narrow span of control?It is expensive.It makes vertical communication in the organization more complex.Supervisors may loose control of their employees.It encourages overly tight supervision.(c Challenging p. 457)22. The trend in recent ol d age has been towardnarrower spans of control.wider spans of control.a span of control of four.an ideal span of control of six to eight.(b Moderate p. 457)23. If you have a narrow span of control, you have a(n) _____ organization.efficient before longtall hyaloplasm(c Moderate p. 457)24. _____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get circumferent to customers, and empower employees.Wider spans of controlNarrower spans of controlMatrix structuresSimple structures(a Moderate p. 457)25. The best definition for centralization isdecision making is pushed dump to lower aim employees.decision making is concentrated at a single point in the organization.decision making depends on the situation.decision making is done in individually department and then sent to the president for the final decision.(b Moderate p. 458)26. In an organization that has postgraduate centralizationa. the corporate headqu arters is located centrally to section offices.b. all top level officials are located within the same geographic area.c. top managers make all the decisions and lower level managers merely halt out directions.d. action can be taken more quickly to solve problems.(c Moderate p. 457-458)27. The more that lower-level personnel provide input or are rattling given the tact to make decisions, the more _____ there is.a. centralizationb. decentralizationc. work specializationd. departmentalization(b Moderate p. 458)28. If a job is highly formalized, it would not include which of the following?a. clearly defined procedures on work processesb. explicit job descriptionc. high employee job discretiond. a large public figure of organizational rules(c Moderate p. 458)29. Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processes are consistent witha. high formalization.b. high specialization.c. high centralization.d. bureaucracy.(a Moderate p. 458)30. Employee discretion is inversely related toa. complexity.b. standardization.c. specialization.d. departmentalization.(b Challenging p. 458-459) popular organizational Designs31. Which of the following is not a common organizational design?simple structurebureaucracy centralize structure ground substance structure(c Moderate p. 459)32. The _____ is characterized by a low degree of departmentalization, wide spans of control, authority centralise in a single person, and puny formalization.a. bureaucracyb. matrix organizationc. simple structured. police squad structure(c Moderate p. 460)33. Which one of the following is consistent with a simple structure?a. high centralizationb. high horizontal differentiationc. high employee discretiond. standardization(a Moderate p. 460)34. The ____ is a flat organization.bureaucracycentralized structurematrix structurenone of the above(d Moderate p. 460)35. Simple structures are characterized bya. shared authority.b. a narrow span of control.c. s tandardization.d. a low degree of departmentalization.(d Moderate p. 460)36. This is most widely practiced in small businesses.simple structurestandardizationcentralized structurespan of control(a Easy p. 460)37. The bureaucracy is characterized by all of the following excepta. highly routine operating tasks.b. formalized rules and regulations.c. tasks that are grouped into functional departments.d. decentralized decision making.(d Moderate p. 461)38. The key underlying all bureaucracies isa. flexibility.b. standardization.c. dual lines of authority.d. wide span of control.(b Easy p. 460)39. The ____ is characterized by highly routine operating tasks achieved through specialization.simple structurebureaucracycentralized structurematrix structure(b Moderate p. 461)40. The say-so of the simple structure lies in itsefficiency.simplicity.centralization.span of control.(b Easy p. 460)41. Which of the following is not a weakness of the simple structure?It is risky. training overloadThere is little unity of command.slower decision making(c Moderate p. 460)42. The structure that creates dual lines of authority and combines functional and product departmentalization is thea. organizational structure.b. bureaucracy.c. matrix structure.d. virtual organization.(c Moderate p. 462)43. The matrix structure combines which two forms of departmentalization?a. process and functionalb. functional and productc. product and processd. none of the above(b Challenging p. 462)44. The _____ violates the unity of command concept.a. simple structureb. virtual structurec. matrix structured. team structure(c Challenging p. 462)45. Which one of the following problems is most likely to give-up the ghost in a matrix structure?a. decreased response to environmental changeb. decreased employee motivationc. loss of economies of scaled. employees receiving conflicting directives(d Moderate p. 463)46. The strength of the matrix structure is itsa. ability to facilitate coordination.b. economies of scale.c. adherence to chain of command.d. standardization.(a Moderate p. 463)47. The major disadvantage of the matrix structure isa. the confusion it creates.b. its propensity to foster power struggles.c. the stress it places on individuals.d. all of the above(d Challenging p. 463)New Design Options48. The primary characteristics of the _____ structure are that it breaks down departmental barriers and decentralizes decision making to the level of the work team.a. virtualb. teamc. boundarylessd. organizational(b Moderate p. 463-464)49. In larger organizations, the team structure complements what is typically avirtual organization.bureaucracy.formal structure.boundaryless organization.(b Challenging p. 464)50. A small, core organization that outsources major business functions is the _____ organization.a. teamb. virtualc. boundarylessd. matrix(b Moderate p. 464)51. The ____ is also called the network or modular organization.virtual organizationteam structurepyramidboundaryless organ ization(a Moderate p. 464)52. The prototype of the virtual structure is todaysappliance manufacturers.movie-making organizations.fast-food restaurants.software companies.(b Challenging p. 464)53. The major advantage of the virtual organization is itsa. control.b. predictability.c. flexibility.d. empowerment.(c Moderate p. 465)54. The _____ organization stands in sharp contrast to the typical bureaucracy that has m any(prenominal) vertical levels of management and where control is sought through ownership.a. virtualb. teamc. un extrad. matrix(a Moderate p. 465)55. The boundaryless organization relies heavily oninformation technology.functional and product departmentalization.the simple structure.none of the above.(a Moderate p. 466)56. An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams is thea. virtual organization.b. boundaryless organization.c. matrix organization.d. team structure.(b Moderate p. 466)57. The one common technological thread that makes the boundaryless organization possible isa. reengineering.b. MBAs.c. networked computers.d. mainframes.(c Moderate p. 468) wherefore Do Structures Differ?58. The _____ is a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.a. mechanistic modelb. extreme modelc. traditionalistic modeld. bureaucracy organization(a Moderate p. 468)59. Which of the following is not a characteristic of a mechanistic structure?a. extensive departmentalizationb. high formalizationc. limited information networkd. flexibility(d Easy p. 468)60. If there is low formalization, a comprehensive information network, and high participation in decision making, one would expect a(n)a. simple structure.b. mechanistic structure.c. organic structure.d. stable structure.(c Challenging p. 468-469)61. All of the following are characteristics of the organic model excepta. cross-functiona l teams.b. cross-departmentalization.c. cross-hierarchical teams.d. high participation.(b Moderate p. 468-469)62. Which of the following is not a determinant of an organizations structure? strategyorganization sizeinnovationtechnology(c Moderate p. 469-472)63. Changes in corporate strategy precede and lead toa. changes in the environment.b. better communication.c. increased productivity.d. changes in an organizations structure.(d Challenging p. 469)64. A strategy that emphasizes the introduction of major new products and services is a(n) _____ strategy.a. innovationb. enhancementc. progressived. organic(a Moderate p. 469)65. The innovation strategy is characterized bya. unorthodox structures.b. a mixture of loose with tight properties.c. low specialization and low formalization.d. high technology.(c Moderate p. 469)66. _____ refers to how an organization transfers its inputs into outputs. productTechnologyOperationsProcess(b Challenging p. 470)67. Which of the following is not part of the organizations environment?public pressure groupscustomerstechnologycompetitors(c Moderate p. 471)68. The _____ of an environment refers to the degree to which it can support growth.a. capacityb. qualificationsc. potentiald. capability(a Moderate p. 472)69. _____ refers to the degree of instability of an environment.a. Instabilityb. Volatilityc. Irregularityd. Unpredictability(b Moderate p. 472)70. Three key dimensions to any organizations environment have been found. Which of the following is not one of these key dimensions?a. volatilityb. capabilityc. complexityd. capacity(b Moderate p. 472)71. The _____ of an environment refers to the degree of heterogeneity and niggardness among environmental elements.a. densityb. simplicityc. complexityd. intricacy(c Moderate p. 472)Organization Designs and Employee Behavior72. Which of the following generalizations about organizational structures and employee public presentation and satisfaction is most sure?a. There is fairly strong manifest linking decentralization and job satisfaction.b. It is probably safe to say that no evidence supports a relationship between span of control and employee make outance.c. The evidence generally indicates that work specialization contributes to lower employee productivity.d. No one wants work that makes minimal intellectual demands and is routine.(b Challenging p. 474)73. There is look evidence to suggest thata. employees with high self-esteem are more satisfied with decentralized organizations.b. a managers job satisfaction increases along with the number of employees he or she supervisesc. centralized organizations tend to have more satisfied employees.d. a managers job satisfaction is inversely related to the number of employees he or she supervises(b Challenging p. 474)TRUE/ imitative74. Organizations have different structures, but the structure has little bearing on employee attitudes and behavior.(False Easy p. 452)What is Organizational Structure?75. Specialization defines how job tasks are formally defined, grouped, and coordinated.(False Moderate p. 452)76. Managers take aim to address six key elements when they design their organizations structure work specialization, departmentalization, chain of command, chain of control, centralization and decentralization, and formalization.(False Challenging p. 452)77. The degree to which tasks in the organization are subdivided into separate jobs is termed departmentalization.(False Moderate p. 452-453)78. Work specialization and division of labor are the same thing.(True Easy p. 452-453)79. Work specialization may result in employee boredom, stress, and absenteeism.(True Easy p. 454)80. For much of the first half of this century, managers viewed departmentalization as an unending source of increased productivity.(False Moderate p. 454)81. The strength of functional departmentalization is putting similar specialists together.(True Moderate p. 454)82. Only one form of departmentalization can effective ly be implemented in an organization at a time.(False Moderate p. 455)83. The inherent right in a managerial position to give orders and expect the orders to be obeyed is termed power.(False Moderate p. 456)84. Departmentalization answers questions for employee such as To whom do I go if I have a problem?(False Moderate p. 456)85. The unbroken line of authority that extends from the top of the organization to the lowest echelon is termed the command line of authority.(False Easy p. 456)86. The principle of unity of command suggests that managers should support one another.(False Easy p. 456)87. The trend in recent years has been toward wider spans of control.(True Easy p. 457)88. Span of command determines the number of levels and managers an organization has.(False Moderate p. 456)89. All things being equal, the wider or larger the span, the more profitable the organization.(False Challenging p. 456)90. Flat organizational structures result from narrow spans of control.(False Chall enging Exh. 15-3 p. 457)91. Narrow spans of control can result in lack of supervision, causing performance to suffer.(False Moderate p. 457)92. Having too many people report to you can undermine your effectiveness.(True Easy p. 457)93. The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more decentralized the organization.(True Moderate p. 458)94. A decentralized organization is more likely to result in a public opinion of alienation by employees than a centralized organization.(False Challenging p. 458)95. There has been a marked trend toward centralized decision making.(False Moderate p. 458)96. Increase in the number of rules and regulations results in increased formalization.(True Easy p. 458-459)97. The greater the formalization, the more input an employee has into how his or her work is done.(False Challenging p. 458)98. Autonomy and formalization are positively related.(False Moderate p. 458)Common Organizational Desi gns99. The simple structure is flexible and inexpensive to maintain, but the chain of command is often ambiguous.(False Moderate p. 460)100. The strength of the bureaucracy lies in its ability to perform standardized activities.(True Challenging p. 461)101. A major strength of the simple structure is that it easily adapts to any size organization.(False Challenging p. 460)102. The simple structure is risky.(True Challenging p. 460)103. standardisation is the key that underlies the simple structure.(False Easy p. 460)104. The matrix structure is characterized by highly routine operating tasks achieved through specialization.(False Challenging p. 461)105. A major weakness of the bureaucracy is that it creates sub-unit conflicts.(False Moderate p. 462)106. The bureaucracy is efficient only as long as employees confront problems that they have previously encountered.(True Easy p. 462)107. A structure that creates dual lines of authority and combines functional and product departmentali zation is the matrix structure.(True Easy p. 462)108. The strength of the bureaucracy is its ability to facilitate coordination when the organization has complex and interdependent activities.(False Moderate p. 462)109. The matrix structure facilitates the storage allocation of specialists.(True Challenging p. 462)110. The major disadvantages of the matrix lie is that it creates sub-unit conflicts and that functional unit goals can override the organizational goals.(False Challenging p. 463)New Design Options111. The team structure breaks down department barriers and decentralizes decision making.(True Moderate p. 463-464)112. Often the team structure complements what is typically a bureaucracy.(True Moderate p. 464)113. The primary characteristics of the virtual organization are that it breaks down department barriers and decentralizes decision.(False Moderate p. 463-464)114. You have decided to hire a small shop to do all your duplicating and printing. This is an example of outso urcing.(True Moderate p. 465)115. The matrix organization is also called the network or modular organization.(False Challenging p. 464)116. The major advantage to the virtual organization is its flexibility.(True Easy p. 466)117. The virtual organization is effective in obtaining organizational stability.(False Moderate p. 465-466)118. goof Welch coined the term virtual organization.(False Easy p. 466)119. An organization that seeks to eliminate the chain of command is a boundaryless organization.(True Easy p. 466)120. Status and rank are minimized in the borderless organization.(False Challenging p. 466)121. Globalization is easier in a borderless organization.(False Challenging p. 466)122. The technological thread that makes the boundaryless organization possible is networked computers.(True Moderate p. 468)Why Do Structures Differ?123. The organic structure is characterized by extensive departmentalization, high formalization, a limited information network, and centralization.(F alse Easy p. 468)124. The boundaryless organization is an example of the organic model of organizational design.(True Easy p. 468)125. Mechanistic structures are high in formalization.(True Easy p. 468)126. Mechanistic structures have high participation in decision making.(False Moderate p. 468)127. Strategy does not impact an organizations structure.(False Easy p. 469)128. An innovation strategy works well only for the simple structure.(False Moderate p. 469)129. An organization that controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a prefatory product pursues a price-minimization strategy.(False Moderate p. 469)130. An innovation strategy seeks to quickly move into new products or new markets after their viability has been proven.(False Moderate p. 469)131. Size affects structure at a decreasing rate.(True Challenging p. 470)132. Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more organic structure.(False Challenging p. 470)133. Technology refers to how an organization transfers its inputs into outputs.(True Moderate p. 470)134. The three key dimensions to an organizations environment have been found to be capacity, complexity, and technology.(False Challenging p. 472)135. The environment of an organization needs to be assessed in terms of capacity, which is the degree of heterogeneity and concentration among environmental elements.(False Challenging p. 472)136. The more scarce, dynamic, and complex the environment, the more organic a structure should be.(True Challenging p. 472)Organizational Designs and Employee Behavior137. Research supports the notion that employees prefer an organic structure.(False Moderate p. 474)138. The evidence generally indicates that work specialization contributes positively to productivity.(True Easy p. 473)139. A review of the research indicates that there is no evidence to support a relationship between s pan of control and employee performance.(True Moderate p. 474)140. Organizations that are less centralized have a greater amount of participative decision making.(True Easy p. 474)SCENARIO-BASED QUESTIONSApplication of What is Organizational Structure?Consultants Exceptional has hired you to develop training materials for their consultants. Your first assignment is to develop a training program that helps their consultants to analyze and encounter the organizational structure of the company that they are assisting. They believe that in order to adequately evaluate and understand the company, they need to understand the basic organizational structure. Then they will be able to recommend actions and changes based on that structure.141. One of the questions you tell the trainees to ask is To what degree are tasks subdivided into separate jobs? This question addresses the issue ofa. formalization.b. work specialization.c. span of control.d. chain of command.(b Moderate Exh. 15-1 p. 453 )142. _____ is addressed by asking the question On what basis are jobs grouped together?a. Departmentalizationb. Work specializationc. Centralization and decentralizationd. Formalization(a Challenging Exh. 15-1 p. 453)143. You instruct the trainees to ask about the degree of rules and regulations that direct employees and managers. You want to help them understand thea. chain of command.b. degree of formalization.c. span of control.d. degree of departmentalization.(b Moderate Exh. 15-1 p. 453)Application of DepartmentalizationYou have divided the jobs done by your department through work specialization and are now trying to decide how to best group them for efficiency and service to the customer. You are considering whether to group activities by function, product, process, geography, or customer.144. You have decided that since you are a