COMMON ORGANIZATIONAL DESIGNS
77. Traditional organizational designs tend to be more mechanistic, and include _______________.
a. simple, functional, and corporate structures
b. simple, functional, and business unit structures
c. functional, strategic, and business unit structures
d. simple, functional, and divisional structures.
(d; moderate; p. 244)
78. A small business with low departmentalization, wide spans of control, centralized authority, and limited formalization can be said to possess a ________________ structure.
a. simple
b. functional
c. divisional
d. matrix
(a; easy; p. 244)
79. As the number of employees in an organization grows, structure tends to become more ______________.
a. specialized
b. informal
c. centralized
d. a and b
(a; easy; p. 244)
80. When an organization assigns specialists to groups according to the projects they are working on, this is called ________________.
a. divisional structure
b. functional structure
c. product structure
d. matrix structure
(d; difficult; p. 244)
81. A simple organizational structure is characterized by ______________.
a. high departmentalization
b. wide spans of control
c. decentralized authority
d. high levels of formalization
(b; moderate; p. 244)
82. Divisional structure allows grouping of different groups of jobs that are related by _______________.
a. the product produced
b. the service offered
c. the cost advantage within a niche market
d. a and b
(d; difficult; p. 244)
83. Matrix structure mixes characteristics of functional departmentalization and _______________.
a. product departmentalization
b. process departmentalization
c. a dual chain of command
d. a narrow span of control
(a; difficult; pp. 245-246)
84. Matrix structure violates a key element of organizational design called ___________________.
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a. unity of command
b. chain of command
c. span of management
d. decentralization
(a; moderate; pp. 245-246)
85. A __________________ organization is a small core organization that outsources major business functions such as manufacturing, allowing the firm to concentrate on its core competencies.
a. network
b. virtual
c. modular
d. learning
(a; moderate; p. 248)
86. A ______________ organization consists of a small core of full-time employees and temporarily hires outside specialists to work on emergent opportunities.
a. network
b. virtual
c. modular
d. learning
(b; moderate; p. 247)
87. A learning organization has developed its _______________.
a. educational department to keep employees trained
b. capacity to adapt and change
c. barriers to entry of its markets
d. a sustainable competitive advantage that is easy to maintain
(b; difficult; p. 248)
88. A ________________ organization uses outside suppliers to provide product components which are then assembled into final products.
a. network
b. virtual
c. modular
d. learning
(c; moderate; p. 248)
89. A _____________ design is not limited to horizontal, vertical, or external boundary imposed by a conventional structure.
a. learning organization's
b. threatened organization's
c. functional
d. boundaryless organization's
(d; difficult; p. 247)
90. What type of organization assigns specialists from different functional departments to work on one or more projects led by a project manager?
a. classical
b. contemporary
c. matrix
d. evolutionary
(c; easy; p. 246)
91. An online wine retailer that sells and ships hundreds of wines to customers all over the world with a payroll of six employees, most likely has what kind of organizational structure?
a. bureaucratic
b. simple
c. functional
d. divisional
(b; difficult; p. 244)
92. What type of organizational structure is made up of autonomous, self-contained units?
a. bureaucratic
b. simple
c. functional
d. divisional
(d; moderate; p. 244)
93. In what type of organizational structure is empowerment most crucial?
a. bureaucratic
b. simple
c. functional
d. team-based
(d; easy; p. 245)
94. The matrix approach violates what classical principle?
a. unity of command
b. decentralization
c. customer focus
d. linear lines of responsibility
(a; moderate; p. 246)
95. The strength of a _____________ structure is based on results of managers, but it has a weakness because duplication can occur easily within the organization
a. simple
b. functional
c. divisional
d. matrix
(c; difficult; p. 244)
96. ____________ structure is an advanced version of the matrix organization, where employees continuously work on assignments that are oriented to completion of a task.
a. Weighted
b. Functional
c. Conservative
d. Project
(d; difficult; p. 247)
97. Some organizational theorists go so far as to say that an organization's ability to __________ may be the only sustainable source of competitive advantage.
a. learn
b. apply what they learn
c. change
d. a and b
(d; moderate; p. 248)
98. According to the textbook, organizational learning can't take place without ____________.
a. motivation
b. goals
c. information
d. structure
(c; moderate; p. 249)
SCENARIO QUESTIONS
For each of the following choose the answer that most completely answers the question.
Defining Organizational Structure
Eric the Redd (Scenario)
Eric Redd graduated from college and was hired by a corporation that manufactured parts for the automotive industry. The employees on the assembly line seemed bored, and their motivation was low. Eric's employer decided to try to reorganize to increase productivity. During his career, Eric will see his job change from an engineer to a more complex job assignment.
99. The jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers. This is a reduction in ______________.
a. work specialization
b. departmentalization
c. chain of command
d. centralization
(a; difficult; p. 235)
100. Eric majored in engineering and really enjoyed the work assignment. The reorganization changed some of his work assignments to include working on a team with production workers and marketing specialists designing the newest products the company will offer. This could be described as a(n) ________________.
a. alternative work assignment
b. career degrading assignment
c. centralized work assignment
d. cross-functional team assignment
(d; moderate; p. 237)
