Question 1

Managers of ABY Company believe that the company operates in a dynamic and ever-changing external environment. Which of the following structure would be more appropriate for ABY Company?&#10;A) Mechanistic structure.&#10;B) Mechanic organization.&#10;C) Organic structure.&#10;D) Rigid structure.

Accepted Answer

Organic structures are more appropriate for companies operating in dynamic and ever-changing environments because they allow for more flexibility, adaptability, and decentralized decision-making, which are crucial for responding to rapid changes.

Question 2

Mark supervised 50 employees, whereas John supervises only 15 employees. Based on your knowledge of organizational structure and design, you may conclude that Mark has a________ compared to John.&#10;A) Wider span of control.&#10;B) Low chain of command.&#10;C) More unity of command.&#10;D) Narrower span of control.

Accepted Answer

Mark supervising more employees directly indicates a wider span of control, meaning he oversees more subordinates directly compared to John.

Question 3

John works in the marketing department at AT Company. John has recently been selected as a member of a team responsible for the development of a new product. Now, John has to report to both the department of marketing head and to the team leader. Because John reports to two bosses, you may describe the structure in which he is working as a:

A) Simple structure.
B) Matrix structure.
C) Product structure.
D) Functional structure.

B

Accepted Answer

John is working in a matrix structure, which is characterized by employees reporting to multiple managers, such as a functional manager and a project or team leader, as in John's case.

Question 4

Sue is building a diagram that represents the connections between the various departments in her company. Sue is probably building a(n):&#10;A) Organizational structure.&#10;B) Decentralized structure.&#10;C) Organizational chart.&#10;D) Simple structure.

Accepted Answer

An organizational chart is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs, which fits the description of representing the connections between various departments.

Question 5

Which of the following is not included in the six factors of organizational structure?&#10;A) Span of control.&#10;B) Centralization and decentralization.&#10;C) Formalization.&#10;D) Informality.

Accepted Answer

Informality is not typically listed among the six factors of organizational structure. The six commonly recognized factors include span of control, centralization vs. decentralization, formalization, departmentalization, chain of command, and work specialization. Informality refers more to the culture or social norms within an organization rather than its structural aspects.

Question 6

Sue works in a company with four major departments, marketing, accounting, production, and human resources management. Employees are hired to work in their respective departments based on their skills and expertise. There is no possibility of cross-training or cross-functional teamwork. You would probably describe this company as having ___ structure.

A) Matrix.
B) Simple.
C) Minimum.
D) Functional.

Accepted Answer

The company is described as having a functional structure because it is organized according to the functions or departments (marketing, accounting, production, and human resources management), and employees work within their respective areas of expertise without cross-training or cross-functional teamwork.

Question 7

Jonathan believes that there is no best way to structure an organization. All depends on the circumstances the organization faces. He indicates several factors that influence the design of an organizational structure and wants you to identify some of these factors except:

A) Technology.
B) Strategy.
C) Size.
D) Management.

Accepted Answer

The factors that influence the design of an organizational structure typically include technology, strategy, and size. Management style or preferences, while important in the implementation of a structure, is not commonly listed as a fundamental factor that influences the initial design of an organizational structure. Instead, management is more about how the structure is executed rather than a determinant of its design.

Deck 11: Structure and Design of African Organizations