Deck 15: Organizational Design and Structure

Question 1

The adhocracy emphasizes the support staff and mutual adjustment among people.

Answer 1

True

Question 2

_____ is the design process of linking tasks together to form an organizational structure that supports goal accomplishment.​

A)​Standardization
B)​Formalization
C)​Differentiation
D)​Integration

Answer 2

D

Question 3

Which of the following is a form of differentiation?​

A)​Matrix differentiation
B)​Spatial differentiation
C)​Circular differentiation
D)​Lateral differentiation

Answer 3

B

Question 4

When a new organization or subunit is born, the structure is mechanistic and formal.

Question 5

The geographic dispersion of an organization's offices, plants, and personnel is referred to as:​

A)​vertical differentiation.
B)​horizontal differentiation.
C)​departmental differentiation.
D)​spatial differentiation.

Question 6

Three key ingredients for the development of trust in virtual organizations are technology that can communicate emotion; a sharing of values, vision, and organizational identity; and a high standard of ethics.

Question 7

The strongest method of horizontal integration is through:​

A)​liaison roles.
B)​integrators.
C)​task forces.
D)​teams.

Question 8

An organization chart shows:​

A)​formal lines of authority and responsibility.
B)​the number of people working in the organization.
C)​the list of task activities for each job.
D)​the number of positions in each department.

Question 9

Besides the obvious geographic differences associated with globalization, there may be deep cultural and value-system differences between the various countries that an organization operates in.

Question 10

In the context of horizontal differentiation, _____ refers to the particular grouping of activities performed by an individual.​

A)​centralization
B)​standardization
C)​specialization
D)​formalization

Question 11

_____ help individuals understand their roles in an organization, especially in times of crisis.​

A)​Vertical linkages
B)​Horizontal linkages
C)​Spatial linkages
D)​Departmental linkages

Question 12

Generally, the flatter an organization, the more vertical integration mechanisms are needed.

Question 13

As an organization's size increases, its complexity decreases.

Question 14

_____ is the degree of differentiation between organizational subunits and is based on employees' specialized knowledge, education, or training.​

A)​Horizontal differentiation
B)​Spatial differentiation
C)​Vertical differentiation
D)​Departmental differentiation

Question 15

_____ has the potential to give an organization political and legal advantages in a country because the organization will be identified as a local company.​

A)​Spatial differentiation
B)​Departmental differentiation
C)​Horizontal differentiation
D)​Vertical differentiation

Question 16

Horizontal differentiation is the difference in authority and responsibility in an organizational hierarchy.

Question 17

_____ ensures that all essential organizational tasks are assigned to one or more jobs and that the tasks receive the attention they need.​

A)​Integration
B)​Coordination
C)​Differentiation
D)​Charting

Question 18

Formalization, specialization, and standardization all tend to be greater in larger organizations because they are necessary to control activities within the organization.

Question 19

In weak or deficient organizations, a great deal of conflict is evident as some departments work against one another rather than for the strategies and goals of the organization as a whole.

Question 20

According to Mintzberg's organizational structures, the simple structure is a decentralized form of organization.

Question 21

In the context of structural dimensions in organizations, _____ refers to the extent to which work activities are described and performed routinely in the same way.​

A)​centralization
B)​standardization
C)​specialization
D)​formalization

Question 22

The _____ is the appropriate measure of an organization's size when discussing the design of organizational structure.​

A)​number of units produced
B)​total assets
C)​sales volume
D)​total number of employees

Question 23

In the context of Mintzberg's organizational structures, which of the following statements is true of the simple structure?​

A)​It emphasizes strong centralization of decision making in the upper echelon.
B)​It has powerful technical and support staff.
C)​It has extensive vertical differentiation.
D)​It achieves coordination through the standardization of work processes.

Question 24

According to Mintzberg's organizational structures, the _____ is designed to fuse interdisciplinary experts into smoothly functioning temporary project teams.​

A)​simple structure
B)​adhocracy
C)​divisionalized form
D)​bureaucracy

Question 25

The machine bureaucracy emphasizes:​

A)​the support staff and mutual adjustment among people.
B)​the expertise of the professionals in the operating core of the organization.
C)​limited horizontal decentralization of decision making.
D)​strong centralization of decision making in the upper echelon.

Question 26

Which of the following is a planned strategy to reduce the size of an organization?​

A)Merger​
B)​Fusion
C)​Decentralization
D)​Downsizing

Question 27

The _____ is a decentralized form of organization that emphasizes the expertise of the employees in the operating core of the organization.​

A)professional bureaucracy​
B)​machine bureaucracy
C)​adhocracy
D)​simple structure

Question 28

The _____ departments in many organizations are often more flexible than other departments in order to stimulate creativity.​

A)​logistics
B)​finance
C)​research and development
D)​human resources

Question 29

In the context of Mintzberg's organizational structures, which of the following is a difference between the simple structure and the machine bureaucracy?​

A)​The simple structure is a centralized form of organization, whereas the machine bureaucracy is a moderately decentralized form of organization.
B)​The simple structure emphasizes a support staff differentiated from the line operations of the organization, whereas the machine bureaucracy emphasizes a small technical and support staff.
C)​The simple structure has limited horizontal decentralization of decision making, whereas the machine bureaucracy has a minimum of vertical differentiation of authority and minimal formalization.
D)​The simple structure achieves coordination through the standardization of work processes, whereas the machine bureaucracy achieves coordination through direct supervision by the upper echelon.

Question 30

The strength of the machine bureaucracy is:​

A)​its fast responsiveness to external changes.
B)​its fast responsiveness to individual employee ideas.
C)​efficiency of operation in stable, unchanging environments.
D)​ease of coordination achieved through direct supervision by the upper echelon.

Question 31

In the context of Mintzberg's structural configurations for organizations, an automobile plant with routinized operating tasks is most likely to use a(n)_____.​

A)​simple structure
B)​machine bureaucracy
C)​professional bureaucracy
D)​adhocracy

Question 32

According to Mintzberg's organizational structures, hospitals and universities are examples of a:​

A)​simple structure.
B)​professional bureaucracy.
C)​divisionalized form.
D)​machine bureaucracy.

Question 33

In the context of Mintzberg's organizational structures, the simple structure achieves coordination through _____.​

A)​the standardization of the professionals' skills
B)​extensive empowerment of middle-level managers
C)​direct supervision by the upper echelon
D)​the standardization of work processes

Question 34

_____ is defined as the tools, techniques, and actions used by an organization to transform inputs into outputs.​

A)​Technology
B)​Throughput
C)​Environment
D)​Complexity

Question 35

An organization that is high in formalization, centralization, specialization, standardization, and complexity and has a tall hierarchy of authority is said to be highly _____.​

A)​flexible
B)​anthropocentric
C)​simplified
D)​bureaucratic

Question 36

Magical Cloves is a cake shop.It is co-owned by Sarah and Zeba, professional chefs, who create all the cake recipes themselves and directly supervise the staff at the store.No decisions can be made by the staff without prior approval from Sarah or Zeba.Given this information, it is evident that Magical Cloves is an example of a(n)_____.​

A)​professional bureaucracy
B)​simple structure
C)​machine bureaucracy
D)adhocracy

Question 37

Which of the following statements is true of the divisionalized form of organizational structure?​

A)​The middle level of management is the key part of the organization.
B)​Coordination is achieved through direct supervision by the upper echelon.
C)​It is designed to fuse interdisciplinary experts into smoothly functioning ad hoc project teams.
D)​It is a centralized form of organization that emphasizes a small technical and support staff.

Question 38

Reutiko Inc., a private detective agency, has experts from different fields.These experts work in small teams on different cases based on the requirements of the case.In the context of Mintzberg's organizational structures, Reutiko Inc.is an example of a(n)_____.​

A)​simple structure
B)​professional bureaucracy
C)​machine bureaucracy
D)​adhocracy

Question 39

The _____ of organizational structure is a loosely coupled, composite structural configuration composed of units, each of which may have its own structural configuration.​

A)​professional bureaucracy
B)​machine bureaucracy
C)​divisionalized form
D)​simple structure

Question 40

In the context of design dimensions, which of the following is most likely an important organizational variable for flexible structures?​

A)​Complexity
B)​Humility
C)​Trust
D)​Control

Question 41

In the context of Woodward's classification schemes for technology, custom shoemaking involves:​

A)​the use of unit technology.
B)​process production.
C)​the use of mass technology.
D)​large-batch production.

Question 42

The area an organization claims for itself with respect to how it fits into its relevant environments is known as its _____.​

A)​life cycle
B)​liability
C)​task identity
D)​domain

Question 43

As the level of centralization increases in an organization, the probability of _____ also increases.​

A)​the upper echelon losing power
B)​the strategic decision process being initiated by lower-level managers
C)​adopting a flatter organizational structure
D)​the decision process being goal-oriented and rational

Question 44

The level of an organization's environment that includes stakeholders such as unions, customers, suppliers, competitors, government regulatory agencies, and trade associations is called the:​

A)​task environment.
B)​operational environment.
C)​mechanistic environment.
D)​organic environment.

Question 45

Which of the following statements is true of organizational strategies and goals?​

A)​They are independent of an organization's structure.
B)​They do not influence organizational design.
C)​They provide legitimacy to an organization.
D)​They remove the scope for any environmental uncertainty.

Question 46

As the level of formalization increases in an organization, the probability of _____ also increases.​

A)​environmental uncertainty and risk
B)​strategic moves being incremental and precise
C)​the decision process being goal-oriented and rational
D)​the strategic process being constrained by the limitations of top managers

Question 47

In which of the following ways has the basic design dimensions been affected by advanced information-processing technologies?​

A)​The hierarchy of authority has been heightened.
B)​More standardization is needed.
C)​The basis of centralization has been changed.
D)​More specialization is needed.

Question 48

The _____ of an organization is most easily defined as anything outside the boundaries of that organization.​

A)​complexity
B)​technology
C)​environment
D)​configuration

Question 49

To meet the conflicting demands of efficiency and customization, organizations need to:​

A)strategically choose one or the other.​
B)​adopt a tall organizational structure.
C)​minimize routineness.
D)​become dynamically stable.

Question 50

International businesses generally base their structures on certain factors.To achieve vertical differentiation, _____.​

A)​a hierarchy of authority must be created that clarifies the responsibilities of both domestic and foreign managers
B)​foreign and domestic operations should be grouped in such a way that the company effectively serves the needs of all customers
C)​the global structure must allow decisions to be made in the most appropriate area of the organization
D)​controls must be in place that reflect the strategies and goals of the parent firm

Question 51

International businesses generally base their structures on certain factors.To achieve horizontal differentiation, _____.​

A)a hierarchy of authority must be created that clarifies the responsibilities of both domestic and foreign managers​
B)​the global structure must allow decisions to be made in the most appropriate area of the organization
C)​controls must be in place that reflect the strategies and goals of the parent firm
D)​foreign and domestic operations should be grouped in such a way that the company effectively serves the needs of all customers

Question 52

_____ makes spatial differentiation even more of a reality for organizations.​

A)​Routineness
B)​Globalization
C)​Decentralization
D)​Downsizing

Question 53

According to Perrow's classification schemes for technology, problem analyzability examines the:​

A)​types of search procedures followed to find ways to respond to task exceptions.
B)​degree of interrelatedness of an organization's various technological elements.
C)​number of exceptions encountered in doing the tasks within a job.
D)​total profits earned by an organization in a particular financial year.

Question 54

Short organizational life cycles put more pressure on the organization to:​

A)​be mechanistic in its design.
B)​avoid formalization.
C)​adopt a tall organizational structure.
D)​be both flexible and efficient.

Question 55

One potential problem with _____ is that corporations can become pitted against sovereign nations when rules and laws conflict across national borders.​

A)​specialization
B)​globalization
C)​decentralization
D)​formalization

Question 56

Identify a true statement about Woodward's classification schemes for technology.​

A)​Mass technology is classified as the least complex.
B)​Beer making is an example of mass technology.
C)​Process technology is classified as the most complex.
D)​Unit technology is large-batch manufacturing technology.

Question 57

The _____ of an organization includes economic factors, political considerations, ecological changes, sociocultural demands, and government regulation.​

A)​internal environment
B)​corporate culture
C)​general environment
D)​upper echelon

Question 58

The demands placed on managers and on process capabilities in turn place demands on organizational:​

A)​structures.
B)​domains.
C)​technologies.
D)​strategies.

Question 59

Unlike managers today, managers of the future will most likely:​

A)​have a narrow functional focus.
B)​get things done by giving employees orders.
C)​have broad cross-functional collaboration.
D)​strictly adhere to boss-employee relationships.

Question 60

As the level of complexity increases in an organization, the probability of _____ also increases.​

A)​recognizing environmental opportunities and threats
B)​adopting a flatter organizational structure
C)​the strategic decision process becoming more politicized
D)​the strategic process being constrained by the limitations of top managers

Question 61

An organizational structure may be weak or deficient if it is out of alignment with its contextual variables, in which case:​

A)​employees are suspicious of each other.
B)​managers' personal, cognitive biases affect their good judgment.
C)​decision making is delayed due to the hierarchy being overloaded.
D)​the chief executive fails to affect the structure of the organization.

Question 62

Describe how the personalities of an organization's managers may adversely affect the structure of the organization.

Question 63

For each of the five structural configurations described by Mintzberg, discuss an appropriate integrative mechanism.

Question 64

The three organizational parts of the _____ are those that create demand, produce product, and provide support.​

A)​network organization
B)​virtual organization
C)​cellular organization
D)​circle organization

Question 65

A temporary set of organizations designed to come together swiftly to exploit an apparent market opportunity is called a:​

A)​cellular organization.
B)​circle organization.
C)​virtual organization.
D)​network organization.

Question 66

The paranoid, the depressive, the dramatic, the compulsive, and the schizoid are:​

A)​matrix structure types.
B)​hybrid structure types.
C)​personality-organization constellations.
D)​employee-employer constellations.

Question 67

Which of the following is most likely a reason why decision making is of poor quality in a weak or deficient organizational structure?​

A)​The hierarchy is overloaded.
B)​Too much information is funneled through one or two channels.
C)​The organization is not responding innovatively to a changing environment.
D)​Information linkages do not provide the correct information to the right person.

Question 68

In a _____ personality-organization constellation, people are suspicious of each other, hence distrust in working relationships may interfere with effective communication and task accomplishment.​

A)​schizoid
B)​paranoid
C)​compulsive
D)​depressive

Question 69

What are the variables Joan Woodward, Charles Perrow, and James Thompson considered in their approaches to understand traditional organizational technologies?