Deck 10: Designing Organization Structure

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سؤال
 A tall structure is a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
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سؤال
 The duty to perform the task or activity an employee has been assigned is called accountability.
سؤال
 Certainty in the environment is usually associated with decentralization.
سؤال
 For companies to operate effectively, the amount of centralization or decentralization should fit the firm's strategy.
سؤال
 The right to advise, recommend, and counsel in the staff specialists' area of expertise is included in staff authority.
سؤال
 Authority is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.
سؤال
 The deployment of organizational resources to achieve strategic goals refers to organizing.
سؤال
 The number of employees reporting to a supervisor is his or her span of management.
سؤال
 The basis for grouping positions into departments and departments into the total organization is referred to as departmentalization.
سؤال
 The trend in recent years has been toward narrower spans of control as a way to facilitate delegation.
سؤال
 Not having enough hierarchical levels and wide spans of control is a common structural problem for organizations.
سؤال
 Despite the apparent advantages of specialization, many organizations are moving away from this principle.
سؤال
 Unity of command refers to a clearly defined line of authority in the organization that includes all employees.
سؤال
 An organizational chart shows lines of informal communication and who has the most power in an organization.
سؤال
 Organizing defines what to do, while strategy defines how to do it.
سؤال
 Line departments perform tasks that reflect the organization's primary goal and mission.
سؤال
 Traditional views of organization design recommend a span of management of about 7 to 10 subordinates per manager.
سؤال
 Most organizations today discourage managers to delegate authority to the lower levels given the challenges to meet customer needs and adapt to the environment.
سؤال
 The organizing process leads to the creation of organization structure, which defines how tasks are divided and resources deployed.
سؤال
 The acceptance theory of authority argues that a manager has authority because subordinates do not have a choice in choosing to accept his or her commands.
سؤال
 Because the chain of command converges at the top, the functional structure offers a way to decentralize decision making and provide unified direction from all managers.
سؤال
 The horizontal structure provides traditional control within functional departments, and the vertical structure provides coordination across departments.
سؤال
 In a functional structure, divisions are created as self-contained units, with separate functional departments for each division.
سؤال
 The confusion and frustration caused by the dual chain of command is a major problem of the matrix structure.
سؤال
 With a matrix structure, the entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals.
سؤال
 The divisional structure fosters great coordination within divisions; however, coordination across divisions is often poor.
سؤال
 The functional structure offers a way to decentralize decision making and provide direction from the teams in the field.
سؤال
 In a geographic-based structure, all functions in a specific country or region report to the same division manager.
سؤال
 A disadvantage of the team approach is that it may cause too much decentralization.
سؤال
 The matrix boss oversees both the product and functional chains of command and is responsible for the entire matrix.
سؤال
 The focus of re-engineering is on functions rather than horizontal workflows.
سؤال
 Quick response to environmental changes is an advantage of the vertical functional structure.
سؤال
 The divisional structure encourages decentralization.
سؤال
 Regardless of the type of structure, every organization needs mechanisms for horizontal integration and coordination.
سؤال
 Aspects of both functional and divisional structures simultaneously in the same part of the organization are combined in the virtual network approach.
سؤال
 One major disadvantage of the virtual network approach is lack of hands-on control.
سؤال
 Members of a cross-functional team report to the team rather than to their functional departments.
سؤال
 A project manager is a person responsible for coordinating the activities of several departments for the completion of a specific project.
سؤال
 At Fox End, people are grouped together in departments by similar skills and work activities, including a sales department and a production department. This is an example of vertical functional approach.
سؤال
 The matrix approach can be highly effective in a complex, rapidly changing environment in which the organization needs to be flexible, innovative, and adaptable.
سؤال
 The highest level of horizontal coordination is relational coordination.
سؤال
 The __________ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization.

A) management chart
B) employee directory
C) structural table
D) administrative chart
E) organization chart
سؤال
 Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob is studying his organization's:

A) degree of formalization.
B) amount of differentiation.
C) degree of centralization.
D) chain of command.
E) division of labor.
سؤال
 The pure functional structure is appropriate for achieving internal efficiency goals in a stable environment.
سؤال
 Organizational structure includes:

A) the set of formal tasks assigned to individuals.
B) the set of formal tasks assigned to departments.
C) the design of systems to ensure effective coordination of employees across departments.
D) formal reporting relationships.
E) all of these.
سؤال
 The distinctive feature of the project manager position is that the person is not a member of one of the departments being coordinated.
سؤال
 When an organization uses a differentiation strategy, it strives for internal efficiency.
سؤال
 Small-batch production is distinguished by standardized production runs.
سؤال
 Which of the following gives employees a small number of tasks to complete on a regular basis?

A) Multitasking
B) Accountability
C) Work specialization
D) Autonomy
E) Delegation
سؤال
 The matrix structure is perhaps the leanest of all organization forms because little supervision is needed.
سؤال
 Strategy defines __________, whereas organizing defines __________.

A) how to do it; what to do
B) how to do it; why to do it
C) what to do; how to do it
D) what to do; why to do it
E) when to do it; what to do
سؤال
 Goals of efficiency and a stable environment are associated with a mechanistic system.
سؤال
 The organization chart:

A) shows the characteristics of an organization's vertical structure.
B) is a visual representation of an organization's structure.
C) details the formal reporting relationships that exist within an organization.
D) provides order and logic for an organization.
E) all of these.
سؤال
 The functional structure is appropriate when the strategic goals are innovation and flexibility.
سؤال
 Louise works in the manufacturing department at Ice Sculptures. The work in Louise's department is low in task specialization. Based on this information, which of the following statements is true?

A) Louise usually performs a single task.
B) Louise does a variety of tasks and activities.
C) Louise is most likely isolated from the other employees.
D) Louise is rarely challenged and most likely bored.
E) There is much separation and low coordination between departments at Ice Sculptures.
سؤال
 The organizing process leads to the creation of:

A) a clear and compelling mission for an organization.
B) organizational structure.
C) a firm's strategy.
D) stable internal environments.
E) all of these.
سؤال
 Two highly important factors managers consider when designing an organization's structure are the organization's strategic goals and the ability of the subordinates.
سؤال
 __________ is also referred to as work specialization.

A) Division of labor
B) Unity of command
C) The scalar chain
D) Delegation
E) None of these
سؤال
 Which of the following refers to the deployment of organizational resources to achieve strategic goals?

A) Planning
B) Controlling
C) Organizing
D) Leading
E) Strategic management
سؤال
 When division of labor is extensive,:

A) employees specialize in a single task.
B) employees specialize in many tasks.
C) employees are often highly challenged.
D) employees are often inefficient.
E) jobs tend to be large.
سؤال
 __________ departments perform tasks that reflect the organization's primary goals and mission.

A) Line
B) Staff
C) Project
D) Functional
E) Strategic planning
سؤال
 Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has authority and responsibility for a distinct set of tasks. Employees are also aware of the company's reporting structure as well as successive management levels all the way to the top. Rebecca's company follows which underlying principle of the chain of command?

A) Work specialization 
B) Unity of command 
C) Scalar principle
D) Division of labor
E) Responsibility
سؤال
 Relative to a flat organizational structure, a tall structure has a __________ span of management and __________ hierarchical levels.

A) wide; fewer
B) narrow; fewer
C) narrow; wider
D) narrow; more
E) wide; more
سؤال
 __________ means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. 

A) Delegation
B) Line authority
C) Staff authority
D) Accountability
E) Decentralization
سؤال
 Which of the following factors is not associated with larger spans of control?

A) Work performed by subordinates is stable and routine.
B) Subordinates perform similar work tasks.
C) Subordinates are located at various different locations.
D) Subordinates are highly trained and need little direction in performing tasks.
E) Rules and procedures defining task activities are available.
سؤال
 __________ means that each employee is held accountable to only one supervisor.

A) The scalar principle
B) Unity of command
C) Work specialization
D) Division of labor
E) Span of management
سؤال
 Traditional views of organization design recommended a span of management of about __________ subordinates per manager.

A) 3 to 5
B) 5 to 7
C) 7 to 10
D) 10 to 15
E) 20
سؤال
 __________ departments include all those that provide specialized skills in support of __________ departments.

A) Line; staff
B) Staff; line
C) Staff; functional
D) Functional; line
E) Line; functional
سؤال
 Which of the following organizations has a tall structure?

A) Organization A, which has a wide span of control
B) Organization B, which has 11 hierarchical levels
C) Organization C, which has three hierarchical levels
D) Organization D, which is horizontally dispersed
E) All of these
سؤال
 __________ is the formal and legitimate right of a manager to make decisions, issues orders, and allocate resources to achieve organizationally desired outcomes.

A) Delegation
B) Responsibility
C) Authority
D) Span of management
E) Leadership
سؤال
 Shoshanna is manager of a customer service firm where she oversees five subordinates. To help her subordinates learn more about the different roles within the company, Shoshanna regularly assigns them tasks that are not part of their normal routine. This is an example of:

A) responsibility.
B) delegation.
C) staff authority.
D) line authority.
E) the scalar principle.
سؤال
 Which of the following typically is not considered a staff department?

A) Product development
B) Accounting
C) Marketing
D) Human resources
E) Labor relations
سؤال
 Which of the following characteristics distinguishes authority?

A) Authority is vested in people, not organizational positions.
B) Authority is accepted by subordinates.
C) Authority flows across the horizontal hierarchy.
D) Authority emerges from the organizational values.
E) Individuals are born with authoritative power.
سؤال
 Which of the following refers to the number of employees reporting to a supervisor?

A) Line of authority
B) Span of management
C) Chain of command
D) Management chain
E) Delegation
سؤال
 Unity of command and the scalar principle are both closely related to:

A) division of labor.
B) the degree of formalization.
C) the chain of command.
D) the amount of bureaucracy in an organization.
E) the matrix structure.
سؤال
 Carly's Clothes, Inc. manufactures children's clothes. Which of the following departments for Carly's Clothes can be considered a line department?

A) Finance
B) Human resources
C) Research and development
D) Manufacturing
E) Marketing
سؤال
 The acceptance theory of authority argues that:

A) a manager has authority only if subordinates choose to accept his or her commands.
B) a manager has authority at all times.
C) a manager can force subordinates to accept his or her authority.
D) authority should be shared between a manager and his or her subordinates.
E) authority is vested in people, not organizational positions.
سؤال
 __________ refers to a clearly defined line of authority in the organization that includes all employees.

A) The scalar principle
B) Unity of command
C) Work specialization
D) Division of labor
E) Span of management
سؤال
 Gina wishes to transfer authority and responsibility to her subordinates. This process is known as:

A) accountability.
B) coordination.
C) delegation.
D) departmentalization.
E) passing the buck.
سؤال
 Kevin's subordinates are highly trained and all perform similar tasks. Nichole's subordinates are spread over two locations, and she has little available in the way of support systems. Which of the following statements is most correct?

A) Nichole's span of management can be larger than Kevin's.
B) Nichole will have problems with unity of command.
C) Kevin's span of management can be larger than Nichole's.
D) Kevin has more problems with work specialization.
E) None of these
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Deck 10: Designing Organization Structure
1
 A tall structure is a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
True
2
 The duty to perform the task or activity an employee has been assigned is called accountability.
False
3
 Certainty in the environment is usually associated with decentralization.
False
4
 For companies to operate effectively, the amount of centralization or decentralization should fit the firm's strategy.
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5
 The right to advise, recommend, and counsel in the staff specialists' area of expertise is included in staff authority.
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6
 Authority is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.
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7
 The deployment of organizational resources to achieve strategic goals refers to organizing.
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8
 The number of employees reporting to a supervisor is his or her span of management.
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9
 The basis for grouping positions into departments and departments into the total organization is referred to as departmentalization.
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10
 The trend in recent years has been toward narrower spans of control as a way to facilitate delegation.
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11
 Not having enough hierarchical levels and wide spans of control is a common structural problem for organizations.
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12
 Despite the apparent advantages of specialization, many organizations are moving away from this principle.
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13
 Unity of command refers to a clearly defined line of authority in the organization that includes all employees.
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14
 An organizational chart shows lines of informal communication and who has the most power in an organization.
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15
 Organizing defines what to do, while strategy defines how to do it.
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16
 Line departments perform tasks that reflect the organization's primary goal and mission.
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17
 Traditional views of organization design recommend a span of management of about 7 to 10 subordinates per manager.
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18
 Most organizations today discourage managers to delegate authority to the lower levels given the challenges to meet customer needs and adapt to the environment.
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19
 The organizing process leads to the creation of organization structure, which defines how tasks are divided and resources deployed.
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20
 The acceptance theory of authority argues that a manager has authority because subordinates do not have a choice in choosing to accept his or her commands.
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21
 Because the chain of command converges at the top, the functional structure offers a way to decentralize decision making and provide unified direction from all managers.
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22
 The horizontal structure provides traditional control within functional departments, and the vertical structure provides coordination across departments.
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23
 In a functional structure, divisions are created as self-contained units, with separate functional departments for each division.
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24
 The confusion and frustration caused by the dual chain of command is a major problem of the matrix structure.
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25
 With a matrix structure, the entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals.
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26
 The divisional structure fosters great coordination within divisions; however, coordination across divisions is often poor.
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27
 The functional structure offers a way to decentralize decision making and provide direction from the teams in the field.
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28
 In a geographic-based structure, all functions in a specific country or region report to the same division manager.
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29
 A disadvantage of the team approach is that it may cause too much decentralization.
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30
 The matrix boss oversees both the product and functional chains of command and is responsible for the entire matrix.
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31
 The focus of re-engineering is on functions rather than horizontal workflows.
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32
 Quick response to environmental changes is an advantage of the vertical functional structure.
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33
 The divisional structure encourages decentralization.
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34
 Regardless of the type of structure, every organization needs mechanisms for horizontal integration and coordination.
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35
 Aspects of both functional and divisional structures simultaneously in the same part of the organization are combined in the virtual network approach.
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36
 One major disadvantage of the virtual network approach is lack of hands-on control.
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37
 Members of a cross-functional team report to the team rather than to their functional departments.
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38
 A project manager is a person responsible for coordinating the activities of several departments for the completion of a specific project.
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39
 At Fox End, people are grouped together in departments by similar skills and work activities, including a sales department and a production department. This is an example of vertical functional approach.
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40
 The matrix approach can be highly effective in a complex, rapidly changing environment in which the organization needs to be flexible, innovative, and adaptable.
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41
 The highest level of horizontal coordination is relational coordination.
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42
 The __________ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization.

A) management chart
B) employee directory
C) structural table
D) administrative chart
E) organization chart
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43
 Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob is studying his organization's:

A) degree of formalization.
B) amount of differentiation.
C) degree of centralization.
D) chain of command.
E) division of labor.
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44
 The pure functional structure is appropriate for achieving internal efficiency goals in a stable environment.
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45
 Organizational structure includes:

A) the set of formal tasks assigned to individuals.
B) the set of formal tasks assigned to departments.
C) the design of systems to ensure effective coordination of employees across departments.
D) formal reporting relationships.
E) all of these.
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46
 The distinctive feature of the project manager position is that the person is not a member of one of the departments being coordinated.
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47
 When an organization uses a differentiation strategy, it strives for internal efficiency.
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48
 Small-batch production is distinguished by standardized production runs.
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49
 Which of the following gives employees a small number of tasks to complete on a regular basis?

A) Multitasking
B) Accountability
C) Work specialization
D) Autonomy
E) Delegation
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50
 The matrix structure is perhaps the leanest of all organization forms because little supervision is needed.
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51
 Strategy defines __________, whereas organizing defines __________.

A) how to do it; what to do
B) how to do it; why to do it
C) what to do; how to do it
D) what to do; why to do it
E) when to do it; what to do
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52
 Goals of efficiency and a stable environment are associated with a mechanistic system.
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53
 The organization chart:

A) shows the characteristics of an organization's vertical structure.
B) is a visual representation of an organization's structure.
C) details the formal reporting relationships that exist within an organization.
D) provides order and logic for an organization.
E) all of these.
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54
 The functional structure is appropriate when the strategic goals are innovation and flexibility.
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55
 Louise works in the manufacturing department at Ice Sculptures. The work in Louise's department is low in task specialization. Based on this information, which of the following statements is true?

A) Louise usually performs a single task.
B) Louise does a variety of tasks and activities.
C) Louise is most likely isolated from the other employees.
D) Louise is rarely challenged and most likely bored.
E) There is much separation and low coordination between departments at Ice Sculptures.
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56
 The organizing process leads to the creation of:

A) a clear and compelling mission for an organization.
B) organizational structure.
C) a firm's strategy.
D) stable internal environments.
E) all of these.
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57
 Two highly important factors managers consider when designing an organization's structure are the organization's strategic goals and the ability of the subordinates.
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58
 __________ is also referred to as work specialization.

A) Division of labor
B) Unity of command
C) The scalar chain
D) Delegation
E) None of these
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59
 Which of the following refers to the deployment of organizational resources to achieve strategic goals?

A) Planning
B) Controlling
C) Organizing
D) Leading
E) Strategic management
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60
 When division of labor is extensive,:

A) employees specialize in a single task.
B) employees specialize in many tasks.
C) employees are often highly challenged.
D) employees are often inefficient.
E) jobs tend to be large.
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61
 __________ departments perform tasks that reflect the organization's primary goals and mission.

A) Line
B) Staff
C) Project
D) Functional
E) Strategic planning
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62
 Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has authority and responsibility for a distinct set of tasks. Employees are also aware of the company's reporting structure as well as successive management levels all the way to the top. Rebecca's company follows which underlying principle of the chain of command?

A) Work specialization 
B) Unity of command 
C) Scalar principle
D) Division of labor
E) Responsibility
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63
 Relative to a flat organizational structure, a tall structure has a __________ span of management and __________ hierarchical levels.

A) wide; fewer
B) narrow; fewer
C) narrow; wider
D) narrow; more
E) wide; more
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64
 __________ means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. 

A) Delegation
B) Line authority
C) Staff authority
D) Accountability
E) Decentralization
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65
 Which of the following factors is not associated with larger spans of control?

A) Work performed by subordinates is stable and routine.
B) Subordinates perform similar work tasks.
C) Subordinates are located at various different locations.
D) Subordinates are highly trained and need little direction in performing tasks.
E) Rules and procedures defining task activities are available.
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66
 __________ means that each employee is held accountable to only one supervisor.

A) The scalar principle
B) Unity of command
C) Work specialization
D) Division of labor
E) Span of management
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67
 Traditional views of organization design recommended a span of management of about __________ subordinates per manager.

A) 3 to 5
B) 5 to 7
C) 7 to 10
D) 10 to 15
E) 20
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68
 __________ departments include all those that provide specialized skills in support of __________ departments.

A) Line; staff
B) Staff; line
C) Staff; functional
D) Functional; line
E) Line; functional
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69
 Which of the following organizations has a tall structure?

A) Organization A, which has a wide span of control
B) Organization B, which has 11 hierarchical levels
C) Organization C, which has three hierarchical levels
D) Organization D, which is horizontally dispersed
E) All of these
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70
 __________ is the formal and legitimate right of a manager to make decisions, issues orders, and allocate resources to achieve organizationally desired outcomes.

A) Delegation
B) Responsibility
C) Authority
D) Span of management
E) Leadership
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71
 Shoshanna is manager of a customer service firm where she oversees five subordinates. To help her subordinates learn more about the different roles within the company, Shoshanna regularly assigns them tasks that are not part of their normal routine. This is an example of:

A) responsibility.
B) delegation.
C) staff authority.
D) line authority.
E) the scalar principle.
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72
 Which of the following typically is not considered a staff department?

A) Product development
B) Accounting
C) Marketing
D) Human resources
E) Labor relations
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73
 Which of the following characteristics distinguishes authority?

A) Authority is vested in people, not organizational positions.
B) Authority is accepted by subordinates.
C) Authority flows across the horizontal hierarchy.
D) Authority emerges from the organizational values.
E) Individuals are born with authoritative power.
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74
 Which of the following refers to the number of employees reporting to a supervisor?

A) Line of authority
B) Span of management
C) Chain of command
D) Management chain
E) Delegation
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75
 Unity of command and the scalar principle are both closely related to:

A) division of labor.
B) the degree of formalization.
C) the chain of command.
D) the amount of bureaucracy in an organization.
E) the matrix structure.
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76
 Carly's Clothes, Inc. manufactures children's clothes. Which of the following departments for Carly's Clothes can be considered a line department?

A) Finance
B) Human resources
C) Research and development
D) Manufacturing
E) Marketing
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77
 The acceptance theory of authority argues that:

A) a manager has authority only if subordinates choose to accept his or her commands.
B) a manager has authority at all times.
C) a manager can force subordinates to accept his or her authority.
D) authority should be shared between a manager and his or her subordinates.
E) authority is vested in people, not organizational positions.
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78
 __________ refers to a clearly defined line of authority in the organization that includes all employees.

A) The scalar principle
B) Unity of command
C) Work specialization
D) Division of labor
E) Span of management
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79
 Gina wishes to transfer authority and responsibility to her subordinates. This process is known as:

A) accountability.
B) coordination.
C) delegation.
D) departmentalization.
E) passing the buck.
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80
 Kevin's subordinates are highly trained and all perform similar tasks. Nichole's subordinates are spread over two locations, and she has little available in the way of support systems. Which of the following statements is most correct?

A) Nichole's span of management can be larger than Kevin's.
B) Nichole will have problems with unity of command.
C) Kevin's span of management can be larger than Nichole's.
D) Kevin has more problems with work specialization.
E) None of these
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