Question 1

Employees tend to be more isolated when division of labor is low.

Accepted Answer

Employees tend to be more isolated when division of labor is high, as they are more specialized in their tasks and may have less interaction with coworkers who have different job functions. In a low division of labor situation, employees may have broader job responsibilities and more opportunities to interact with coworkers from different areas of the company.

Question 2

When new opportunities present themselves,mechanistic organizations usually move too slowly to capitalize on them.

Accepted Answer

Mechanistic organizations are characterized by a hierarchical structure and strict rules and procedures. These rigid structures can make it difficult to quickly adapt to new opportunities or changes in the market. As a result, they may move too slowly to take advantage of new opportunities, leading to missed opportunities or lost advantages.

Question 3

Formalization is necessary for high performance.

Accepted Answer

Formalization refers to how standardized an organization's operations are. While it can improve efficiency and consistency, high performance can also be achieved through flexibility, innovation, and adaptability, which might be stifed by excessive formalization.

Question 4

Wider spans of control give subordinates greater autonomy and responsibility for self-management,and are best for routine,production-type work.

Accepted Answer

Wider spans of control means a manager is overseeing and managing more employees, thus giving subordinates greater autonomy and responsibility for self-management. This is best suited for routine, production-type work where employees are performing similar tasks and require less supervision. In contrast, narrower spans of control are better suited for complex tasks where there is a need for more direct supervision and guidance.

Question 5

Power plants and pharmaceutical manufacturing facilities tend to be very centralized and hierarchical.

Accepted Answer

Both power plants and pharmaceutical manufacturing facilities involve complex processes and require strict regulation and oversight, which typically results in a centralized and hierarchical organizational structure.

Question 6

Ineffective organizational structures block communication and cooperation,and drain employee motivation.

Accepted Answer

Ineffective organizational structures can lead to silos, bureaucracy, and confusion, which can hinder communication and collaboration within the organization. This can in turn lead to a lack of motivation among employees who may feel stuck or disconnected from the overall goals of the organization. Therefore, Option A is correct.

Question 7

Decentralization is best when the organization performs nonroutine tasks in complex environments.

Accepted Answer

Decentralization allows for greater decision-making authority to be given to those closest to the problem or situation. In nonroutine tasks, where there may be uncertainty or ambiguity, this can lead to more effective decision-making and problem-solving, particularly in complex environments.

Question 8

The more layers in an organization,the greater its hierarchy.

Accepted Answer

The more layers there are in an organization, the greater the number of levels in its hierarchy. This is because each layer represents a higher level of authority and decision-making power, which in turn adds to the overall complexity of the organization's management structure. So, the greater the hierarchy, the more layers there are in the organization.

Question 9

Rapidly changing environments require more flexible structures.

Accepted Answer

Rapidly changing environments require organizations to be more agile and adaptable, which typically means more flexible structures that can quickly respond to changing market conditions, customer needs, and other external factors. Fixed and rigid structures may not be able to keep up with the pace of change, leading to decreased competitiveness and potential failure in the long term.

Question 10

McDonald's has a regional headquarters structure.

Accepted Answer

The answer of McDonald's has a regional headquarters structure....

Question 11

Advertising agencies and consulting firms typically use mass production.

Accepted Answer

Advertising agencies and consulting firms typically rely on customized solutions and strategies tailored to each client's specific needs, rather than mass producing a standardized product.

Question 12

Mechanistic and organic structures represent a clear dichotomy.

Accepted Answer

Mechanistic and organic structures are two ends of a spectrum rather than a clear dichotomy, with many organizations displaying characteristics of both types to varying degrees depending on their environment, strategy, and tasks.

Question 13

Organizational structure is not related to turnover.

Accepted Answer

Organizational structure can play a role in turnover as it can impact factors such as communication, leadership, and job satisfaction among employees. Therefore, a poorly designed organizational structure can contribute to higher turnover rates.

Question 14

Centralization is best in noncomplex,stable environments.

Accepted Answer

Centralization works best in noncomplex, stable environments where there is little need for adaptability and quick decision-making. In such environments, a centralized structure can ensure greater control and efficiency. However, in complex, dynamic environments, decentralization may be more effective as it allows for greater flexibility and faster responses to changing conditions.

Question 15

Dividing work into specialized jobs increases work efficiency.

Accepted Answer

Dividing work into specialized jobs allows individuals to focus on specific tasks and become more skilled and efficient at them, leading to overall increased productivity. This is the concept of division of labor, first introduced by economist Adam Smith in his book, "The Wealth of Nations".

Question 16

The larger an organization and its subunits,the taller the hierarchy,the greater the centralization,and the more bureaucratically it operates,and the greater the chances of conflict between managers and employees.

Accepted Answer

As organizations grow larger and more complex, they require greater structure and control, which often leads to more hierarchical, centralized, and bureaucratic systems. This can create a greater potential for conflict between managers and employees who may have differing priorities or perspectives.

Question 17

Smaller organizations tend to be more bureaucratic than larger firms.

Accepted Answer

Smaller organizations generally have fewer formal policies and procedures and therefore are considered to be less bureaucratic than larger firms which have more layers of hierarchy and formal procedures in place.

Question 18

When the organizational structure is aligned with organizational needs,it results in greater organizational efficiencies and less conflict.

Accepted Answer

When the organizational structure is aligned with the needs of the organization, it leads to smoother functioning, improved work relationships, better communication, and enhanced productivity. This reduces conflict and enhances organizational efficiency. Thus, the statement is true.

Question 19

A person's location in the organizational chart reflects their importance to the company.

Accepted Answer

The location in the organizational chart does not necessarily reflect a person's importance to the company. It simply shows their position and level of authority within the company's hierarchy. Importance can be measured by various factors such as job performance, contribution to company goals, and impact on the organization.

Question 20

Higher levels in an organization tend to be more specialized than lower levels.

Accepted Answer

Higher levels in an organization tend to be more generalized, focusing on strategy and integration, while lower levels are more specialized, focusing on specific tasks or functions.

Quiz 14: Organizational Structure and Design