Question 1

Which of the following is considered to be generally easier in mechanistic organizations?

Accepted Answer

Mechanistic organizations typically have a more hierarchical and rigid structure, with tasks and roles being clearly defined. This makes coordination easier as everyone knows their role and what is expected of them. Delegating may be more difficult as there may be less flexibility in roles and responsibilities. Similarly, authority may be more centralized, limiting flexibility in decision-making.

Question 2

Employees of ABC Corporation are often afraid of getting into trouble for breaking or bending the rules.Therefore,it is likely that ABC Corporation is _________________.

Accepted Answer

The fact that employees are afraid of breaking or bending rules suggests that ABC Corporation has a strict and bureaucratic approach to management, which is characteristic of a mechanistic organization. Such organizations have a rigid and hierarchical structure with a well-defined set of rules and procedures, which employees are expected to comply with. This approach to management can create a culture of fear and stifle innovation and creativity.

Question 3

Formal authority ___________.

Accepted Answer

Formal authority is based on the specified relationships and positions within an organization. It is the authority that is established through the organizational hierarchy and is typically represented by titles, job descriptions, and other formal means. This type of authority is important for establishing clear lines of communication and decision-making within an organization.

Question 4

What authority arises from patterns of relationships and communication that evolve as employees interact and communicate?

Accepted Answer

Informal authority arises from patterns of relationships and communication that evolve as employees interact and communicate. This type of authority is not officially designated or granted by the organization, but rather emerges organically through social interactions and mutual recognition of expertise or leadership.

Question 5

Tyler is a top manager at his organization.Below him are middle managers that supervise first-line managers.The first-line managers supervise operative employees.What type of authority is used at Tyler's organization?

Accepted Answer

The organization described follows a clear hierarchical structure, which is characteristic of formal authority.

Question 6

Carolyn is a manager who works for a company with several hundred employees,but only has a small group of six employees report to her.This situation shows:

Accepted Answer

Carolyn's small team size indicates that she has a narrow span of management, meaning she has only a few employees reporting directly to her. A wide span of management would mean that Carolyn has a large number of employees reporting to her, while a flat organization refers to a structure with relatively few levels of hierarchy. The information provided does not give enough information to determine if the organization is mechanistic or not.

Question 7

Patricia is a first-line manager who makes important decisions with middle and other first-line managers.What type of authority does Patricia belong to?

Accepted Answer

The answer of Patricia is a first-line manager who makes...

Question 8

Requiring that each employee report to only one boss describes which principle?

Accepted Answer

Unity of Command states that each employee should receive orders from only one superior. This is important to avoid confusion and ensure clear responsibility for tasks.

Question 9

Which of the following is NOT a principle of organization?

Accepted Answer

Unbalanced responsibility and authority is not a principle of organization. The other options are all commonly recognized principles of organization - coordination focuses on working together effectively, span of management relates to the number of subordinates a manager can effectively oversee, and flexibility is necessary to adapt to changing circumstances.

Question 10

Sarah is the manager of a store.As the holiday season approaches,Sarah decides that the store needs to be decorated.She knows Stephanie is creative so she assigns Stephanie to decorate the store.This is an example of __________.

Accepted Answer

This is an example of delegation, as Sarah is assigning a task to Stephanie and giving her the responsibility to complete it.

Question 11

Where on the spectrum of authority seems to be the "key to success"?

Accepted Answer

The "right balance" between centralized and decentralized authority seems to be the most effective approach. This allows for clear direction and decision-making while still allowing for flexibility, innovation, and input from team members. Fluctuating between centralized and decentralized authority can create confusion and inconsistency, and relying too heavily on either extreme can limit growth and success.

Question 12

Which form of authority is the unsanctioned way of getting the job done?

Accepted Answer

Informal authority refers to the ability to get things done without official permission or recognition. It is often based on personal relationships, expertise, or other informal sources of power. This can be effective in certain situations, but it can also undermine formal authority and create confusion or conflict in the workplace.

Question 13

A balance of ______ and ______ lead to a clear definition of each individual's responsibilities.

Accepted Answer

A balance of responsibility and authority is necessary to clearly define each individual's role and ensure they have the necessary power and accountability to accomplish their tasks. Command, direction, division of labor, and flexibility may also be important concepts in defining responsibilities, but they are not specifically tied to the balance between responsibility and authority.

Question 14

Responsibility is ________

Accepted Answer

Responsibility refers to the obligation or duty to achieve objectives by performing required activities. It is not related to the right to make decisions or use resources, which is known as authority. Nor is it related to how well individuals meet their objectives, which is known as accountability. And it is not related to the process of assigning authority, which is known as delegation.

Question 15

Mechanistic Organizations:

Accepted Answer

Mechanistic organizations tend to work well in stable environments where there is little need for flexibility or adaptation. They often define jobs narrowly and emphasize standardization and control, with decisions made at higher levels of the organization. Therefore, option A is not correct (as it is the opposite of mechanistic organizations), option C is partially correct, but decisions are typically made at higher levels in mechanistic organizations, and option D is also not correct as mechanistic organizations prioritize consistency and predictability over flexibility.

Question 16

Which type of authority is more common in organic organization?

Accepted Answer

Decentralized authority is more common in organic organizations because they are more flexible and adaptive to change. In a decentralized authority structure, decision-making is dispersed throughout the organization, empowering employees to make decisions and take ownership of their work. This allows for quicker decision-making and the ability to respond to changing circumstances. Centralized authority, on the other hand, is more commonly found in bureaucratic organizations, where there is a clearly defined hierarchy and rigid procedures and processes.

Question 17

Which of the following is NOT a level of authority?

Accepted Answer

The other three options (authority to inform, recommend, and report) are all levels of authority in which the individual has the ability to provide information, advice, or recommendations to others. However, authority to delegate is not a level of authority in which an individual would have the power to provide guidance or recommendations to others. Instead, it refers to the ability to assign tasks or responsibilities to other individuals.

Question 18

What answers the question "How do we organize to meet our mission and strategy"?

Accepted Answer

Departmentalization is the process of dividing an organization into different departments, units, or divisions based on specific functions, products, or services they offer. It helps to create a structure that aligns with the company's mission and strategy, thus making it easier to manage and control the work of each unit. Division of labor, coordination, and unity of command and direction are also important factors in organizing to meet the mission and strategy, but departmentalization encompasses all of them.

Question 19

Organic Organizations:

Accepted Answer

Organic organizations are known for their flexibility as they prioritize adaptability and responsiveness to changes in their environment, rather than rigid adherence to established rules or procedures. They also often emphasize cross-functional teams and collaboration over highly specialized jobs or hierarchies, and decision-making may be decentralized rather than solely relying on top managers.

Question 20

Arjun ensures that all of the departments and employees under him work together to accomplish strategic and operational objectives.As a manager,Arjun focuses on integration of department activities.Which concept is Arjun utilizing?

Accepted Answer

Arjun is utilizing the concept of coordination, which involves ensuring that all departments and employees work together in a cohesive and integrated manner to achieve organizational objectives. This includes aligning objectives, communication, and collaboration between different departments and teams.

Quiz 7: Organizing and Delegating Work