Question 1

Michael describes his organization as characterized by highly specialized jobs,homogeneous departments,narrow spans of control,and relatively centralized authority.Michael's organization reflects a(n)__________ design.
A)mechanistic
B)organic
C)product
D)rigorous

Accepted Answer

Michael's description of his organization aligns with characteristics of a mechanistic design, which emphasizes hierarchical authority, formal rules and procedures, and specialization of tasks. Homogeneous departments, narrow spans of control, and centralized authority all reflect this approach to organizing work. In contrast, an organic design would emphasize flexibility, collaboration, and adaptability, and is less likely to have such defined job roles and centralized control. Product and rigorous are not relevant terms for describing organizational design.

Question 2

Centralized authority may be preferred when _________.
A)training costs to support decentralization are excessive
B)delegation is seen by management as a loss of control
C)decentralization is perceived as creating competition
D)A and B

Accepted Answer

Centralized authority is often preferred when training costs to support decentralization are excessive and when delegation is seen by management as a loss of control. Both A and B highlight common reasons for preferring centralized control over decentralized structures.

Question 3

When contemplating organizational design,management is faced with four decisions.Briefly describe these decisions.

Accepted Answer

The answer of When contemplating organizational design,management is faced with...

Question 4

Wigitech has a high degree of differences between organizational units.This would,using the term of Lawrence and Lorsch,indicate _________.
A)low integration
B)high differentiation
C)high environmental response
D)None of the above

Accepted Answer

Lawrence and Lorsch proposed that high degree of differences between organizational units indicates high differentiation. This means that the organization has specialized units with distinct roles and responsibilities, which can lead to silos and challenges in coordination and communication.

Question 5

Benefits of decentralization include _________.
A)increased autonomy
B)increased competition
C)its impact on professional development
D)All of the above

Accepted Answer

Decentralization provides increased autonomy to local units, encouraging them to take ownership and responsibility for their own actions. It also promotes competition amongst units, leading to increased efficiency and effectiveness. Decentralization can also provide opportunities for professional development by allowing individuals to take on more responsibilities and gain experience in various areas.

Question 6

As the number of subordinates increases ___________ the number of interpersonal relationships _________.
A)arithmetically,increase in a similar fashion
B)arithmetically,increase in a exponential fashion
C)arithmetically,increase in a geometric fashion
D)arithmetically,typically decreases

Accepted Answer

As the number of subordinates increases arithmetically, the number of interpersonal relationships increases in a geometric fashion because each new subordinate can interact with all existing subordinates, leading to a rapid increase in potential relationships.

Question 7

Fayol saw bureaucracy as _________.
A)an inefficiency in organizations
B)an oppressive restriction of employee rights
C)a means to ensure fair treatment of employees
D)A and B

Accepted Answer

Fayol saw bureaucracy as a means to ensure fair treatment of employees. He believed that a clear hierarchy of authority, division of labor, and standardization of procedures would promote efficiency, prevent favoritism, and improve communication within organizations. While some people may see bureaucracy as an inefficiency or an oppressive restriction on employee rights, Fayol believed that it could be a useful tool for achieving organizational goals.

Question 8

Fayol's attitudes towards bureaucracy favor the ___________ model of organizational design.
A)bureau
B)competitive
C)mechanistic
D)organic

Accepted Answer

Fayol's attitudes towards bureaucracy align with the mechanistic model of organizational design, which emphasizes a structured and hierarchical approach to management, similar to the principles of classical management theory that Fayol himself developed.

Question 9

Rob works in an organization that promotes broad job ranges and depth to increase organizational flexibility and the utilization of human capital.Which of the following organizational design models best fits this brief description?
A)Behavioral
B)Team
C)Organic
D)High P

Accepted Answer

The description given here aligns with the characteristics of an organic organizational design model. Organic design models prioritize flexibility, collaboration, and adaptability, and often have broad job ranges and cross-functional teams to facilitate these goals. Additionally, organic models tend to focus on the development and utilization of human capital, which is mentioned in the description of the organization in this question.

Question 10

James owns a business which provides a service and whose customers demand relatively homogeneous services and have little disposition to participate in the delivery of those services.James's organization may be best suited for management using _________.
A)mechanistic principles
B)organic principles
C)sociotechnical principles
D)B and C

Accepted Answer

Mechanistic principles are best suited for organizations with standardized and predictable tasks, low employee participation, and centralized decision-making. James's business seems to fit these criteria as his customers demand homogeneous services and have little disposition to participate in service delivery. Therefore, management using mechanistic principles can help James's business function more efficiently and effectively.

Question 11

Lawrence and Lorsch identify subenvironments as _________.
A)marketing,production,and research
B)integration,differentiation,and environment
C)market,technical-economic,and science
D)financial,government,and people

Accepted Answer

Lawrence and Lorsch identified subenvironments as market, technical-economic, and science, which are different areas within an organization that require different approaches and strategies.

Question 12

Rob's organization attempts to integrate its business with the world around them by being outward focused.This perspective would be considered within what Lawrence and Lorsch identified as the _______ independent variable.
A)integration
B)environment
C)externals
D)None of the above

Accepted Answer

Lawrence and Lorsch identified the environment as the independent variable that organizations must adapt and integrate with in order to thrive. Being outward focused aligns with this perspective, as it involves actively engaging with and responding to the external environment. Therefore, the correct option is B - environment.

Question 13

Mechanistic and organic organizational designs are typically similar in their consideration of _________.
A)goal setting
B)interaction
C)communication
D)None of the above

Accepted Answer

Mechanistic and organic organizational designs differ significantly in aspects such as goal setting, interaction, and communication, rather than being similar in any of these considerations.

Question 14

___________ is considered by some as a precursor to ________.
A)Total quality management,sociotechnical systems theory
B)Sociotechnical systems theory,total quality management
C)Total quality management,sociotechnical systems theory.
D)Sociotechnical systems theory,total systems theory

Accepted Answer

Sociotechnical systems theory, which emerged in the 1950s, is considered a precursor to Total Quality Management (TQM), which emerged in the 1980s. Sociotechnical systems theory emphasized the importance of considering both technical and social aspects of work systems, and TQM built on this idea by emphasizing continuous improvement, customer focus, and employee involvement in quality management.

Question 15

Jack's organization has implemented rules and procedures to achieve unity of effort across organizational units.Lawrence and Lorsch,may look at this as an element of _________.
A)integration
B)differentiation
C)environment
D)A and B

Accepted Answer

Integration refers to the coordination of activities and efforts across different units or departments within an organization. By implementing rules and procedures, Jack's organization is working towards achieving integration, which is an essential element of organizational effectiveness. Differentiation, on the other hand, refers to the division of labor, roles, and responsibilities within an organization. The option D is incorrect because it suggests that both integration and differentiation are elements of Jack's organization, which is not the case.

Question 16

When compared to the organic form,the mechanic form of organizational design tends to be ___________ complex,___________ centralized and ___________ formalized.
A)highly,highly,highly
B)less,highly,highly
C)less,less,highly
D)less,less,less

Accepted Answer

The mechanic form of organizational design is characterized by high complexity, high centralization, and high formalization.

Question 17

A keiretsu is an example of a ___________ organization.
A)mechanistic
B)organic
C)virtual
D)A and C

Accepted Answer

The answer of A keiretsu is an example of a...

Question 18

Sociotechnical systems theory suggests that production processes consist of social and technical dimensions that exert a(n)___________ influence on one another.
A)sequential
B)converse
C)reciprocal
D)exponential

Accepted Answer

Sociotechnical systems theory suggests that the social and technical dimensions of production processes have a reciprocal influence on each other, meaning they both affect and are affected by one another.

Question 19

Service firms whose customers demand a diverse array of services and are predisposed to participating in the service delivery,such as medical care,legal advice,and higher education,are better able to integrate the activities of highly differentiated activities through ___________ organizations.
A)mechanistic
B)organic
C)sociotechnical
D)"new"

Accepted Answer

Service firms with diverse service offerings and customers who participate in the service delivery require flexible and decentralized structures to integrate their activities effectively. Such structures are typically found in organic organizations. Mechanistic structures are more rigid and hierarchical, which can hinder integration, while sociotechnical and "new" organizations are not as widely recognized or applicable to this scenario.

Question 20

Organic organizational designs typically emphasize _________.
A)increasing job range
B)delegation of authority
C)increased formality
D)A and B

Accepted Answer

Organic organizational designs focus on increasing job range (broadening the types of tasks and responsibilities an employee handles) and delegation of authority (empowering lower-level employees to make decisions). This approach contrasts with increased formality, which is more characteristic of mechanistic organizations.

Quiz 14: Organization Structure

Michael describes his organization as characterized by highly specialized jobs,homogeneous departments,narrow spans of control,and relatively centralized authority.Michael's organization reflects a(n) __________ design.

Centralized authority may be preferred when _________.

When contemplating organizational design,management is faced with four decisions.Briefly describe these decisions.

Wigitech has a high degree of differences between organizational units.This would,using the term of Lawrence and Lorsch,indicate _________.

Benefits of decentralization include _________.

As the number of subordinates increases ___ the number of interpersonal relationships _.

Fayol saw bureaucracy as _________.

Fayol's attitudes towards bureaucracy favor the ___________ model of organizational design.

Rob works in an organization that promotes broad job ranges and depth to increase organizational flexibility and the utilization of human capital.Which of the following organizational design models best fits this brief description?

James owns a business which provides a service and whose customers demand relatively homogeneous services and have little disposition to participate in the delivery of those services.James's organization may be best suited for management using _________.

Lawrence and Lorsch identify subenvironments as _________.

Rob's organization attempts to integrate its business with the world around them by being outward focused.This perspective would be considered within what Lawrence and Lorsch identified as the _______ independent variable.

Mechanistic and organic organizational designs are typically similar in their consideration of _________.

___ is considered by some as a precursor to .

Jack's organization has implemented rules and procedures to achieve unity of effort across organizational units.Lawrence and Lorsch,may look at this as an element of _________.

When compared to the organic form,the mechanic form of organizational design tends to be _____ complex,_ centralized and _______ formalized.

A keiretsu is an example of a ___________ organization.

Sociotechnical systems theory suggests that production processes consist of social and technical dimensions that exert a(n) ___________ influence on one another.

Service firms whose customers demand a diverse array of services and are predisposed to participating in the service delivery,such as medical care,legal advice,and higher education,are better able to integrate the activities of highly differentiated activities through ___________ organizations.

Organic organizational designs typically emphasize _________.