Question 1

Functional structure make it easy to evaluate people based on a narrow but clear set of responsibilities.

Accepted Answer

In a functional structure, employees are grouped based on their roles and functions, leading to a clear set of responsibilities for each position, which simplifies performance evaluation.

Question 2

Functional structure promotes the idea that the customer is the individual whom the employee must satisfy.

Accepted Answer

Functional structure is an organizational design that groups employees by their similar skills, resource use, and expertise, focusing on internal efficiency rather than directly prioritizing customer satisfaction.

Question 3

The breakup of the organization into clear functions reduces wasteful processes.

Accepted Answer

False

Question 4

In a functional organization, the QC department is generally responsible for collecting and maintaining quality statistics.

Accepted Answer

In a functional organization, specialized departments such as the Quality Control (QC) department are typically responsible for specific tasks, including the collection and maintenance of quality statistics to ensure products or services meet established standards.

Question 5

Functional organizations often have separate quality control or quality assurance departments.

Accepted Answer

In functional organizations, departments are usually organized by specialties, such as marketing, finance, and quality control or quality assurance, allowing for a focused approach on specific functions including quality management.

Question 6

In coordination mapping, each coordinating conversation between the agents moves through six phases.

Accepted Answer

In coordination mapping, conversations typically move through four phases: Opening, Feedforward, Business, and Feedback.

Question 7

An advantage of shifting to flatter organizations is the creation of additional employment.

Accepted Answer

Flatter organizations typically reduce the number of management layers to improve efficiency and communication, which often results in fewer, not more, positions.

Question 8

Steering committees are also called quality councils.

Accepted Answer

Steering committees are sometimes referred to as quality councils because they both focus on guiding and overseeing quality improvement initiatives within an organization.

Question 9

Job enlargement reduces fragmentation of jobs and generally results in lower production costs.

Accepted Answer

Job enlargement combines tasks, reducing fragmentation and increasing efficiency, leading to lower production costs.

Question 10

The structural contingency model holds that there is "one best way" to organize.

Accepted Answer

The structural contingency model suggests that the most effective organizational structure depends on various situational factors, including the organization's size, technology, environment, and strategy, rather than a single "one best way" to organize.

Question 11

The structural contingency model holds that the choice between mechanistic and organic structures should be a function of certain contingencies pertaining to the organization's environment and technology.

Accepted Answer

The structural contingency model posits that the optimal organizational structure (mechanistic vs. organic) depends on various contingency factors, including the organization's external environment and the nature of its technological processes.

Question 12

Mechanistic organizations are better suited for accomplishing straightforward tasks in a predictable environment.

Accepted Answer

Mechanistic organizations are characterized by a high degree of specialization, formalization, and centralization, making them well-suited for routine and predictable tasks in stable environments.

Question 13

The organic organization sacrifices flexibility for reliability.

Accepted Answer

An organic organization emphasizes flexibility and adaptability, often sacrificing some degree of reliability and predictability to achieve these characteristics.

Question 14

Only a quality-oriented organization practicing continuous improvement can afford to freeze its processes by using a mechanistic structure.

Accepted Answer

A mechanistic structure, characterized by rigid and hierarchical configurations, is not exclusively suitable for organizations focused on quality and continuous improvement. In fact, organizations emphasizing innovation and adaptability might opt for a more organic structure to facilitate flexibility and responsiveness.

Question 15

The research findings between TQ companies and non-TQ companies show that for a company to be a TQ company, it has to formally implement TQ.

Accepted Answer

Research findings between TQ (Total Quality) companies and non-TQ companies do not necessarily show that a company must formally implement TQ to be considered a TQ company. Many companies embody TQ principles through their culture, processes, and continuous improvement efforts without a formal TQ implementation.

Question 16

Which of the following is not an advantage of functional organizations?

Accepted Answer

Functional organizations are structured around specific job functions or expertise, which inherently promotes specialization and a clear chain of command, making it easier to evaluate people based on their specific roles. However, they do not inherently promote process improvement, as their structure can sometimes lead to silos that hinder cross-functional collaboration necessary for holistic process enhancements.

Question 17

_____ processes are those that are most important to an organization's value creation processes, employees, and daily operations, but generally do not add value directly to the product or service.

Accepted Answer

Support processes are crucial for the smooth functioning of an organization's value creation processes and daily operations, but they do not directly add value to the product or service. These processes include activities such as IT support, human resources, and administrative tasks.

Question 18

_____ processes are driven by external customer needs while _____ processes are driven by internal customer needs.

Accepted Answer

Core processes are directly influenced by external customer needs as they are essential for delivering value to the customers. Support processes, on the other hand, are crucial for the smooth functioning of core processes but are driven by internal requirements and efficiency.

Question 19

_____ are generally standard flowcharts that describe a process as a sequence of steps.

Accepted Answer

Process maps are used to describe a process as a sequence of steps, often in the form of standard flowcharts.

Question 20

One type of structural change associated with TQ is the creation of a high-level planning group called _____, invested with the responsibility for guiding the organization's performance excellence.

Accepted Answer

The creation of a high-level planning group known as a "steering committee" is a structural change associated with Total Quality (TQ) management. This committee is tasked with guiding the organization's performance excellence, ensuring that quality and improvement initiatives are aligned with the organization's strategic goals.

Quiz 7: Designing Organizations for Performance Excellence