Question 1

What are the three key strategic events that are likely to trigger change in the structure and design of an organization?

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Question 2

What are some of the coordination mechanisms used in organizations?

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Question 3

Decentralized structures that delegate authority to lower-level employees are used in turbulent environments to enable decisions to be made by those who are closest to the customer or the source of change.

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This statement is true. Decentralized structures allow for quicker decision-making and adaptation to changes in the environment because authority is delegated to lower-level employees who are closer to the customer or source of change. This is particularly useful in turbulent or fast-changing environments where there may not be enough time to go through a centralized decision-making process.

Question 4

What is authority? How is it different from accountability?

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Question 5

Who are line and staff managers? Give an example of each.

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Question 6

Mergers, acquisitions, and divestitures may all trigger changes in the structure and design of an organization.

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Mergers, acquisitions, and divestitures often involve significant restructuring and reorganization, which can result in changes to an organization's structure and design. For example, a merger may require the consolidation of two separate departments or the creation of a new organizational hierarchy, while a divestiture may involve the sale of a business unit or division and the reallocation of resources to other areas of the organization.

Question 7

What are the symptoms of a malfunctioning organization design?

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Question 8

What are the advantages and disadvantages of the divisional approach?

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Question 9

List the strategic factors that affect the choice of organization design.

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Question 10

Some organizations, such as McDonald's, have a hybrid design in which mechanistic and organic designs are used in different parts of the organization.

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McDonald's is an example of an organization that has a hybrid design that combines elements of both mechanistic and organic designs in different parts of the organization. For example, the company's corporate headquarters may have a more mechanistic design while individual restaurants may have a more organic design to allow for flexibility and adaptation to local market conditions.

Question 11

What are the three basic approaches to departmentalization?

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Question 12

How can organizational culture act as a coordination mechanism?

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Question 13

As a firm's strategy changes, organization structure and design must remain the same to implement the new strategy.

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When a firm's strategy changes, it may require changes in the organization structure and design to effectively implement the new strategy. The structure and design must be aligned with the strategy to ensure its successful execution.

Question 14

What are the three basic organization designs? Describe their features.

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Question 15

What is formalization?

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Question 16

Describe a functional structure.

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Question 17

Differentiate between the vertical and horizontal dimensions of organization structure.

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Question 18

What is span of control? How does it impact management levels?

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Question 19

The integrating manager is a member of one of the departments whose activities are being coordinated.

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The integrating manager is typically a neutral party, not a member of any of the departments being coordinated, whose role is to facilitate coordination and integration between different departments or units.

Question 20

What is the matrix approach to departmentalization? What are its advantages and disadvantages?

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Quiz 9: Managing the Structure and Design of Organizations