Question 1

Eric is offered a chance to help direct the efforts of some employees assigned to his work group.Eric sees this new assignment as an increase in ________,or an obligation or expectation for him to perform at a new level.

Accepted Answer

Responsibility refers to the obligation or expectation for an individual to perform at a new level. Authority refers to the power to make decisions and take actions, and functional and divisional structures refer to different ways of organizing a company.

Question 2

Staff authority is the ability to direct the work of any employee who does not have a higher rank in the organisation.

Accepted Answer

Staff authority refers to the right to advise or assist those who possess line authority, as well as other staff personnel, in making decisions. It does not include the power to direct work in the same manner as line authority.

Question 3

Today,most managers see work specialisation as a source of ever-increasing productivity.

Accepted Answer

While work specialization can increase productivity up to a point, many managers now recognize its limitations and potential downsides, such as decreased job satisfaction and increased turnover, leading to a more balanced approach in organizing work.

Question 4

Today's managers are moving away from formalisation and trying to be this.

Accepted Answer

Today's managers are recognizing the need for agility and adaptability in a rapidly changing business environment. This requires a more flexible approach to management, rather than a rigid and formalized one. Being less permissive or more strict may hinder innovation and creativity, while being more rigorous may create unnecessary bureaucracy. Therefore, choice C, more flexible, is the best option.

Question 5

All of the following are characteristics of a highly formalised organisation EXCEPT ________.

Accepted Answer

A highly formalised organisation has explicit job descriptions, little discretion for employees, and a standardised way of doing things. However, it is unlikely to have a minimum number of rules as a highly formalised organisation typically has a large number of rules and procedures in place to ensure consistency and compliance.

Question 6

The jobs of assembly-line employees are to be changed to allow more tasks to be done by individual workers.This is a reduction in ________.

Accepted Answer

Work specialization refers to the degree to which tasks in an organization are subdivided into separate jobs. Changing the jobs of assembly-line employees to allow more tasks to be done by individual workers reduces work specialization. It does not involve a reduction in chain of command, departmentalization, or centralization.

Question 7

When work specialisation originally began to be implemented early in the twentieth century,employee productivity initially declined.

Accepted Answer

When work specialization was first implemented in the early twentieth century, it actually led to an increase in employee productivity because it allowed workers to focus on and become skilled at specific tasks, improving efficiency and output.

Question 8

Grouping jobs on the basis of major product areas is termed 'customer departmentalisation'.

Accepted Answer

Grouping jobs on the basis of major product areas is not termed as customer departmentalization, it is called product departmentalization. Customer departmentalization involves grouping jobs on the basis of specific customers or customer groups.

Question 9

Unity of command prevents an employee from trying to follow two conflicting commands at once.

Accepted Answer

Unity of command ensures that an employee receives orders from only one superior, preventing confusion and conflict of commands.

Question 10

Modern managers find that they can ________ if their employees are experienced,well-trained and motivated.

Accepted Answer

Modern managers can increase their span of control if their employees are experienced, well-trained, and motivated. This means that they can effectively manage and supervise a larger number of employees, as they can trust their capabilities and rely on them to carry out their tasks efficiently. This can lead to greater productivity and efficiency in the organization.

Question 11

Eric is offered a chance to help direct the efforts of some employees assigned to his work group.This is a chance for Eric to experience ________.

Accepted Answer

Eric is being given the opportunity to direct employees, which involves having authority over them.

Question 12

There are six basic elements in organisational structure.

Accepted Answer

The six basic elements of organizational structure are: 
1. Work specialization
2. Departmentalization
3. Chain of command
4. Span of control
5. Centralization or decentralization
6. Formalization.

Question 13

The original ideas about organisational design formulated by Fayol and Weber are still relevant today.

Accepted Answer

The ideas put forth by Fayol and Weber, such as division of labor, hierarchy, specialization, and formal rules and procedures, are still relevant today and form the basis for many modern organizational design theories and practices. These principles continue to be used in organizations across various industries and sectors.

Question 14

The traditional view holds that managers should not directly supervise more than ________ subordinates.

Accepted Answer

The traditional view, often referred to as the "span of control," suggests that managers should ideally supervise five or six subordinates to maintain effective management and communication.

Question 15

Departmentalisation is how jobs are grouped.

Accepted Answer

Departmentalisation is the process of grouping jobs based on specific functions or areas of expertise within an organization.

Question 16

A traditional 'top down' organisation is ________ organisation.

Accepted Answer

A traditional 'top down' organisation is largely centralised, as decision-making authority is concentrated at the top levels of management.

Question 17

________ is the power that arises when a person is close to another person who has great power and authority.

Accepted Answer

Referent power is the power that arises when a person is close to another person who has great power and authority. This power is based on the admiration, respect, and liking that one person has for another person. It is also called personal power or charisma.

Question 18

When a top manager decides to hire an individual over the objections of her staff,she is exercising which kind of power?

Accepted Answer

The top manager is exercising legitimate power, which comes from their formal position in the organization and the authority that comes with that position. The manager has the final decision-making authority when it comes to hiring, even if the staff members object. Coercive power involves the use of threats or punishment to gain compliance, referent power comes from personal charisma or likeability, and expert power comes from specialized knowledge or skills. None of these apply to the situation described.

Question 19

A bank manager who passes out bonuses at the end of the year is exercising this.

Accepted Answer

The bank manager is using the power to give bonuses to reward and motivate his employees. This power is derived from the ability to distribute rewards, such as salary increases, promotions, bonuses, time off, and other incentives.

Question 20

The advantage of work specialisation is that it tends to result in high employee engagement and high productivity.

Accepted Answer

Work specialization can lead to monotony and boredom, reducing employee engagement, although it may increase productivity due to efficiency in performing repetitive tasks.

Quiz 5: Organisational Structure and Design