Question 1

The nontraditional structure is best for most organizations today.

Accepted Answer

The best organizational structure depends on the specific needs, goals, industry, and culture of the organization. There is no one-size-fits-all solution, and what works best for one organization may not be suitable for another.

Question 2

A survey can have a positive effect on worker attitudes only if management

Accepted Answer

If management takes steps to address the problems identified by the survey, it shows that they are genuinely interested in improving the work environment and addressing employees' concerns. This can lead to a positive effect on worker attitudes as they feel valued and heard by their management. Options A and B are important but their impact can only be realized if management takes action on the survey results. Option C is not related to the impact of a survey on worker attitudes.

Question 3

One problem with bureaucracies is that certain individuals are promoted because of who they know rather than how well they perform their jobs.

Accepted Answer

The answer of One problem with bureaucracies is that certain...

Question 4

FACTUAL: Organizational Development ANSWER c Quality circles are typically

Accepted Answer

Quality circles are groups of employees who volunteer from the same work area to identify, analyze and solve problems related to their work. They are composed of trained members who are committed to improving quality and productivity in the workplace.

Question 5

According to Perrow, technology adjusts to the organizational structure.

Accepted Answer

According to Charles Perrow, it is the organizational structure that adjusts to the technology, not the other way around. This concept is part of his work on the sociology of organizations, where he discusses how technological requirements shape organizational structures.

Question 6

The line-staff structure increases organizational productivity by allowing workers to perform a wide variety of jobs.

Accepted Answer

The line-staff structure does not necessarily increase organizational productivity by allowing workers to perform a wide variety of jobs. The line-staff structure refers to the division of employees into two categories - line and staff. Line employees are directly involved in producing or delivering the product or service, while staff employees provide support and expertise. This structure can be effective in clarifying roles and responsibilities, but its impact on productivity depends on many other factors such as management style, employee motivation, and the quality of the product or service.

Question 7

In centralized organizational structures, decision making power is dispersed at each departmental level.

Accepted Answer

In centralized organizational structures, decision making power is concentrated at the top level of management.

Question 8

The Woodward contingency model of organizational structure looks at how structure influences technology.

Accepted Answer

The Woodward contingency model actually looks at how technology influences organizational structure, suggesting that the nature of an organization's technology (e.g., the production processes) determines the most effective structure for that organization.

Question 9

Employees are asked detailed questions about their opinions of the organization. This information is used as the starting point for organizational change. This is an example of the OD technique known as

Accepted Answer

Survey feedback is a technique where employees are asked detailed questions about their opinions of the organization. This information is then used as the starting point for organizational change. Survey feedback is a popular OD technique because it allows organizations to gather data from their employees and use this information to make effective changes that can improve employee satisfaction, engagement, and productivity.

Question 10

Which of the following is required in successful management by objectives programs?

Accepted Answer

Guidelines for improvement are essential in successful management by objectives programs. They provide a framework for setting and achieving goals, measuring progress, and improving performance. Without guidelines, the program may lack direction and focus, leading to ineffective outcomes. The highest goals possible may not always be achievable or realistic, and total freedom for workers to set their own goals may lead to inconsistent and conflicting objectives. While emphasis on work groups can be beneficial, individual goals should also be included and aligned with organizational objectives.

Question 11

The organizational development technique where the OD practitioner works as a teacher to help the organization to solve its own problems is known as

Accepted Answer

Process consultation is the organizational development technique where the OD practitioner works as a teacher to help the organization to solve its own problems. The practitioner serves as a consultant and teacher to the organization providing guidance on problem-solving frameworks, methods of communication and interaction, and other tools to help the organization achieve its goals. This approach builds the organization's capacity to solve its own problems and develop its own solutions. Joint action planning involves the collaborative development of detailed plans and objectives, while management by objectives is a goal-setting process that involves mutual agreement on objectives and outcomes. OD intervention refers to a range of techniques for improving organizational performance and effectiveness.

Question 12

Matrix organizations can work with all types of tasks and all kinds of workers.

Accepted Answer

Matrix organizations are best suited for complex projects and tasks that require input from multiple departments, but they may not be as effective for simple tasks or for workers who prefer a clear, singular reporting structure.

Question 13

A line-staff organization is a traditional organizational structure.

Accepted Answer

A line-staff organization is a traditional organizational structure where the chain of command flows from the top to the bottom. It has both line departments that are involved in direct production or services, and staff departments that provide support and advice to the line departments.

Question 14

The last step in process consultation is

Accepted Answer

Evaluation and disengagement is the final step in process consultation, where the consultant evaluates the effectiveness of the intervention and decides whether to continue or disengage from the client system. The consultant provides feedback to the client system and ends the consultation process.

Question 15

Which of the following is NOT a potential drawback to sensitivity training?

Accepted Answer

Group interactions in sensitivity training are typically structured, with specific activities and exercises designed to promote open communication and empathy among participants.

Question 16

Regarding the effectiveness of organizational development programs,

Accepted Answer

While organizational development programs can be effective, it can be difficult to determine their effectiveness as it often involves measuring intangible outcomes such as communication and culture. Therefore, it is important to establish clear objectives and evaluation methods prior to implementing an organizational development program.

Question 17

Span of control refers to the number of levels of supervisors in an organizational hierarchy.

Accepted Answer

Span of control actually refers to the number of subordinates that a supervisor can effectively manage. It is not related to the number of levels in the hierarchy.

Question 18

Functional structures are based on types of products or customers.

Accepted Answer

Functional structures are organized based on business functions such as marketing, finance, human resources, and production, rather than on types of products or customers.

Question 19

The OD technique that relies on goal setting is

Accepted Answer

Management by objectives is an OD technique that relies on goal setting, whereby employees' performance is evaluated against specific, measurable, and attainable goals. This technique involves setting objectives, mutually agreeing on them with employees, and then monitoring progress towards achieving them.

Question 20

A group of employees meet to improve their performance by identifying the strengths and weaknesses in their interactions with one another. This is known as

Accepted Answer

The scenario describes a group of employees meeting to improve their performance by identifying strengths and weaknesses in their interactions with one another. This is a key goal of team building activities, making choice C the best answer. Quality circles typically focus on solving specific work-related problems, while sensitivity training is aimed at increasing empathy and understanding among individuals with different backgrounds and experiences. Process consultation involves an external consultant working with an organization to diagnose and improve its processes, but this is not depicted in the scenario. Therefore, choices A, B, and D are not as suitable as choice C.

Quiz 15: Organizational Structure, Culture, and Development