2 1. Work specialization is also referred to as __________. A. division of laborB. span of controlC. unity-of-commandD. job grouping
3 2. At an Alcoa aluminum tubing plant in upstate New York, production is organized into five departments: casting; press; tubing; finishing and inspecting, packing, and shipping. This is an example of __________ departmentalization.A. ProductB. ProcessC. FunctionalD. Geographic
4 3. The _________ is characterized by highly routine operating tasks achieved through specialization. A. matrix organizationB. simple structureC. BureaucracyD. Team structure
5 4. The _________ violates the unity-of- command concept. A. simple structureB. virtual organizationC. bureaucracyD. matrix structure
6 5. The ________ is also called the network or modular organization. A. virtual organizationB. team structureC. matrixD. bureaucracy
7 6. The boundaryless organization relies heavily on _____. A. vertical boundariesB. information technologyC. horizontal boundariesD. external boundaries.
8 7. The __________ is a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.A. organic modelB. technology modelC. mechanistic modelD. boundaryless organization
9 8. Which of the following is NOT a primary determinant of an organization's structure? A. StrategyB. TechnologyC. Organization sizeD. Industry
10 9. Changes in corporate strategy precede and lead to _______. A. changes in an organization's structure B. changes in the environmentC. better communicationD. increased productivity
11 10. Which of the following generalizations about organizational structures and employee performance and satisfaction is MOST true?A. There is fairly strong evidence linking decentralization and job satisfaction.B. There is no evidence that supports a relationship between span of control and employee performance.C. The evidence generally indicates that work specialization contributes to higher productivity and reduced job satisfaction.D. No one wants work that makes minimal intellectual demands and is routine.
12 11. The unbroken line of authority that extends from top of the organization to the lowest echelon is termed the ________________.A. centralizationB. decentralizationC. chain of commandD. work specialization
13 12. Which of the following is incorrect about organizational design? A. Organizational design is the way managers structure their organization to reach its goalsB. A goal of organizational design is to get information to the right places for effective decision makingC. Organizational design includes the different ways organizations divide their work and allocate duties and tasksD. Organizational charts show all aspects of the formal and informal design of an organization
14 13. Which of the following statements is false about organization size? A. Large organizations have fewer management levels than small organizationsB. Small organizations have a narrower span of control than large organizationsC. Large organizations have more structured work activities than small organizationsD. Large organizations can have more diverse activities that require more coordination than small organizations
15 14. An organization designed by function has all the following characteristics except A. The strategy is to produce a few products for a well-defined marketB. It has many competitorsC. The external environment is stable with little uncertaintyD. Because of standardized products or services, an organization design by function applies its technical process repeatedly, according to standard procedures
16 15. Which of the following statements is false about virtual organizations? A. There is high interdependence among network membersB. The number of elements in a virtual organization is defined by skills and resources needed to reach the goal of the networkC. Virtual organizations feature permanent networksD. A company that lacks a particular resource enters an agreement with a company that has that resource
17 16. Pick the incorrect statement about organizational design by division. A. Strength: easily adapts to differences in products, services, and clientsB. Weakness: loss of economies of scale because of duplication of functions such as accounting and purchasingC. Strength: high visibility of products, services, and customers in a divisional structureD. Organizations rarely evolve from a functional design to a divisional form
18 17. A learning (i.e., organic or boundaryless) organization is associated with: A. fewer management levelsB. broader spans of controlC. lesser amounts of centralization and standardization.D. all of the above
19 18. Which of the following is NOT an advantage of broad spans? A. They result in shorter hierarchies.B. They promote high involvement management.C. They are more likely to engage managers in important coaching and development activities.D. They allow for more initiatives by associates.
20 19. Home builders usually use ___________ organizations. A. functionalB. networkC. divisionalD. project
21 20. An organization with multiple products or services would most likely use a _______________ structure.A. divisionalB. functionalC. networkD. project