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Q:
Excessive interpersonal conflict between managers and their subordinates is a sign that change is needed.
Q:
(p. 491) Which of the following is true about work specialization?
A. It creates more problems in larger firms where little flexibility is required.
B. It makes training new employees easier when replacements are needed.
C. It encourages employees to upgrade their skills in multiple disciplines.
D. It improves the flexible nature of workers.
E. It insures that each worker performs different tasks every day.
Q:
Internal forces for change come from both human resource problems and managerial behavior/decisions.
Q:
(p. 491) Which of the following elements of an organizational structure is also referred to as a company's division of labor?
A. Chain of command
B. Formalization
C. Centralization
D. Work specialization
E. Span of control
Q:
Shareholders have become less involved with pressing for organizational change in response to ethical lapses from senior management.
Q:
(p. 491) The degree to which tasks in an organization are divided into separate jobs refers to:
A. centralization.
B. chain of command.
C. span of control.
D. formalization.
E. work specialization.
Q:
Telepresence represents an advanced form of videoconferencing and robotics.
Q:
(p. 491) Which of the following represents every job in the organization and the formal reporting relationships between those jobs?
A. Chain of command
B. Organizational chart
C. Structural map
D. Scalar chain
E. Gantt chart
Q:
(p. 490) _____ formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company.
A. The span of control
B. Formalization
C. Centralization
D. An organizational structure
E. The chain of command
Q:
Employees' unmet needs and absenteeism are external forces for change.
Q:
Technological advancements and market changes are external forces for change.
Q:
(p. 502-503) To keep the stress level low and avoid two chains of command issues, Splash Hair Care managers should adopt the matrix structure.
Q:
External forces have global effects that may cause an organization to question the essence of what business it is in and the process by which products and services are produced.
Q:
(p. 507) For a restructuring to be successful, mere changes in the lines on an organizational chart are not sufficient; it demands a different way of working for the employees.
Q:
Which of the following is true of a hollow, modular, or virtual organization?
A. They tap people in particular specialties.
B. They exercise control on operations that are outsourced.
C. They find it difficult to focus on their customers or products.
D. The outsourcing adds to the organization's labor costs.
E. They decrease the efficiency and increase the duplication of work.
Q:
There is a lessening of stress for survivors once a layoff has ended because the survivors know their jobs are safe.
Q:
Which of the following is true of horizontal organization designs?
A. They generally hamper coordination and communication in organizations.
B. It makes it difficult for cross-functional teams to arrive at creative solutions for problems.
C. The teams' speed and efficiency while developing new products slows down considerably.
D. They rarely leave any scope for knowledge sharing.
E. They require employees who can rise to the challenges of empowerment.
Q:
(p. 507) Many restructuring efforts are designed to remove one or more organizational layers to reduce costs.
Q:
Which of the following is true of divisional structures?
A. They make it difficult for an organization to move faster if a new customer need arises.
B. They seldom help organizations to make a move when a competitor introduces an important product.
C. Managers find it difficult to make decisions that affect several functions in order to serve customer needs.
D. They sometimes focus on their own customer groups or products to the exclusion of the company's overall mission.
E. Duplicating functions in each division rarely adds to costs, so this structure is completely inexpensive for organizations.
Q:
(p. 507) The most common kind of restructuring in recent years has been a "flattening" of the organization.
Q:
Which of the following is true of functional structures?
A. They increase employee's focus on customers and products.
B. They give managers the flexibility to make decisions that affect several functions.
C. They can save money by grouping together people who need similar materials and equipment.
D. Quality standards suffer a setback because supervisors rarely understand what department members do.
E. They perform to their optimum capacity in an unstable environment.
Q:
(p. 506) Restructuring efforts typically enhance employees' trust in the organization.
Q:
Research findings indicate that:
A. organic organizations are most successful in stable environments.
B. mechanistic structures erode intrinsic motivation.
C. organic organizations undermine the volunteers' sense of freedom.
D. command-and-control communication characterizes the organic organization.
E. mechanistic organizations are most successful in uncertain environments.
Q:
(p. 506) Organizational restructuring has a moderate negative effect on organizational commitment.
Q:
(p. 503) Although matrix structures have been around since the 1960s, the number of organizations using them has declined since organizations prefer to work in groups rather than in teams.
Q:
Which of the following is true of decentralized organizations?
A. The tasks are rigid and routine in nature.
B. They are more adaptive to changing situations.
C. They are more tightly controlled.
D. The knowledge required for the task is more technical than general.
E. The link between an individual's contribution and the organization's purpose is vague.
Q:
(p. 503) The matrix structure represents a combination of two or more different structures.
Q:
Which of the following is true of centralized organizations?
A. They are more tightly controlled.
B. The key decisions are made by middle-level managers.
C. They have lenient rules.
D. They have broadly defined tasks.
E. They have bottom-up communication.
Q:
An organic organization has:A. a top-down communication approach.B. specific obligations and rights that the employees have to strictly follow.C. an indirect link between its purpose and an individual's contribution.D. a high degree of hierarchical control.E. broadly defined tasks and requires general task knowledge.
Q:
(p. 502) Companies that have limited customers with similar needs and tastes must develop client structures to organize their business.
Q:
Which of the following is a characteristic of a mechanistic organization?A. It has a democratic decision-making style.B. It uses a lateral communication pattern.C. It has a low degree of hierarchical control.D. It has flexible and varied tasks.E. It places a high emphasis on obedience and loyalty.
Q:
(p. 500) Product structures group business units around different products that the company produces.
Q:
Organic organizations have:
A. rigid networks.
B. inelastic bureaucracies.
C. strict rules.
D. narrowly defined tasks.
E. decentralized decision making.
Q:
(p. 500) Many small companies evolve into functionally based structures as they grow larger.
Q:
Mechanized organizations have:
A. lenient rules.
B. bottom-up communication.
C. broadly defined tasks.
D. centralized decision making.
E. flexible networks.
Q:
(p. 499) A simple structure makes perfect sense for a large organization, with one person as the central decision-making person.
Q:
Which of the following is a characteristic of an organic organization?
A. It has strict rules.
B. The tasks are narrowly defined.
C. It has flexible networks of multitalented individuals.
D. It has little task flexibility.
E. It has authoritarian decision making.
Q:
(p. 499) As companies become larger, they tend to use a combination of specialization, formalization, and centralization to control their activities, thereby becoming more mechanistic in nature.
Q:
Which of the following is a characteristic of a mechanistic organization?
A. It has a rigid bureaucracy.
B. The tasks are broadly defined.
C. The communications follow a bottom-up approach.
D. They have flexible networks.
E. The multitalented individuals perform a variety of tasks.
Q:
(p. 498) If technologies need to be changed often to suit consumer needs, the decisions should be centralized.
Q:
Which of the following approaches to organization design says that, organizations tend to be more effective when they are structured to fit the demands of the situation?
A. Classical approach
B. Boundaryless approach
C. Configurational approach
D. Contingency approach
E. Traditional approach
Q:
(p. 498) Companies that focus on a differentiation strategy are more likely to take a mechanistic approach to organizational design.
Q:
Which of the following is NOT a characteristic of virtual organizations?
A. Managers must be able to lead and motivate people in separate locations.
B. Members of virtual organizations send e-mail and voicemail messages.
C. Members of virtual organizations rely heavily on face-to-face meetings.
D. It is valuable for organizations that want to grow through partnerships.
E. Virtual organizations demand flexibility.
Q:
(p. 497) Companies that follow a low-cost producer strategy believe that people will pay more for a product that is unique in some way.
Q:
Instead of relying heavily on face-to-face meetings, members of _____ organizations send e-mail and voice-mail messages, exchange project information over the Internet, and convene videoconferences among dispersed participants.
A. brick-and-mortar
B. virtual
C. traditional
D. horizontal
E. vertical
Q:
Which of the following statements might Kendra use to describe her company's organic structure? (Check all that apply.) __ I perform a lot of different tasks, and my manager encourages me to take a broad view of my work. __ My manager encourages me to make decisions when I can and only refer decisions to her when they are definitely out of my area of concern, responsibility, and expertise. __ My company is putting me on a rotational schedule where I will learn skills and abilities applicable in many areas of the company. __ I would never think of consulting a manager other than my specific manager. All employees in my company know exactly to whom they are supposed to report. __ Other companies may allow employees to seek out their own answers and consult with employees in other departments. in my company, though, I get any information I may need directly from my supervisor, not from any other source.
Q:
A modular organization uses:
A. botsourcing.
B. insourcing.
C. coinsuring.
D. telecommuting.
E. outsourcing.
Q:
(p. 497) Dynamic environments allow organizations to focus on efficiency and require little change over time.
Q:
A hollow organization results from strategic application of the trend toward:
A. insourcing.
B. coinsuring.
C. telecommuting.
D. outsourcing.
E. botsourcing.
Q:
(p. 497) Organizations which do not proactively develop designs may be forced to change their structure to become more effective.
Q:
Which of the following is a principle for designing a horizontal organization?
A. Organize around tasks rather than complete workflow processes.
B. Strengthen hierarchy and minimize the use of teams.
C. Appoint process team leaders to manage internal team processes.
D. Limit supplier and customer contact.
E. Restrict the use of external expertise.
Q:
(p. 495) Organic organizations encourage lateral communication.
Q:
Which of the following is a characteristic of the horizontal organization?
A. They emphasize on internal expertise rather than external expertise.
B. They give less importance to suppliers.
C. They place a greater emphasis on teamwork.
D. They emphasize tasks.
E. They strictly adhere to the chain of command.
Q:
(p. 495) Organic organizations are efficient, rigid, predictable, and standardized organizations that thrive in stable environments.
Q:
Which of the following is true of organizations designed horizontally?
A. The organization seldom allows its suppliers and customers to influence performance.
B. The people are organized into cross-functional teams.
C. The teams are organized around tasks rather than complete workflow processes.
D. The organization has a strict hierarchy.
E. The organization rarely provides any external expertise.
Q:
Employees in a matrix structure report to two managers: one in charge of the function they perform and the other in charge of the project they are working on. This is a violation of the principle of:A. absorptive capacity.B. cognitive complexity.C. locus of control.D. unity of command.E. span of control.
Q:
Once a company becomes large, it is impossible to retain a centralized structure. Large companies must use decentralized structures.
Q:
Which of the following structures combines functional and divisional chains of command to form a grid with two command structures?
A. Hollow structure
B. Modular structure
C. Matrix structure
D. Project structure
E. Product structure
Q:
(p. 494) Decentralized organizational structures tend to concentrate power and authority within a relatively tight group of individuals in the firm.
Q:
A(n) _____ structure combines a vertical structure with an equally strong horizontal overlay.
A. network
B. matrix
C. bureaucratic
D. entrepreneurial
E. central
Q:
(p. 493) Organizational performance increases as span of control increases, but only up to a certain point.
Q:
(p.504-505) Johnson & Co. has divided its employees according to the locations of the customers that they tend to. Thus, it has teams that cater to the urban areas, semi-urban areas, etc. Johnson & Co. is said to have a _____ structure.
A. functional
B. hollow
C. modular
D. virtual
E. divisional
Q:
(p. 493) Wide spans of control allow managers to be much more hands-on with employees.
Q:
In a divisional structure, the organization groups together activities related to:
A. hierarchy.
B. outputs.
C. skills.
D. tasks.
E. functions.
Q:
A company's chain of control determines how many employees report to each manager.
Q:
Smith & Co. has divided its employees into various groups like manufacturing, marketing, and finance. Smith & Johnson is said to have a(n) _____ structure.
A. entrepreneurial
B. project
C. hollow
D. modular
E. functional
Q:
(p. 492) The chain of command signifies the flow of authority to attain order, control, and predictable performance.
Q:
A functional structure groups together:
A. people who are experts at serving a particular need of the customers.
B. people who serve a particular geographic area.
C. people according to the specialized set of tasks they perform.
D. activities related to outputs.
E. people who are experts at making a particular type of product.
Q:
(p. 492) Every employee in a traditional organizational structure has one person to whom they report.
Q:
_____ is defined as the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures.
A. Organizational chart
B. Organizational culture
C. Organizational psychology
D. Organizational assimilation
E. Organizational design
Q:
(p. 492) Employees tend to be more satisfied with jobs that require them to perform a specialized kind of activity.
Q:
Efron & Co. have been active in the cell phone manufacturing business for the last two years and have been the market leaders for the last one-and-a-half years. Recently, its research and development department has suggested adding a few games to the phone that they say will attract people in the age group of 15 to 25 years. However, Charlotte, the head of the marketing department, declined to make any changes to the existing product, stating that the product was already a huge success so there was no need to make any changes to it. Charlotte is displaying a(n):
A. anchoring bias.
B. bandwagon bias.
C. congruence bias.
D. decision-making bias.
E. endowment bias.
Q:
(p. 492) High levels of specialization are more acceptable in smaller firms in which employees must be more flexible in their job duties.
Q:
Which of the following biases leads to the inflated perception that management is better than it actually is?
A. Congruence bias
B. Endowment bias
C. Decision-making bias
D. Anchoring bias
E. Bandwagon bias
Q:
(p. 491) There are trade-offs when organizations make jobs highly specialized.
Q:
Barry is a manager in a cell phone manufacturing company. He assumed that the recent growth of profit was due to his excellent planning, without considering the fact there was marked reduction in the inflation rate. This is an example of a:
A. reverse halo effect.
B. self-serving bias.
C. contrast bias.
D. generalization effect.
E. halo effect.
Q:
(p. 491) Henry Ford was a strong believer in work specialization.
Q:
The _____ reflects the tendency to take more personal responsibility for success than failure.
A. self-serving bias
B. halo effect
C. reverse halo effect
D. contrast bias
E. generalization bias
Q:
Organizational structure differs from country to country based on the traditional architecture forms in each country.
Q:
Learning organizations strive to:
A. increase structural barriers.
B. increase process barriers.
C. increase interpersonal barriers.
D. decrease information sharing.
E. learn from successes and failures.