Q&A Hero

Q: Discuss the advantages and disadvantages of decentralizing authority.

Q: What are the advantages and disadvantages of a matrix structure?

Q: Discuss the advantages of grouping functions into divisions that focus their efforts on the production and marketing of specific products.

Q: What are the advantages and disadvantages of a functional organizational structure?

Q: Discuss Hackman and Oldham's job characteristics model.

Q: Differentiate between job enlargement and job enrichment.

Q: How do the factors that determine the organizational structure contribute to the flexibility of an organization?

Q: What are the different factors that determine whether a technology is complicated or routine?

Q: Discuss why different strategies often call for the use of different organizational structures and cultures.

Q: The culture at Fired-Up Electronics focuses on empowering its employees and makes use of cross-functional teams. What type of culture exists at Fired-Up Electronics? A. Aggressive culture B. Passive culture C. Adaptive culture D. Normative culture E. Inert culture

Q: In which of the following cultures are employees content to be told what to do and have little incentive or motivation to perform beyond minimum work requirements? A. Inert culture B. Entrepreneurial culture C. Adaptive culture D. Normative culture E. Active culture

Q: Which of the following cultures develops an emphasis on entrepreneurship and respect for the employee and allows the use of organizational structures that empower employees to make decisions and motivate them to succeed? A. Aggressive cultures B. Passive cultures C. Adaptive cultures D. Normative cultures E. Inert cultures

Q: Cultures whose values and norms fail to motivate or inspire employees and lead to stagnation and, often, failure over time, are referred to as: A. aggressive cultures. B. flexible cultures. C. inert cultures. D. normative cultures. E. adaptive cultures.

Q: Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as: A. aggressive cultures. B. entrepreneurial cultures. C. inert cultures. D. normative cultures. E. adaptive cultures.

Q: Which of the following is a characteristic of the organizational culture in a flat, decentralized structure? A. It gives people little personal autonomy. B. It has norms that focus on being cautious. C. It requires obeying authority. D. It encourages people to be innovative. E. It is relatively rigid.

Q: _____ refer(s) to the moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization. A. Organizational design B. Organizational intelligence C. organizational effectiveness D. Organizational structure E. Organizational ethics

Q: The shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals is referred to as _____. A. organizational hierarchy B. organizational structure C. organizational design D. organizational culture E. organizational intelligence

Q: A committee of managers from different functions or divisions who meet to solve a specific, mutual problem is called a: A. Self-managed team B. Virtual team C. Fundamental team D. Task force E. Product team structure

Q: Managers increase coordination among functions and divisions by: A. establishing liaison roles. B. creating more managerial levels. C. developing a taller organizational structure. D. reducing the span of control. E. implementing a mechanistic organizational structure.

Q: A way in which organizations can keep their hierarchy flat is by: A. decreasing the span of control. B. increasing the number of levels of management. C. decentralizing authority. D. using dual command. E. decreasing autonomy.

Q: Giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources is referred to as _____. A. span of control B. centralizing authority C. minimum chain of command D. decentralizing authority E. maximum chain of command

Q: The principle of _____ states that top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources. A. minimum chain of command B. unity of command C. unity of direction D. centralization E. dual command

Q: _____ refers to the number of subordinates who report directly to a manager. A. Esprit de corps B. Synergy C. Economies of scale D. Span of control E. Autonomy

Q: The relative authority that each manager in the organization has, from the CEO down to the lowest-level employees, is called the: A. market structure of the organization. B. autonomy of the organization. C. synergy of the organization. D. equity of the organization. E. chain of command of the organization.

Q: An organization's hierarchy of authority refers to an organization's _____. A. chain of command B. synergy C. esprit de corps D. autonomy E. culture

Q: A cross-functional team refers to a(n): A. group of employees who specialize in all the tasks required to produce the end product. B. organizational structure in which each kind of customer is served by a self-contained division. C. group of managers brought together from different departments to perform organizational tasks. D. organizational structure in which each region of a country or area of the world is served by a self-contained division. E. organizational structure in which each product line or business is handled by a self-contained division.

Q: How is flexibility ensured in the matrix structure? A. By empowering product teams B. By making managers solely responsible for making important product development decisions C. By organizing divisions based solely on to the type of good they provide D. By organizing divisions based solely on the type of customer they focus on E. By organizing divisions based solely on area of the country or world they operate in

Q: At the Highway Department, Jim is assigned to a team to develop a new Route 70 river bridge. Jim reports to both the Engineering Manager and the Route 70 Project Manager. The Highway Department is utilizing a _____. A. matrix structure B. functional structure C. customer structure D. product structure E. market structure

Q: Which of the following structures is the most flexible? A. Functional structure B. Product structure C. Market structure D. Geographic structure E. Matrix structure

Q: In which of the following types of organizational structures are employees referred to as two-boss employees? A. Product structure B. Matrix structure C. Geographic structure D. Functional structure E. Divisional structure

Q: Which of the following is true of a matrix structure? A. Managers organize divisions based solely on the type of good or service they provide. B. Managers organize divisions based solely on the area of the country or world they operate in. C. Managers organize divisions based solely on the type of customer they focus on. D. Managers group people who perform similar jobs. E. Managers group people by function and product simultaneously.

Q: When managers organize divisions based solely on the type of customer they focus on, they adopt a _____. A. product structure B. geographic structure C. market structure D. functional structure E. product team structure

Q: RST consulting has offices in different locations around the country. Each division is self-contained and caters to the needs of the specific region in which it is located. This is an example of a _____. A. market structure B. customer structure C. product structure D. functional structure E. geographic structure

Q: What is the advantage of a product structure? A. It allows managers to gain expertise in many industries. B. It allows functional managers to fine-tune their skills in a particular product area. C. It allows managers to group people by function and product simultaneously. D. It distances divisional managers from the customers, thus increasing the organizational stability. E. It permanently assigns employees to a cross-functional team that is empowered to bring a new product to market.

Q: Andy, the CEO of Alpha Inc., structured his organization according to the goods it manufactured. Which of the following structures is the organization using? A. Geographic structure B. Market structure C. Product structure D. Functional structure E. Customer structure

Q: What is the goal behind creating a divisional structure in an organization? A. To create smaller, more manageable units within the organization B. To merge all the departments that the organization requires to produce its goods or services C. To permanently assign employees to cross-functional teams D. To group people and resources by function and product simultaneously E. To do away with dual reporting relationships and two-boss employees

Q: A _____ refers to an organizational structure that simultaneously groups people and resources by function and by product. A. matrix structure B. market structure C. product structure D. functional structure E. divisional structure

Q: Which of the following is true of a functional structure in an organization? A. It allows managers to adequately respond to a changing competitive environment. B. As the organization grows, it becomes more effective. C. It makes monitoring and evaluating the performance of workers difficult. D. It results in workers performing at a low level. E. It eliminates the need for cooperation within a function.

Q: A _____refers to an organizational structure composed of all the departments that an organization requires to produce its goods or services. A. product structure B. matrix structure C. product team structure D. functional structure E. customer structure

Q: According to Hackman and Oldham's job characteristics model, which of the following employees are more likely to be satisfied and to perform at a high level? A. Those who work under close supervision B. Those who work in rigid organizational structures C. Those who work in organizations where authority is centralized D. Those who work in total seclusion E. Those who are responsible for their work outcomes

Q: The extent to which doing a job gives the worker direct and clear information about how well the worker is performing the job is known as: A. task identity. B. feedback. C. autonomy. D. task significance. E. skill variety.

Q: The degree to which a job allows a worker to schedule the tasks of the job and to decide how to carry out these tasks is known as _____. A. autonomy B. task identity C. task significance D. skill variety E. span of control

Q: Josh works for a company where he is given the freedom to decide how best to carry out the tasks assigned to him. From the information given, it can be said that Josh's job has _____. A. low skill variety B. high task identity C. low task significance D. high feedback E. high autonomy

Q: Task significance refers to the: A. degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization or on people outside the organization. B. extent to which a job requires that a worker perform all the tasks necessary to complete the job, from the beginning to the end of the production process. C. degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out. D. extent to which a job requires that an employee use a wide range of different skills, abilities, or knowledge. E. extent to which actually doing a job provides a worker with clear and direct information about how well he or she has performed the job.

Q: The extent to which a job requires that a worker perform all the activities that are required to complete a job is called: A. skill variety. B. task identity. C. task significance. D. span of control. E. autonomy.

Q: The extent to which a job requires the worker to use a wide range of knowledge and abilities is known as _____. A. task identity B. task significance C. autonomy D. skill variety E. span of control

Q: The idea behind the concept of job enrichment is that: A. increasing workers responsibility increases their involvement in their jobs. B. increasing the range of tasks performed by a worker reduces boredom and fatigue. C. increasing the number of tasks performed by a worker reduces the need for additional human resources. D. reducing the number of tasks that each worker performs simplifies their jobs. E. reducing workers' responsibility reduces the work-related stress accompanying their jobs.

Q: Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased? A. Encouraging workers to stick to the established method of doing the job B. Allowing workers to monitor and measure their own performance C. Encouraging workers to hone their current skills rather than develop new skills D. Giving workers detailed instructions about how to do their work E. Encouraging workers to turn to their superiors when faced with unexpected situations

Q: Increasing the degree of responsibility a worker has over a job is called _____. A. job enlargement B. job simplification C. job enrichment D. span of control E. task analyzability

Q: Kevin noticed that Derek, an automotive technician at his repair shop, was getting bored of repeatedly performing the lone task of changing oil, so Kevin assigned him the additional duty of fixing tires. This is an example of _____. A. job simplification B. job enrichment C. job enlargement D. span of control E. task analyzability

Q: Increasing the number of different tasks in a given job by changing the division of labor is known as _____. A. job simplification B. job enlargement C. job enrichment D. span of control E. job autonomy

Q: Which of the following is a result of too much job simplification? A. Increased motivation among employees B. Reduced job monotony C. Reduced efficiency D. Increased level of performance E. Greater number of tasks for each employee

Q: The result of the job design process is a(n): A. decrease in efficiency and effectiveness. B. division of labor among employees. C. decrease in employee productivity. D. increase in the number of tasks that each employee has to perform. E. decrease in job specialization.

Q: The process by which managers decide how to divide tasks into specific jobs is known as _____. A. job design B. job procurement C. span of control D. task analyzability E. integrating mechanization

Q: The greater the level of uncertainty in an organizations environment: A. the more complex its strategy and technology. B. the less qualified and skilled its workforce. C. the less likely employees are to be given autonomy. D. the more likely managers are to design a mechanistic structure. E. the more likely the organizational culture is rigid and inflexible.

Q: Which of the following is more likely to be true for an organization that has a highly skilled workforce? A. The structure of the organization inclines more toward being mechanistic in nature. B. Authority is concentrated at the top of the organizational hierarchy. C. Employees are guided and governed by strict rules, SOPs, and norms. D. Employees are closed monitored by their supervisors. E. The organizational culture is based on values that foster employee autonomy.

Q: Task variety refers to: A. the degree to which programmed solutions are available to people or functions to solve the problems they encounter. B. the number of new or unexpected problems that a person or function encounters in performing jobs. C. the degree to which a worker finds his job captivating or interesting. D. the number of different goods or services that a particular company markets. E. the degree to which a particular task needs a highly skilled workforce.

Q: The degree to which programmed solutions are available to people or functions to solve the problems they encounter is known as _____. A. task identity B. task specialization C. task autonomy D. task variety E. task analyzability

Q: Which of the following is true about routine technology? A. It is characterized by high task variety and low task analyzability. B. Problems encountered while using it require significant nonprogrammed decision making. C. Regulating and controlling an organization that uses it is difficult. D. It is best suited for a company that uses an organic structure. E. Problems encountered while using it do not vary much.

Q: The more complicated the technology that an organization uses, the: A. lesser is the need for a progressive culture. B. greater is the need for a flexible structure. C. more appropriate is a formal structure. D. easier it is to regulate the technology. E. fewer are the unexpected events that arise.

Q: A _____ strategy that is aimed at driving down expenditures in all functions usually fares best in a more _____ structure with more conservative norms. A. differentiation; flexible B. differentiation; stable C. low-cost; formal D. low-cost; informal E. low-cost; organic

Q: Which of the following is true of an organization with a stable external environment and readily available resources? A. Less coordination and communication are needed among people and functions to obtain resources. B. Managers face greater problems in trying to gain access to resources. C. Managers typically make organizing choices that result in more flexible structures. D. Authority is likely to be decentralized. E. Lower-level employees are encouraged to make important operating decisions.

Q: Which of the following organizing choices are managers most likely to make if the external environment is stable and resources are readily available? A. Decentralize authority B. Create a more organic organizational structure C. Cultivate an entrepreneurial culture in the organization D. Establish values and norms that emphasize change and innovation E. Use detailed rules, SOPs, and restrictive norms to govern employees activities

Q: Which of the following is true of a low-cost strategy? A. It fares best in an organization with an informal structure. B. It fares best in an organization with more liberal norms. C. It fares best in an organization that gives its employees a lot of autonomy. D. It is aimed at increasing the value of goods as perceived by customers. E. It gives managers greater control over the organizational activities.

Q: _____ is the process by which managers create a specific type of organizational structure and culture. A. Forward vertical integration B. Tactical planning C. Contingency planning D. Economies of scale E. Organizational design

Q: _____ refers to the shared set of beliefs, values, and norms that influence how people and groups work together to achieve organizational goals. A. Organizational structure B. Organizational culture C. Organizational hierarchy D. Organizational effectiveness E. Organizational intelligence

Q: _____ refers to the formal system of task and job reporting relationships that determines how employees use resources to achieve organizational goals. A. Organizational socialization B. Organizational culture C. Organizational structure D. Organizational norms E. Organizational values

Q: Inert cultures are those whose values motivate and inspire employees. A. True B. False.

Q: By decentralizing authority, an organization establishes values that inhibit creativity. A. True B. False.

Q: In a flat, decentralized structure, people have little personal autonomy, and norms that focus on being cautious emerge because predictability and stability are desired goals. A. True B. False.

Q: People have more personal autonomy in tall, centralized organizations. A. True B. False.

Q: Organizational culture is shaped by the personal and professional characteristics of people within the organization. A. True B. False.

Q: The design of the organizational structure does not influence the organizational culture. A. True B. False.

Q: Organizational values and norms do not have any influence on an employee's decisions and actions. A. True B. False.

Q: The shared set of beliefs, expectations, values, and norms in an organization is known as organizational architecture. A. True B. False.

Q: A liaison role provides sufficient coordination when more than two functions or divisions share many common problems. A. True B. False.

Q: Decentralizing authority allows an organization and its employees to behave in a flexible way even as the organization grows and becomes taller. A. True B. False.

Q: Centralized authority helps managers to keep the organizational hierarchy flat. A. True B. False.

Q: Effective managers constantly scrutinize their hierarchies to see whether the number of levels can be increased. A. True B. False.

Q: The flatter the hierarchy of an organization, the less flexible the organization becomes. A. True B. False.