78) The matrix structure reduces the possibility of power struggles.
79) In structural terms, the virtual organization is highly centralized, with little or no
departmentalization.
80) A virtual organization lacks flexibility.
81) A boundaryless organization tries to flatten the hierarchy and minimizes status and rank.
82) A mechanistic model is similar to a boundaryless organization.
83) The more scarce, dynamic, and complex the environment, the more organic a structure
should be.
84) What is organizational structure?
85) What is work specialization? Discuss its advantages and drawbacks.
86) What is departmentalization?
87) Describe the five common ways of departmentalization. Give an example of each.
88) Compare and contrast centralized and decentralized organizations.
89) Formalization is a key element of organizational structure. What is indicated by
formalization? Describe the characteristics of a highly formalized organization.
90) Describe the simple structure. Discuss its advantages and disadvantages.
91) Describe the various characteristics of a bureaucracy.
92) Discuss the advantages and disadvantages of a matrix structure.
93) Describe the characteristics, advantages, and disadvantages of a virtual organization.
94) Describe the various ways in which the negative impact of downsizing can be minimized.
95) What is the difference between the mechanistic model and the organic model of
organizational structure?
96) What are the three dimensions that characterize the environment of an organization?
97) Which of the following abilities is the primary strength of a bureaucracy?
A) to perform standardized activities in a highly efficient manner
B) to break the unity-of-command concept between departments
C) to facilitate coordination when the organization has complex activities
D) to save a great deal of money by eliminating hierarchical roles
E) to rotate people through different functional areas using lateral transfers
98) In a boundaryless organization, how does management flatten the hierarchy and minimize
status and rank?
A) by eliminating cross-hierarchical teams
B) by removing vertical boundaries
C) by discouraging participative decision-making practices
D) by dividing jobs into small standardized tasks
E) by enforcing the chain of command
99) All of the following are negative impacts of downsizing on organizational performance,
except ________.
A) increased sickness absences
B) lower concentration on job
C) lower wage costs
D) less commitment to the organization
E) lower creativity
100) An organization pursuing a(n) ________ tightly controls costs, refrains from incurring
unnecessary expenses, and cuts prices in selling a basic product.
A) simple structure
B) imitation strategy
C) innovation strategy
D) cost-minimization strategy
E) matrix structure
101) Which of the following determinants of an organization’s structure describes the way an
organization transfers inputs into outputs?
A) strategy
B) environment
C) investment
D) size
E) technology
102) Job candidates who prefer ________ are likely to seek out and take employment in
mechanistic structures, and those who want ________ are more likely to end up in an organic
structure.
A) predictability; autonomy
B) centralization; decentralization
C) job satisfaction; job security
D) simple structure; matrix structure
E) virtual organizations; boundaryless organizations
103) Operating employees are not empowered to make decisions, which are reserved for top
management only.
104) In a simple structure, as size increases, decision making becomes slower.
105) Functional departments stifle interaction among functions, product lines, and units.