49. Emerging organizational structures will emphasize all of the following except:
a. multiple competencies.
b. process rather than function.
c. self-managed teams.
d. extensive vertical differentiation.
50. All of the following are emerging organizational structures except:
a. circle.
b. network.
c. virtual.
d. cellular.
51. An organization using a weblike structure where some or all of their operating functions are contracted to other
organizations would be called a:
a. network organization.
b. virtual organization.
c. cellular organization.
d. circle organization.
52. A temporary set of organizations designed to come together swiftly to exploit an apparent market opportunity is
called a:
a. cellular organization.
b. circle organization.
c. virtual organization.
d. network organization.
53. Which of the following would NOT be a symptom of poor alignment between the structure and contextual variables
of an organization?
a. Delays in decision making
b. Lack of innovative responses to a changing environment
c. Increased conflict between departments
d. High executive turnover
54. Horizontal differentiation accounts for the difference in authority and responsibility in the organizational hierarchy.
a. True
b. False
55. The degree of vertical differentiation affects organizational effectiveness, but there is no consistent finding that
flatter or taller organizations are better.
a. True
b. False
56. A job description is an example of formalization.
a. True
b. False
57. The downsizing of organizations and loss of middle management has lengthened the chain of command.
a. True
b. False
58. Tall structures, those with narrow spans of control, tend to be characterized by loose supervision and weaker
controls.
a. True
b. False
59. The geographic dispersion of an organization’s offices, plants, and personnel is known as spatial integration.
a. True
b. False
60. Usually, the more specialized the jobs within an organization, the more departments are differentiated within that
organization.
a. True
b. False
61. Generally, the flatter an organization, the more vertical integration mechanisms are needed.
a. True
b. False
62. Differentiation is the process of deciding how to divide the work in an organization.
a. True
b. False
63. The degree to which jobs are narrowly defined and depend on unique expertise defines standardization.
a. True
b. False
64. Rules, procedures, liaison persons, and task forces are integrative mechanism that link organization parts and
programs.
a. True
b. False
65. Designing and building linkage coordination mechanisms is known as specialization.
a. True
b. False
66. Generally, the taller the organization, the more vertical integration mechanisms are needed.
a. True
b. False
67. The strongest method of horizontal integration is through teams.
a. True
b. False
68. The strongest method of horizontal integration is to develop a person or department designed to be an integrator.
a. True
b. False
69. Technical and support staffs make up the higher levels in the hierarchy of authority of a large hospital.
a. True
b. False
70. Mintzberg’s adhocracy configuration would most similar to the matrix type of structure.
a. True
b. False
71. The adhocracy displays a high degree of standardization, a low level of complexity, and minimal environmental
uncertainty.
a. True
b. False
72. The prime coordinating mechanism in an adhocracy is mutual adjustment.
a. True
b. False
73. The prime coordinating mechanism for the professional bureaucracy is standardization of skills.
a. True
b. False
74. Large-scale organizations tend to exhibit specialization, formalization, and complexity.
a. True
b. False
75. Formalization and specialization help large organizations decentralize decision making.
a. True
b. False
76. Formalization, specialization, and standardization all tend to be greater in larger organizations because they are
necessary to control activities within the organization.
a. True
b. False
77. Perrow‘s nonroutine technology is characterized by ill-defined problems and many exceptions.
a. True
b. False
78. Organic forms of organization are simple, informal, and standardized.
a. True
b. False
79. The domain of an organization refers to anything outside the boundaries of the organization.
a. True
b. False
80. The domain of an organization is particularly important because it is defined by the organization.
a. True
b. False
81. Two main components that determine environmental uncertainty include the amount and rate of change in an
organization’s environment, as well as the degree of complexity.
a. True
b. False
82. Organizations in the birth stage of the life cycle will most likely want a mechanistic structure in order to be
effective.
a. True
b. False
83. The emphasis in tomorrow’s organizations will be on organizing around processes.
a. True
b. False
84. For virtual organizations to be successful, they need to focus on developing trust, an identity, and a high standard of
ethics.
a. True
b. False
85. Briefly discuss the criteria on which departmentalization is based.
86. Explain why increasing organizational differentiation requires greater integration.
87. For each of the five structural configurations, identify an appropriate integrative mechanism.
88. What are the defining characteristics of the Woodward, Perrow, and Thompson approaches to technology.
89. What are some distinguishing characteristics of the external environment of a large commercial airline?
Match the following:
a. A full service gas station
b. The presidential campaign organization for one of the two political parties
c. Ford Motor Company
d. The Dallas Cowboys
e. The Securities and Exchange Commission
DIFFICULTY: Moderate
LEARNING OBJECTIVES: ORGB.NELS.15.15.03
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Strategy
KEYWORDS: Bloom‘s: Application
90. Simple structure
91. Machine bureaucracy
92. Professional bureaucracy
93. Divisionalized forms
94. Adhocracy
Match the following:
a. The number of activities, subunits or subprograms within an organization
b. The sequence of reporting relationships comprising the chain of command
c. Procedures, regulations, and job descriptions that specify an employee’s role
d. The division of labor and specification of task requirements
e. Retention of decision-making authority at the top of an organization
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.15.02
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Strategy
KEYWORDS: Bloom‘s: Knowledge
95. Formalization
96. Complexity
97. Centralization
98. Specialization
99. Hierarchy of authority
Match the following:
a. The process of crafting and adjusting the structure of an organization
b. Jobs, organizational units and their linkage
c. Geographic dispersion of organizational units
d. A graphic representation of jobs, functions, and organizational units
e. Close supervision and a narrow span of control
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.15.01
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Strategy
KEYWORDS: Bloom’s: Knowledge
100. Organization chart
101. Organization design
102. Tall structure
103. Organization structure
104. Spatial differentiation
Match the following:
a. The process of breaking organizational goals into tasks.
b. The linking of organizational parts, jobs, and roles for coordinated effort.
c. The number of employees, total assets, or units produced.
d. Tools, procedures, techniques, information, and machines used to create output.
e. Area, activities, or people outside the boundaries of an organization
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.15.01
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Strategy
KEYWORDS: Bloom’s: Knowledge
105. Differentiation
106. Environment
107. Integration
108. Size
109. Technology
Match the following:
a. The view or perception of change and disturbance outside the organization
b. Stages of development of an organization
c. Structural arrangements stemming from a stable, or relatively unchanging environment
d. A desired state and one or more courses of action necessary to achieve the desired state
e. The organization of product markets outside a firm’s home country
DIFFICULTY: Easy
LEARNING OBJECTIVES: ORGB.NELS.15.15.04
NATIONAL STANDARDS: United States – BUSPROG: Analytic
STATE STANDARDS: United States – Ohio – DISC: Strategy
KEYWORDS: Bloom’s: Knowledge
110. Globalization
111. Environmental uncertainty
112. Life cycle
113. Strategy and goals
114. Mechanistic structure