1.
(p. 490)
Organizational structure does not influence employee attitudes and behavior.
2.
(p. 491)
As companies grow larger, their organizational charts get simpler.
3. Organizational structure differs from country to country based on the traditional
architecture forms in each country.
4.
(p. 491)
Henry Ford was a strong believer in work specialization.
5.
(p. 491)
There are trade-offs when organizations make jobs highly specialized.
6.
(p. 492)
High levels of specialization are more acceptable in smaller firms in which employees
must be more flexible in their job duties.
7.
(p. 492)
Employees tend to be more satisfied with jobs that require them to perform a specialized
kind of activity.
8.
(p. 492)
Every employee in a traditional organizational structure has one person to whom they
report.
9.
(p. 492)
The chain of command signifies the flow of authority to attain order, control, and
predictable performance.
10. A company’s chain of control determines how many employees report to each manager.
11.
(p. 493)
Wide spans of control allow managers to be much more hands-on with employees.
12.
(p. 493)
Organizational performance increases as span of control increases, but only up to a
certain point.
13.
(p. 494)
Decentralized organizational structures tend to concentrate power and authority within a
relatively tight group of individuals in the firm.
14. Once a company becomes large, it is impossible to retain a centralized structure. Large
companies must use decentralized structures.
15.
(p. 495)
Organic organizations are efficient, rigid, predictable, and standardized organizations that
thrive in stable environments.
16.
(p. 495)
Organic organizations encourage lateral communication.
17.
(p. 497)
Organizations which do not proactively develop designs may be forced to change their
structure to become more effective.
18.
(p. 497)
Dynamic environments allow organizations to focus on efficiency and require little change
over time.
19.
(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.
20.
(p. 498)
Companies that focus on a differentiation strategy are more likely to take a mechanistic
approach to organizational design.
21.
(p. 498)
If technologies need to be changed often to suit consumer needs, the decisions should be
centralized.
22.
(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.
23.
(p. 499)
A simple structure makes perfect sense for a large organization, with one person as the
central decision-making person.
24.
(p. 500)
Many small companies evolve into functionally based structures as they grow larger.
25.
(p. 500)
Product structures group business units around different products that the company
produces.
26.
(p. 502)
Companies that have limited customers with similar needs and tastes must develop client
structures to organize their business.
27.
(p. 503)
The matrix structure represents a combination of two or more different structures.
28.
(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.
29.
(p. 506)
Organizational restructuring has a moderate negative effect on organizational
commitment.
30.
(p. 506)
Restructuring efforts typically enhance employees’ trust in the organization.
31.
(p. 507)
The most common kind of restructuring in recent years has been a “flattening” of the
organization.
32.
(p. 507)
Many restructuring efforts are designed to remove one or more organizational layers to
reduce costs.
33. There is a lessening of stress for survivors once a layoff has ended because the survivors
know their jobs are safe.
34.
(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.
35.
(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.
36.
(p. 490)
_____ formally dictates how jobs and tasks are divided and coordinated between
individuals and groups within the company.
37.
(p. 491)
Which of the following represents every job in the organization and the formal reporting
relationships between those jobs?
38.
(p. 491)
The degree to which tasks in an organization are divided into separate jobs refers to:
39.
(p. 491)
Which of the following elements of an organizational structure is also referred to as a
company’s division of labor?
40.
(p. 491)
Which of the following is true about work specialization?
41.
(p. 492)
The degree to which a job requires a number of different activities involving a number of
different skills and talents is referred to as:
42.
(p. 492)
Which element of the organizational structure signifies formal authority relationships?
43. Melissa is describing her company’s organizational structure. Which of the following
terms and concepts wouldn’t she use in her description?
44.
(p. 493)
Span of control:
45.
(p. 493)
The more people under the control of one manager, the _____.