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Name:
Class:
Date:
Chapter 14—Organizational Structure and Design
c.
network organization
d.
matrix
e.
bureaucracy
67. A _________ is a collection of autonomous units or firms that act as a single larger entity, using social mechanisms
for coordination and control.
a.
division
b.
lattice
c.
network organization
d.
matrix
e.
bureaucracy
68. Which type of structure do new or young organizations typically have?
a.
matrix structure
b.
functional structure
c.
bureaucratic structure
d.
prebureaucratic structure
e.
lattice structure
69. A large organization's legal department is staffed solely with lawyers. This illustrates
a.
matrix structure.
b.
functional structure.
c.
bureaucratic structure.
d.
prebureaucratic structure.
e.
lattice structure.
70. In a ____________, all functional activities are controlled by a product group at headquarters; local managers do not
usually provide input into product decisions and are involved only in local administrative, legal, and financial affairs.
a.
global area division structure
b.
regional lattice structure
c.
regional headquarters structure
d.
global product division structure
e.
global transnational division structure
71. A ____________ has a balanced, matrixed relationship between local managers and headquarters with a two-way flow
of ideas, resources, and employees between the two locations.
a.
global area division structure
b.
regional lattice structure
c.
regional headquarters structure
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Chapter 14—Organizational Structure and Design
d.
global product division structure
e.
global transnational division structure
72. In a ____________, a headquarters is established in major geographical areas that works collaboratively with the
product divisions to give the local units clearer operational goals and directions.
a.
global area division structure
b.
regional lattice structure
c.
regional headquarters structure
d.
global product division structure
e.
global transnational division structure
73. In a ____________, regional and/or country managers are given substantial autonomy to adapt strategies to fit local
situations.
a.
global area division structure
b.
regional lattice structure
c.
regional headquarters structure
d.
global product division structure
e.
global transnational division structure
74. Which type of multinational organizational structure is appropriate when local differences are large and the benefits of
global integration are small?
a.
global area division structure
b.
regional lattice structure
c.
regional headquarters structure
d.
global product division structure
e.
global transnational division structure
75. Which type of multinational organizational structure is appropriate when the benefits of global integration are large
and local differences are small?
a.
global area division structure
b.
regional lattice structure
c.
regional headquarters structure
d.
global product division structure
e.
global transnational division structure
76. Which type of multinational organizational structure works best when both global integration and local responsiveness
are needed?
a.
global area division structure
b.
regional lattice structure
Name:
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Date:
Chapter 14—Organizational Structure and Design
c.
regional headquarters structure
d.
global product division structure
e.
global transnational division structure
77. Which type of multinational organizational structure is best when a balance of global integration and local
responsiveness is needed?
a.
global area division structure
b.
regional lattice structure
c.
regional headquarters structure
d.
global product division structure
e.
global transnational division structure
78. Which type of structure is characterized by employees having two bosses at the same time?
a.
matrix structure
b.
functional structure
c.
bureaucratic structure
d.
prebureaucratic structure
e.
lattice structure
79. Which type of organizational structure places a greater importance on employees higher in the structure, as reflected
by centralized decision making and a strict chain of command?
a.
matrix structure
b.
functional structure
c.
bureaucratic structure
d.
prebureaucratic structure
e.
lattice structure
80. In which type of organization do managers spend a lot of time coordinating and controlling the network of contractors
and strategic alliances?
a.
multinational organization
b.
lattice organization
c.
network organization
d.
matrix organization
e.
bureaucratic organization
81. In which type of structure do costs tend to be higher due to the presence of program managers in addition to the
functional managers?
a.
bureaucratic structure
b.
prebureaucratic structure
Name:
Class:
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Chapter 14—Organizational Structure and Design
c.
network structure
d.
matrix structure
e.
team-based structure
82. Which type of organizational structure provides the founder the most control over the organization’s decisions and
growth?
a.
matrix structure
b.
functional structure
c.
bureaucratic structure
d.
prebureaucratic structure
e.
lattice structure
83. A(n) _________ contracts out almost all of its functions except for the company name and managing the coordination
among the contractors.
a.
lattice organization
b.
virtual organization
c.
network organization
d.
matrix organization
e.
community of practice
84. In which integrating mechanism do managers from different units informally work together to coordinate or to
identify and solve shared problems?
a.
community of practice
b.
task force
c.
liaison role
d.
direct contact
e.
cross-functional team
85. In which integrating mechanism is a manager or team member held formally accountable for communicating and
coordinating with other groups?
a.
community of practice
b.
task force
c.
liaison role
d.
direct contact
e.
cross-functional team
86. Which term refers to a temporary committee formed to address a specific project or problem?
a.
community of practice
b.
task force
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Chapter 14—Organizational Structure and Design
c.
liaison role
d.
direct contact
e.
cross-functional team
87. Which term refers to a permanent committee formed to address specific problems or recurring needs?
a.
community of practice
b.
task force
c.
liaison role
d.
direct contact
e.
cross-functional team
88. Which term refers to a group of people whose shared expertise and interest in a joint enterprise informally binds them
together?
a.
community of practice
b.
task force
c.
liaison role
d.
direct contact
e.
cross-functional team
89. The difference between direct contact and a liaison role is that direct contact is _________ whereas a liaison role is
_________.
a.
formal, informal
b.
informal, formal
c.
temporary, permanent
d.
permanent, temporary
e.
effective, ineffective
90. The difference between a task force and a cross-functional team is that a task force is _________ whereas a cross-
functional team is _________.
a.
formal, informal
b.
informal, formal
c.
temporary, permanent
d.
permanent, temporary
e.
effective, ineffective
91. A group of civil engineers who share their knowledge and insights with other civil engineers is an example of a(n)
a.
intranet.
b.
virtual organization.
c.
community of practice.
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Chapter 14—Organizational Structure and Design
d.
task force.
e.
cross-functional team.
92. Which of the following is NOT a good suggestion for creating the conditions that enable communities of practice to
flourish?
a.
start with a clear area of business need
b.
recruit management involvement
c.
don't start timidly
d.
build on informal employee initiatives already underway
e.
celebrate contributions
93. When an organizational restructuring results in fewer employees, which of the following is NOT a common effect on
the employees who remain?
a.
increased turnover intention
b.
increased stress
c.
increased motivation
d.
decreased commitment
e.
All of these are common effects.
94. Organizations that have an organic structure typically
a.
have many levels in their organizational hierarchy.
b.
concentrate decision making powers among few managers.
c.
require obedience without questioning the organization's goals.
d.
require their members to be committed to the organization's tasks.
e.
none of these
95. Larger organizations tend to have ________ specialization and departmentalization and ______ rules than do smaller
firms.
a.
less, less
b.
more, more
c.
less, more
d.
more, less
e.
neither more nor less, neither more nor less
96. Halo runs a tattoo parlor. Customers who place orders have unique words or images inked permanently into their skin.
This is an example of
a.
mass production.
b.
unit production.
c.
continuous production.
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Class:
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Chapter 14—Organizational Structure and Design
d.
matrix structure.
e.
lattice structure.
97. Which of the following is true about communities of practice?
a.
they provide only qualitative, rather than quantitative, value
b.
they can span multiple companies
c.
they meet regularly
d.
they meet in person
e.
none of these
98. Compared to wider spans of control, narrow spans of control are _________ costly and provide _________
supervision and coaching.
a.
less, more
b.
more, less
c.
less, less
d.
more, more
e.
equally, just as much
99. Creating smaller units within a larger organization can increase which of the following?
a.
flexibility
b.
adaptability
c.
decision-making speed
d.
all of these
e.
none of these
100. Which of the following is NOT true about communities of practice?
a.
they must be recognized by executive leadership
b.
they usually do not show up on organizational charts
c.
they can use the company intranet to develop a sense of community
d.
they share knowledge and experience openly and creatively
e.
All of these are true of communities of practice.
Completion
101. An organizational ___________ shows all the people, positions, reporting relationships, and lines of formal
communication in the organization.
102. ____________________ of ____________________ refers to the way the organization's work is separated into
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Chapter 14—Organizational Structure and Design
different jobs to be done by different people.
103. ____________________ means decision making occurs throughout the organizational hierarchy.
104. ____________________ is the transfer to others of authority to make decisions and use organizational resources.
105. A ___________ is a permanent task force created to address specific problems or recurring needs.
106. When a firm uses _________ production, it produces in small batches or makes one-of-a-kind custom products.
107. _________ structure groups people with the same skills, or who use similar tools or work processes, together into
departments.
108. A ____________ is a group of people whose shared expertise and interest in a joint enterprise informally binds them
together.
109. When a firm uses _________ production, machines constantly make the product and employees monitor the
machines and plan changes.
110. _________ structure refers to smaller organizations with low standardization, total centralization, and mostly one-on-
one communication.
Matching
Match each scenario with the type of structure that it most clearly illustrates.
a.
Jack's organization consists entirely of permanent project groups that report only to their project leader.
b.
In Jacob's organization, when a project comes up, a cross-level and cross-functional team is formed to tackle it.
Once the project ends, the team dissolves.
c.
One of the most stressful things about Edi's job is that her two bosses -- her functional manager and her project
manager -- often give her conflicting instructions. When she points this out, they engage in bitter power struggles.
d.
Miranda's organization is actually a collection of autonomous firms. She spends a lot of her time coordinating the
activities of the various firms to which she contracts out her organizational functions.
e.
Shepard just founded a new organization and does most of the tasks himself with a few friends. He also makes
nearly all of the decisions for the firm.
f.
The company Samara works for is made up of departments consisting of people who do similar activities.
g.
As Talia's company grows, she increases the division of labor, standardization of work procedures, and written
rules in order to more effectively manage the increasing number of employees.
111. lattice structure
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Chapter 14—Organizational Structure and Design
112. bureaucratic structure
113. functional structure
114. prebureaucratic structure
115. team-based structure
116. network organization
117. matrix structure
Match each scenario with the type of production that it most clearly illustrates.
a.
Workers in an assembly line put pickles in cans.
b.
A power station produces electricity for a city.
c.
A craftsman makes custom jewelry to order.
118. unit
119. mass
120. continuous
Essay
121. Explain, with examples, the difference between organic and mechanistic structures. What are some advantages and
disadvantages of each?
122. Define unit, mass, and continuous production. Provide examples of real or hypothetical companies that use each.
123. Discuss the definition, advantages, and disadvantages of matrix structure. Use examples to explain when it would be
worse and when it would be better to use than lattice structure.
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Chapter 14—Organizational Structure and Design
124. Discuss what communities of practice are and what managers can do to foster their creation and development.
125. Define centralization and decentralization and discuss the circumstances in which each is more desirable.
