Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
41. To create an empowering environment, a manager should avoid:
a) allowing employees to make decisions themselves.
b) taking suggestions and ideas from subordinates.
c) giving workers a chance to take the initiative in solving problems.
d) closely supervising and regulating the work process.
42. A(n) __________ emphasizes formal authority, rules, order, fairness, and efficiency.
a) organic organization
b) horizontal structure
c) decentralized organization
d) bureaucratic organization
43. Which of the following organizational designs is more bureaucratic and has a vertical
structure?
a) Organic design
b) Mechanistic design
c) Matrix design
d) Empowered design
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 18
44. Organizations that are most likely to have centralized management are:
a) empowered organizations.
b) organic organizations.
c) mechanistic organizations.
d) matrix organizations.
45. __________ are adaptive, using a decentralized and horizontal structure.
a) Classical designs
b) Mechanistic designs
c) Bureaucracies designs
d) Organic designs
46. Which of the following statements is true of organizations with a mechanistic design?
a) They are not bureaucratic.
b) They are easily adaptable to less-predictable situations.
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
c) They handle change better than organizations with an organic design.
d) They thrive in stable environments.
47. Informal structures and interpersonal networks are more likely to be the characteristics of
a(n) __________ .
a) functional design
b) vertical design
c) organic design
d) bureaucratic design.
48. __________ allows a worker to complete a full-time job in less than five days.
a) A flexible working hours policy
b) A compressed workweek
c) Job sharing
d) Telecommuting
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 21
Ans: False
Bloom’s: Knowledge
Level: Easy
Learning Objective 1: Understand organizing as a managerial responsibility.
Section Reference: Organizing is one of the management functions.
AACSB: Analytic
52. An organization chart describes a company’s mission.
53. The informal structure of an organization is also known as a shadow organization.
54. The essence of the functional chimneys problem is that the subunits of an organization
compete among themselves.
Schermerhorn & Bachrach / Exploring Management, 56th Edition Test Bank
62. A(n) __________ is a diagram of positions and reporting relationships within an
organization.
63. __________ identifies the informal structures and their embedded social relationships that
are active in an organization.
64. Separating people to perform different tasks that aggregate into a unified whole is known as
the __________.
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 25
65. The shadow organization that operates within a formal organization is known as a(n)
__________.
66. A significant problem with functional organizations is the lack of communication between
the various functional areas. This problem is known as the __________.
67. The structural approach that attempts to generate the advantages of both the functional and
divisional forms is the __________.
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 27
72. A(n) __________ uses permanent and temporary cross-functional teams to improve lateral
relations.
73. With __________, top management allows lower levels to help make decisions on matters
where they are best prepared or informed.
74. __________ give employees some choice in daily work hours.
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 29
78. Describe a functional structure and some of its important advantages and disadvantages.
79. Describe a division structure and the various substructures within it.
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 30
80. What is a matrix structure? What are the two structures from which it is formed? What are
the advantages and disadvantages of a matrix structure?
81. How is organizational height related to span of control?
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 31
82. How is decentralization related to delegation? Explain the three steps to be followed while
delegating jobs to others.
83. Discuss the differences between the mechanistic design and the organic design.
Copyright © 20168 John Wiley & Sons, Inc. TB 78 – 32
84. Describe some common alternate work schedules employed by modern organizations. List
the advantages of each.