Chapter 9: Designing Adaptive Organizations
MULTIPLE CHOICE
1. __________ is the vertical and horizontal configuration of departments, authority, and jobs within a
company.
a.
Departmental mapping
b.
Organizational charting
c.
Organizational structure
d.
Organizational configuration
e.
Functionalization
2. __________ is the collection of activities that transforms inputs into outputs that customers value.
a.
Reengineering
b.
Functionalization
c.
Organizational structure
d.
Production positioning
e.
Intraorganizational process
3. Which of the following types of departmentalization does NOT have a problem with the duplication of
resources?
a.
functional
b.
geographic and matrix
c.
product and customer
d.
customer and functional
e.
geographic
4. Organizational authority is traditionally characterized by:
a.
chain of command
b.
empowerment
c.
behavioral informality
d.
reengineering
e.
all of these
5. One of the key assumptions underlying the chain of command is __________, which means that
workers should report to just one supervisor.
a.
delegation of command
b.
empowerment
c.
synergistic authority
d.
unity of command
e.
centralization of authority
6. A(n) __________ function is an activity that contributes directly to creating or selling the company’s
products.
a.
staff
b.
line
c.
mechanistic
d.
organic
e.
charted
7. The central concern of the job characteristics model (JCM) is:
a.
internal motivation
b.
synergy
c.
task identification
d.
time-motion studies
e.
a value-added measure
8. A(n) __________ organization is an organization that is characterized by specialized jobs and
responsibilities, precisely defined, unchanging roles, and a rigid chain of command based on
centralized authority and vertical communication.
a.
modular
b.
departmentalized
c.
standardized
d.
organic
e.
mechanistic
9. __________ is a fundamental rethinking and radical redesign of business processes to achieve
dramatic improvements in critical measures of performance, such as cost, quality, service, and speed.
a.
Pooling interdependence
b.
Reciprocating interdependence
c.
Reengineering
d.
Repositioning
e.
Manufacturing conversion
10. A human resources specialist who was examining the behavioral informality of an office would be
especially aware of:
a.
the absence of internal motivation
b.
a broad span of management
c.
a high degree of formalization within the office
d.
a mechanistic group structure
e.
spontaneity of interpersonal communications
11. Except for the core business activities that they can perform better, faster, and cheaper than others,
__________ outsource all remaining business activities to outside companies, suppliers, specialists, or
consultants.
a.
modular organizations
b.
hierarchical organizations
c.
boundaryless organizations
d.
organizational networks
e.
virtual organizations