mgmt09_tif10 - Chapter 10 Organizational Structure and...

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Chapter 10 Organizational Structure and Design TRUE/FALSE QUESTIONS DEFINING ORGANIZATIONAL STRUCTURE 1. Organizational design is the organization’s formal framework by which job tasks are divided, grouped, and coordinated. ( False; difficult; p. 266) 2. Organizational structure is the degree to which tasks in an organization are divided into separate jobs. (False; moderate; p. 266) 3. The concept of work specialization can be traced back a couple of centuries to Adam Smith’s discussion of division of labor. ( True; moderate; p. 267) 4. Originally, when work specialization was implemented, employee productivity rose because it wasn’t widely used. (True; moderate; p. 267) 5. Today, most managers see work specialization as a source of ever-increasing productivity. (False; moderate; p. 267) 6. Grouping jobs on the basis of product or customer flow is termed customer departmentalization. (False; moderate; p. 268) 7. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized. (True; moderate; p. 272) 8. The concept of centralization-decentralization is absolute. (False; moderate; p. 272) 9. When effective implementation of company strategies depends on managers having involvement and flexibility to make decisions, the company is probably more decentralized. (True; moderate; p. 272) 10. A term for increased decentralization is employee empowerment, which is giving employees more authority to make decisions. (True; easy; p. 273) 2
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11. The degree of formalization varies widely between organizations and even within organizations. (True; moderate; p. 274) 12. Many of today’s organizations are extremely reliant on strict rules and standardization to guide and regulate employee behavior. (False; moderate; p. 274) ORGANIZATIONAL DESIGN DECISIONS 13. An organic organization tends to be characterized by high specialization, extensive departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision making by low-level employees. (False; moderate; p. 275) 14. An organic organization would likely be very flexible. (True; moderate; p. 275) 15. Innovators need the efficiency, stability, and tight controls of the mechanistic structure. (False; easy; p. 276) 16. The relationship between organizational size and structure tends to be linear. (False; difficult; p. 276) 17. Joan Woodward attempted to view organizational structure from a technological perspective. (True; moderate; p. 276; AACSB: Technology) 18. Woodward’s findings support that there is “one best way” to organize a manufacturing firm. (False; moderate; p. 277; AACSB: Technology) 19. Since Woodward’s initial work, numerous studies have demonstrated that organizations adapt their structures to their technology. (True; moderate; p. 277; AACSB: Technology) COMMON ORGANIZATIONAL DESIGNS 20. The strength of the functional structure is that it focuses on results.
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mgmt09_tif10 - Chapter 10 Organizational Structure and...

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