@Organizational Structure and Design

@Organizational Structure and Design - Chapter 10...

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Chapter 10 Organizational Structure and Design TRUE/FALSE QUESTIONS A MANAGER’S DILEMMA 1. According to the boxed feature for Chapter 10, management at Svenska Handelsbanken, Sweden’s premiere bank, attributes its competitive advantage to the great degree of autonomy it grants its branch managers. ( True; moderate; p. 233) 2. According to the boxed feature for Chapter 10, management at Svenska Handelsbanken, Sweden’s premiere bank, has established incentives to prevent predatory competition between branches. ( False; moderate; p. 233) DEFINING ORGANIZATIONAL STRUCTURE 3. Organizational design is the organization’s formal framework by which job tasks are divided, grouped, and coordinated. ( False; difficult; p. 234) 4. 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. 235) 5. Division of labor is the degree to which tasks in an organization are divided into separate jobs. (True; moderate; p. 235) 6. Grouping jobs on the basis of product or customer flow is termed customer departmentalization. (False; moderate; p. 237) 7. Geographic departmentalization has greatly increased in importance because of today’s competitive business environment. (False; moderate; p. 237) 8. A group of individuals who are experts in various specialties and who work together is a cross-functional team. (True; moderate; p. 237) 9. Authority is the individual’s capacity to influence decisions. (False; difficult; p. 237) 10. Responsibility is the rights inherent in a managerial position. (False; easy; p. 237) 11. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized. (True; moderate; p. 239) 12. In the last 35 years, there has been a trend of organizations moving toward increased decentralization. (True; easy; p. 239) 13. Standardization refers to the degree to which jobs within the organization are standardized and the extent to which
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employee behavior is guided by rules and procedures. (False; moderate; p. 239) ORGANIZATIONAL DESIGN DECISIONS 14. 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. 241) 15. An organic organization would likely be very flexible. (True; moderate; p. 241) 16. Innovators need the efficiency, stability, and tight controls of the mechanistic structure. (False; easy; p. 241) 17. The relationship between organizational size and structure tends to be linear. (False; difficult; p. 242) 18. Joan Woodward attempted to view organizational structure from a technological perspective. (True; moderate; p. 242)
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This note was uploaded on 12/31/2009 for the course FSD FSD taught by Professor Vinh during the Spring '09 term at ITT Tech Flint.

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@Organizational Structure and Design - Chapter 10...

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