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| 1 | |
The division of labor and the patterns of coordination, communication, work flow, and formal power that direct organizational activities is known as |
| | A) | organizational design. |
| | B) | organizational structure. |
| | C) | platform teams. |
| | D) | formalization. |
| | E) | coordination. |
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| 2 | |
At MAC Central Processing Incorporated, the work load is divided among its twenty talented employees. In this way, each group is able to focus on its particular area of expertise. MAC's top-level managers have found this ______________ has significantly increased the efficiency of the work performed. |
| | A) | team-based structure |
| | B) | mechanistic structure |
| | C) | division of labor |
| | D) | functional structure |
| | E) | concurrent engineering |
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| 3 | |
Of the following statements, which one is least likely to be true regarding the concept of a formal organizational hierarchy? |
| | A) | This hierarchy has been called the best coordinating mechanism for large organizations. |
| | B) | It can be efficient for simple and routine situations. |
| | C) | It has proven to be agile for coordination in complex situations. |
| | D) | Coordination should occur through the chain of command. |
| | E) | The formal hierarchy coordinates work among executives through the division of organizational activities. |
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| 4 | |
The number of people directly reporting to the next level in the organizational hierarchy is best known as ______________________. |
| | A) | the span of control. |
| | B) | a matrix structure |
| | C) | centralization |
| | D) | a network structure |
| | E) | an organic structure |
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| 5 | |
Whenever an organization decides to cut back on the number of layers in its hierarchy it should be aware of the potential consequences associated with such a decision. All of the following are potential consequences of removing hierarchy layers except _________________. |
| | A) | undermining of managerial functions |
| | B) | restriction of managerial career development |
| | C) | reduction of costs incurred |
| | D) | decreased workload |
| | E) | reduction of stress |
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| 6 | |
The BTZ Company is an old producer of fine oak furniture. It has been in business for well over sixty-five years. BTZ still favors the use of rules, procedures, and formal training to keep its staff at peak performance level. This standardization has helped the company remain an industry leader for many years. It is most likely that BTZ engages in the practice of ___________________. |
| | A) | formalization |
| | B) | centralization |
| | C) | concurrent engineering |
| | D) | decentralization |
| | E) | mechanization |
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| 7 | |
Which type of organizational structure is characterized by a wide span of control, little formalization, and decentralized decision making? |
| | A) | Mechanistic structure |
| | B) | Organic structure |
| | C) | Network structure |
| | D) | Matrix structure |
| | E) | team-based structure |
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| 8 | |
All of the following except which one is true and applicable about a globally integrated enterprise? |
| | A) | Its divisional operations are conducted from where the work is concentrated. |
| | B) | It connects work processes around the globe. |
| | C) | People are organized around product or client divisions. |
| | D) | Its functions are sensitive to cultural differences. |
| | E) | There is a marked decrease in virtual teamwork. |
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| 9 | |
Which one of the following statements concerning matrix structures is most accurate? |
| | A) | Matrix structures overlays two organizational forms in order to leverage the benefits of both. |
| | B) | All successful global corporations adopt a matrix structure that combines geographical divisions with product divisions. |
| | C) | All matrix structures overlap a functional structure with project teams. |
| | D) | The matrix structure rarely makes efficient use of resources. |
| | E) | It focuses on production over customer service. |
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| 10 | |
The _______________ is best identified as an alliance of several organizations for the purpose of creating a product or serving a client. |
| | A) | centralized organization |
| | B) | network structure |
| | C) | mechanistic organization |
| | D) | globally integrated enterprise |
| | E) | informal organization |
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