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Exam 13: Organizational Structure

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Question 41

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Geographic departmentalization can be valuable if an organization's customers are dispersed over a large geographic area.

A) True
B) False

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Question 42

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Joshua feels confused because he answers to his own boss as well as to another boss who is in charge of one of the company's main products.He is likely working in a matrix structure.

A) True
B) False

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Question 43

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A structure characterized by extensive departmentalization,high formalization,limited information network and centralization is organic.

Mike is frustrated because it seems that every decision that he wants to make has to be approved by his boss' boss.Thus,it can be said that his organization is highly decentralized.

The mechanistic model and the organic model are at opposite extremes on a continuum.

Explain how a wide or narrow span of control affects employee autonomy.

Managers need to address seven key elements when they design their organization's structure: work specialization,departmentalization,chain of command,span of control,centralization and decentralization,formalization,and boundary spanning.

The more scarce,dynamic and complex the environment,the more organic a structure should be.

Organizations may choose only one of the forms of departmentalization.

An organizational design that combines functional and product departmentalization is known as

How job tasks are formally divided,grouped and coordinated is termed

The structure that creates dual lines of authority and combines functional and product departmentalization is the

Which strategy emphasizes the introduction of major new products and services?

Now that Terri's tasks have been divided up to create separate jobs,the next step that her organization took was to group these jobs together so that common tasks could be coordinated.This is an example of

Evidence indicates that work specialization contributes to higher employee productivity at the price of

Simple structures are characterized by

Edie is part of no fewer than six cross-functional teams at her company and she meets regularly with all of them.It is likely that she works for a mechanistic organization.

Norma's company is keen to expand into the Australian market,but does not plan to do so until other companies have proved the viability of the Australian market.This company is likely following an imitation strategy.

360-degree performance appraisals work in the circular structure but not the team structure.

Justin's company is very progressive as it is a continually evolving network of independent companies.It is likely that he is working for a virtual organization.