Organizational structure has six key elements. Which of the following is not one of these elements?

Consultants Exceptional (CE) has hired you to develop training materials for their consultants. Your first assignment is to develop a training program that helps their consultants to analyze and understand the organizational structure of the company that they are assisting. CE believes that in order to adequately evaluate and understand a client company, consultants need to understand the basic organizational structure of the company. Consultants are then able to recommend actions and changes based on the company's structure. One of the questions you tell the trainees to ask is, "To what degree are tasks subdivided into separate jobs?" This question addresses the issue of ________.

________ is addressed by asking the question, "On what basis are jobs grouped together?"

Consultants Exceptional (CE) has hired you to develop training materials for their consultants. Your first assignment is to develop a training program that helps their consultants to analyze and understand the organizational structure of the company that they are assisting. CE believes that in order to adequately evaluate and understand a client company, consultants need to understand the basic organizational structure of the company. Consultants are then able to recommend actions and changes based on the company's structure. You instruct the trainees to ask about the degree of rules and regulations that direct employees and managers. You want to help them understand the ________.

Work specialization is the same as ________.

A task that is subdivided into many separate jobs is considered to have a ________.

In the late 1940s, most manufacturing jobs in industrialized countries were being done with high ________.

For much of the first half of the century, managers viewed work specialization as

________

You have divided the jobs performed by your department through work specialization and are now trying to decide how to best group these jobs to improve efficiency and customer service. You are considering whether to group activities by function, product, process, geography, or customer. You have decided that since you are a novice at departmentalization, you will go with the most popular method. You will probably choose ________.

The basis by which jobs are grouped together is termed ________.

One of the most popular ways to group activities is by ________.

Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by ________.

A plant manager who organizes the plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments is practicing ________

departmentalization.

________ departmentalization achieves economies of scale by placing people with common skills and orientations into common units.

Which one of the following is not one of the primary ways to group jobs?

Your company decides to establish southern, Midwestern, western, and eastern zones of operation. Based on this expansion, you decide to implement ________ departmentalization.

Your products fall into several categories with very different production methods for each category. Because of this, you might consider departmentalizing by ________.

You discover that your market is clearly divided between very different types of clients, with different support needs. To respond to this market diversity, you will probably choose to departmentalize by ________.

The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed ________.

The right inherent in a managerial position to give orders and expect orders to be obeyed is termed ________.

The ________ principle helps preserve the concept of an unbroken line of authority.

The unity-of-command principle states which of the following?

The ________ refers to the number of subordinates that a manager directs.

As employees are being empowered to make decisions previously reserved for management, which concept of organizational structure has become less relevant?

If you have a narrow span of control, you have a(n) ________ organization.

In reorganizing his division, Matthew must make some decisions regarding the span of control for management within his decision. The question of span of control determines

________.

________ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees.

Which of the following is true regarding organizations that establish wide spans of control?

In observing the departments in his division, Matthew notices that some managers with wide spans of control seem to perform more effectively than other managers with similarly-sized spans of control. Which of the following statements is most likely true regarding the high-performing managers?

The best definition for centralization is a situation in which decision making ________.

Which one of the following dichotomies of organizational structure specifically defines where decisions are made?

Which of the following is a drawback of a narrow span of control? It ________.

The trend in recent years has been toward ________.

In an organization that has high centralization, ________.

Your trainees are given a case study concerning a local manufacturing firm called Acme Products. In assessing Acme's organizational structure, your trainees notice that all of the company's decisions are made by top management, with little or no input from lower-level personnel. The trainees most likely identify Acme as a(n) ________ organization.

Senior management at Acme is concerned because the company takes so long to bring new products to market. Which of the following approaches would your trainees identify as most likely to help resolve this problem?

The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more ________ there is within an organization.

If a job is highly formalized, it would not include which of the following?

Employee discretion is inversely related to ________.

Which of the following is not a common organizational design?

_______ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization

Which one of the following is consistent with a simple structure?

A ________ is a flat organization.

The simple structure is most widely practiced in small businesses in which ________.

The strength of the simple structure lies in its ________.

Which of the following is not a weakness of the simple structure?

You describe a structure that is flat, has little formalization, and is fast, flexible, and inexpensive to maintain. You are describing the ________.

You assign your students a project that involves developing a business plan for a retail store. The store will have 200 employees and will serve customers both locally and internationally via a storefront and an Internet catalogue. Which of the following organizational designs is least likely to benefit the goals of this retail store?

The key component underlying bureaucracies is ________.

You extol the virtues and benefits of standardization. You are probably promoting the

________.

A bureaucracy is characterized by all of the following EXCEPT ________.

The structure that combines functional and product departmentalization is the ________.

The matrix structure combines which two forms of departmentalization?

You describe to your students a new committee within the university that brings together specialists from all different departments to develop a new interdisciplinary program. The structure probably best meets the definition of the ________.

The structure that creates dual lines of authority is the ________.

The ________ structure violates the unity of command concept.

Which one of the following problems is most likely to occur in a matrix structure?

The strength of the matrix structure is its ________.

A major disadvantage of the matrix structure is ________.

The virtual is also called the ________ or ________ organization.

You have decided to hire other organizations to perform many of the basic functions of your business. You have hired an accounting firm to keep your records, a recruiting firm to handle human resource functions, and a computer firm to handle all records. To keep costs down, you are looking for other areas in which to outsource operations. You have chosen to operate your business as a ________.

Your new organization is looking for maximum flexibility. The most appropriate structure is probably the ________.

A small, core organization that outsources major business functions is a ________

organization.

The virtual organization stands in sharp contrast to the typical bureaucracy that has many vertical levels of management and where control is sought through ________.

The primary drawback of the virtual organization is

The boundaryless organization relies heavily on ________.

You have eliminated horizontal, vertical, and external barriers within your organization. You are operating as a(n) ________.

The major advantage of the virtual organization is its ________.

Which organizational design has been called the T-form?

The ________ is a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.

If there is low formalization, a comprehensive information network, and high participation in decision making, one would expect a(n) ________ structure.

Which of the following is not a determinant of an organization's structure?

All of the following are characteristics of the organic model EXCEPT

Which of the following is NOT a characteristic of the mechanistic model?

A strategy that emphasizes the introduction of major new products and services is a(n)

________ strategy.

A company oriented around cost minimization is best served by which type of structure?

Wal-Mart is an example of a company following a

________ refers to how an organization transfers its inputs into outputs.

Which of the following is not part of an organization's environment?

Which of the following does not reflect a dynamic environment?

Which of the following generalizations about organizational structures and employee performance and satisfaction is most accurate?

Which organizational structure still dominates in many parts of Europe and Asia?

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

The degree to which tasks in the organization are subdivided into separate jobs is termed departmentalization

Specialization defines how job tasks are formally defined, grouped, and coordinated.

Work specialization may result in employee boredom, stress, and absenteeism

For much of the first half of this century, managers viewed departmentalization as promoting increased productivity

The strength of functional departmentalization lies in the efficiencies obtained by putting similar specialists together

Only one form of departmentalization can effectively be implemented in an organization at a time.

The inherent right in a managerial position to give orders and expect the orders to be obeyed is termed power.

Departmentalization answers questions for employee such as "To whom do I go if I have a problem?"

The unbroken line of authority that extends from the top of the organization to the lowest echelon is termed the command line of authority

The principle of unity of command suggests that managers should support one another

Span of command determines the number of levels and managers an organization has

All things being equal, the wider or larger the span of control, the more profitable the organization

Flat organizational structures result from narrow spans of control

Narrow spans of control can result in lack of supervision, causing performance to suffer

Having too many people report to you can undermine your effectiveness as a manager

The trend in recent years has been toward wider spans of control

The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more decentralized the organization

A decentralized organization is more likely to result in a feeling of alienation by employees than a centralized organization

There has been a marked trend toward centralization in business decision making

An increase in the number of rules and regulations results in increased formalization

The greater the formalization of an organization, the more input an employee has into how his or her work is done

Autonomy and formalization are positively related

The simple structure is flexible and inexpensive to maintain, but its chain of command is often ambiguous

A major strength of the simple structure is that it easily adapts to any size organization

One disadvantage of the simple structure is its high risk

The strength of the bureaucracy lies in its ability to perform standardized activities.

A major weakness of the bureaucracy is that specialization creates sub-unit conflicts

The bureaucracy is efficient only as long as employees confront problems brought about by programmed decision rules

The matrix structure is characterized by highly routine operating tasks achieved through specialization

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

The matrix structure facilitates the allocation of specialists

The major disadvantage of the matrix is the propensity for functional unit goals to override organizational goals

You have decided to hire a small shop to do all of your duplicating and printing. This is an example of outsourcing

The matrix organization is also called the network or modular organization

The virtual organization is effective at reinforcing management control over business operations

The major advantage to the virtual organization is its flexibility

An organization that seeks to eliminate the chain of command is a boundaryless organization

Status and rank are minimized in the boundaryless organization

Globalization serves to reinforce external boundaries within organizations

The technological thread that makes the boundaryless organization possible is wireless communications.

An organic model of structure is characterized by extensive departmentalization, high formalization, a limited information network, and centralization

The boundaryless organization is an example of the organic model of organizational design

Mechanistic structures are high in formalization

Businesses structured according to the mechanistic model usually have high employee participation in decision making

An organization's business strategy is usually determined by the organization's business structure.

An innovation strategy works well only for businesses organized within a simple structure

Businesses using innovation strategy seek to quickly move into new markets after the viability of those markets has been proven

An organization pursues a price-minimization strategy by controlling costs, avoiding unnecessary innovation or marketing expenses, and cutting prices in selling basic products.

The size of an organization affects the organization's structure at a decreasing rate of impact.

Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more organic structure

Technology is associated with how an organization transfers its inputs into outputs

Organizations operating in highly scarce, dynamic, and complex environments fare best if under organic structures

Organizational structure has little bearing on employee attitudes and behavior

Research supports the notion that employees prefer organic business structures

Organizations that are less centralized have greater employee input in business decision making.