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organizational structure

Total questions: 75

Worksheet time: 38mins

Name
Class
Date
1.

Suppose you are currently work in our faculty technical support department and you have been chosen by the faculty high authority to be responsible for a project to construct and new automatic attendance system using face.

What kind of organization structure you are working in?

a)

Functional

b)

Strong Matrix

c)

weak Matrix

d)

Project

2.

Who will control the project budget.__________-_______________

a)

Functional manager

b)

Project Manager

c)

Mixed

3.

_______ is the specification of the jobs to be done within an organization and the ways in which they relate to one another

a)

Organization chart

b)

Organization structure

c)

chain of command

d)

strategy

4.

________ is a diagram that shows a company's structure and showing employees where they fit into its operations.

a)

Organization chart

b)

Organization structure

c)

chain of command

d)

strategy

5.

_____ it reports relationship within a company.

a)

structure

b)

chart

c)

chain of command

d)

plan

6.

A system or organization in which people or groups are ranked one above the other according to status or authority.

a)

Ranking

b)

Grading

c)

Hierarchy

d)

Ladder

7.

A person or organization having power or control in a particular, typically political or administrative, sphere.

a)

Authority

b)

Officials

c)

Leader

d)

Commander

8.

The ability of an individual or a group of individuals to influence and guide followers or other members of an organization.

a)

Service

b)

Management

c)

Leadership

d)

Guidance

9.

The process of making choices by identifying a decision, gathering information, and assessing alternative resolutions.

a)

Problem Solving

b)

Strategy

c)

Synthesis

d)

Decision-making

10.

Ready and able to change so as to adapt to different circumstances.

a)

Adaptable

b)

Amenable

c)

Flexible

d)

Supple

11.

_____ defines how job tasks are formally divided, grouped, and coordinated.

a)

Organizational structure

b)

work speacialization

c)

Departmentalization

d)

Organizational behavior

12.

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

a)

departmentalization

b)

work specialization

c)

formalization

d)

authority

13.

Work specialization is the same as _____.

a)

a. departmentalization

b)

b. division of labor

c)

c. decentralization

d)

d. job grouping

14.

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

a)

bureaucracy

b)

specialization

c)

centralization

d)

departmentalization

15.

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

a)

A. function

b)

B. process

c)

C. geography

d)

D. product

16.

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

a)

a. target customer

b)

b. product

c)

c. functional

d)

d. geographic

17.

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 _____.

a)

a. chain of command

b)

b. authority

c)

c. span of control.

d)

d. unity of command

18.

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

a)

. chain of command

b)

authority

c)

power

d)

unity of command

19.

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

a)

A. span of control

b)

B. unity of command

c)

C. chain of command

d)

D. decentralization principle

20.

In an organization that has high centralization, _____.

a)

the corporate headquarters is located centrally to branch offices

b)

all top level officials are located within the same geographic area

c)

action can be taken more quickly to solve problems

d)

top managers make all the decisions and lower level managers merely carry out directions

21.

The primary characteristics of the _____ structure are that it breaks down departmental barriers and decentralizes decision making to the level of the work team.

a)

a. virtual

l

b)

b. team

c)

c. boundaryless

d)

d. organizational

22.

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

a)

a. team

b)

b. virtual

c)

c. boundaryless

d)

d. matrix

23.

The boundaryless organization relies heavily on _____.

a)

a. information technology

b)

b. efficient chains of command

c)

c. the simple structure

d)

d. the matrix structure

24.

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

a)

centralization

b)

disempowerment

c)

work specialization

d)

decentralization

25.

Which of the following is NOT true of project management structures?

a)

They provide a framework for launching and implementing projects

b)

They appropriately balance the needs of both the parent organization and the project

c)

In selecting a management structure, the culture of the organization is not a huge consideration

d)

The project itself should be considered when determining which structure is best

e)

They help determine who has most authority in regard to managing the project

26.

All of the following are disadvantages of organizing projects within a matrix arrangement EXCEPT

a)

Dysfunctional conflict between functional managers and project managers.

b)

Expensive.

c)

Infighting.

d)

Stressful.

e)

Longer project duration.

27.

In this organizational structure, program managers usually reports to the CEO

a)

Functional Organization

b)

Projectized Organization

c)

Matrix Organization

28.

Which of the following is/are the advantages of Functional organization

a)

No structural change

b)

Flexibility

c)

Easy post-project transition

d)

Cohesive

e)

Fast

29.

In this type of matrix the project manager has broader control and functional department act as subcontractors to the project

a)

WEAK

b)

BALANCED

c)

STRONG

d)

HEAVY

30.

Which structure would be most appropriate for developing a new, highly innovative product that has strict time constraints?

a)

Functional organization

b)

Balanced matrix

c)

Dedicated project team

d)

Strong matrix

e)

Weak matrix

31.

The personality of an organization is a simple explanation of (a)   .

32.

The projectized form of project management structure is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project.

a)

TRUE

b)

FALSE

33.

What is more important for project success, the formal project management structure or the culture of the parent organization?

4 lines
34.

Work specialization in organization are divided based on___________

a)

Salary

b)

Qualification

c)

Position

d)

Authority

35.

Chain of command is_________

a)

Refer to the number of workers who report to one managers

b)

A link to all persons in organization who report to whom

c)

Organizational tasks are divided into separated jobs

36.

Scalar of command is____________

a)

More communication layer

b)

Directly report

37.

"Transfer of authority from manager to a staff". The statement is refer to__________

a)

Authority

b)

Delegation

c)

Centralization

d)

Chain of Command

38.

Span of control is_________

a)

Organizational tasks are divided into separated jobs

b)

Refer to the number of workers who report to one managers

c)

A link to all persons in organization who report to whom

39.

"Requires a manager to supervise a larger group of employees". The statement is refer to___________

a)

A wide span of control

b)

A narrow span of control

40.

Decentralization is_____________

a)

Systematically works to concentrate authority at the upper levels

b)

Management consciously attempts to spread authority to the lower organization levels

41.

Bureaucracy can associated to the following EXCEPT__________

a)

Red Tape

b)

Efficiency

c)

Inefficiency

d)

Rigidity

e)

Paper-work

42.

Select FIVE (5) characteristics of Weber bureaucratic structure

a)

Division of labor, Hierarchy of authority, Competence, Delegation, Impersonality

b)

Division of labor, Hierarchy of authority, Competence, Rules, Impersonality

c)

Division of labor, Hierarchy of authority, Unity of command, Rules, Impersonality

43.

"This structure is to satisfy employees' needs and job satisfaction". The statement is refer to__________

a)

Bureaucratic structure

b)

Participatory structure

c)

Hierarchy of authority

d)

Impersonality

44.
Major changes have occurred in most businesses setting up their internal management structures including more and more companies adopting a 'flatter' and more decentralized structure where decisions are taken elsewhere than at the head office. The question is why did this change happen?
a)
All the answers are correct
b)
Multinational organizations find that taking decisions centrally means they are not taking local or regional factors into account
c)
Communication systems are becoming more mobile and instantaneous, allowing workers to work in teams much more effectively
d)
Employees are becoming better qualified and more knowledgeable – they do not want to work in formal hierarchies
45.
The use of matrix project teams has been championed by one of the most famous authors on organizational structure. In his book entitled In Search of Excellence (1982), he suggested that the use of teams should lead to more innovative and creative ideas because staff will be more motivated to contribute, what is the name of the famous author?
a)
Aquila Adam
b)
Charles Dean
c)
Tom Peters
d)
Hiram Maxim
46.
The organizational structure that creates project teams that cross traditional functional departments is referred to as?
a)
Flat Structure
b)
Circular Structure
c)
Organizational structure
d)
Matrix structure
47.
Tall (or narrow) organizational structures have a large number of hierarchical levels and this creates some major problems. Mention the main problems of organizational structure organization
a)
Communication through the organization can be slow with messages distorted or filtered in some way
b)
Spans of control are likely to be narrow – see below.
c)
There is likely to be a greater sense of remoteness, among those at lower levels, from the decision-making powers at the top
d)
All the answers are correct
48.
The authority to perform tasks and make decisions from higher to lower levels in the organization is referred to as?
a)
Centralization
b)
Delegation
c)
Decentralization
d)
Span of control
49.
What are the disadvantages of the matrix structure?
a)
The structure is very simple
b)
Resources are used efficiently
c)
The emergence of leadership dualism
d)
Good and smooth communication Answer
50.
Mention 2 characteristics of personal relationships that are commonly used in business organizations
a)
Formal structure and informal structure
b)
Education structure and health structure
c)
Integrative structure and disintegrative structure
d)
Political structure and Oriented structure
51.
The manager, who has direct authority over people, decisions, and resources in the organizational hierarchy is called?
a)
General Manager
b)
Top Manager
c)
Middle Manager
d)
Line managers
52.
what is a formal organization?
a)
Interpersonal collections without a conscious common goal, even though in the end the conscious relationships are for a common purpose
b)
Personal networks and social relationships that develop among people in an organization
c)
An organization in which there are two or more people who can play a role in improving themselves with a common goal
d)
All the answers are correct
53.
Decision-making power is passed down to the organization to empower subordinates and regional/product managers, referred to as?
a)
Decentralization
b)
Centralization
c)
Delegation
d)
Span of control
54.
This is the route through which authority is passed down an organization – from the chief executive and board of directors, referred to as?
a)
Delegation
b)
Span of control
c)
Centralization
d)
Chain of command
55.
Removal of one or more hierarchical levels from the organizational structure is referred to as?
a)
Delegation
b)
Span of control
c)
Delayering
d)
Centralization
56.
A stage of organizational structure in which the personnel in it have the same status and authority, called?
a)
Level of hierarchy
b)
Span of control
c)
Delayering
d)
Centralization
57.
Managers who, as specialists, provide support, information, and assistance to line managers, are referred to as?
a)
Informal organization
b)
Staff managers
c)
Line managers
d)
Span of control
58.
Create good design and improve performance by…
a)
Modernization
b)
Togetherness
c)
Specialization
d)
Unifying tasks
59.
The relationships needed when making interaction decisions can be made, both in writing and orally, with people who are in…
a)
Outside unit
b)
Inside unit
c)
In subordinates
d)
All related units
60.
The development of the organization due to the increasing demand for goods and services in the context of…
a)
Diversification
b)
Capitalization
c)
Universal
d)
Intensive
61.
An outcome that can be reflected in organizational productivity by top management is in the form of…
a)
Mobile supervision
b)
Direct supervision
c)
Surprise instructions
d)
Representative supervisor
62.
The most appropriate way to do at the middle management level in dealing with problems …
a)
Testing ability
b)
Analyzing data
c)
Acting appropriately
d)
Packaging information
63.

_______________ is the formal arrangement of jobs within an organization.

a)

Departmentalization

b)

Organizational design

c)

Organizational structure

d)

Work specialization

64.

In describing the degree to which tasks in an organization are divided into separate jobs, managers use the term ___________.

a)

work specialization

b)

departmentalization

c)

chain of command

d)

span of control

65.

Which statement accurately defines work specialization?

a)

It is the degree to which tasks are grouped

b)

Jobs are ranked relative only to their worth or value to the

c)

It clarifies who reports to whom

d)

Individual employees specialize in doing part of an activity rather than the entire activity

66.

Functional departmentalization groups jobs by ______________.

a)

tasks they perform

b)

territories they serve

c)

type of customer they serve

d)

products or services they manufacture or produce

67.

Nestle can use which type of departmentalization?

a)

function

b)

geography

c)

process

d)

customer

68.

The line of authority that extends from the upper levels of management to the lowest levels of the organization is ____________.

a)

span of control

b)

centralization

c)

chain of command

d)

work specialization

69.

________________ is the obligation or expectation to perform a duty.

a)

responsibility

b)

authority

c)

span of command

d)

unity of command

70.

The theory that a person should report to only one manager is called ____________.

a)

unity of command

b)

span of control

c)

centralization

d)

decentralization

71.

The degree to which decision making is confined at a single point in an organization is described as

a)

unity of command

b)

chain of command

c)

centralization

d)

decentralization

72.

The degree to which jobs are standardized and guided by rules and procedures is called

a)

formalization

b)

centralization

c)

decentralization

d)

specialization

73.

When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.

a)

true

b)

false

74.

The theory that a person should report to only one manager is called unity of command

a)

true

b)

false

75.

The degree to which decision making is confined at a single point in an organization is described as decentralization

a)

true

b)

false

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