無年度 - ROBBINS英選11#95216

1. Organizational design is a process that involves decisions about ________. (A) centralization and differentiation (B) departmentalization and diversification (C) chain of command and span of control (D) work specialization and cost-leadership

2. Which of the following statements accurately defines work specialization? (A) Individual employees specialize in doing part of an activity rather than the entire activity. (B) It is the basis of grouping jobs together. (C) It is the line of authority extending from upper organizational levels to the lower levels. (D) It clarifies who reports to whom.

3. Work teams composed of individuals from various functional specialties are known as ________ teams. (A) cross-functional (B) cross-training (C) cross-control (D) cross-command

4. In case of functional departmentalization, jobs are grouped according to ________. (A) territories (B) customer flow (C) tasks (D) product lines

5. ________ departmentalization is based on the product or customer flow through the organization. (A) Product (B) Process (C) Functional (D) Customer

6. A disadvantage of ________ departmentalization is poor communication across the different groups. (A) geographic (B) functional (C) customer (D) process

7. ________ is the obligation or expectation to perform a duty. (A) Responsibility (B) Authority (C) Preponderance (D) Ascendancy

8. According to the traditional view, managers could not and should not directly supervise more than ________ subordinates. (A) fifteen or sixteen (B) nineteen or twenty (C) five or six (D) ten or eleven

9. All other things being equal, the wider or larger the span, the more ________ an organization is. (A) mechanistic (B) rigid (C) efficient (D) ambitious

10. If top managers make key decisions with little input from below, then the organization is ________. (A) not mechanistic (B) more centralized (C) not formalized (D) more decentralized

11. Which of the following factors would require a more decentralized organizational structure? (A) when the lower-level managers are not capable of making decisions (B) when the decisions to be made are not significant (C) when the lower-level managers want a voice in decisions (D) when the company is large

12. ________ refers to how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures. (A) Formalization (B) Decentralization (C) Specialization (D) Centralization

13. A(n) ________ organization is highly specialized and rigidly departmentalized. (A) mechanistic (B) fundamental (C) learning (D) organic

14. Which of the following is a characteristic of a mechanistic organization? (A) cross-functional teams (B) wide spans of control (C) clear chain of command (D) free flow of information

15. GlaxoSmithKline would become more ________ if it starts allowing its lab scientists to set the priorities and allocate the resources. (A) diversified (B) organic (C) bureaucratic (D) mechanistic

16. Paul Abdul Oil Corporation (PAOC) began as a relatively small oil company. As PAOC has grown, the company has gained a highly trained group of managers and analysts at the corporate headquarters. This group is highly adaptive in its structure. Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems. PAOC seems to have a(n) ________ structure. (A) mechanistic (B) divisional (C) organic (D) functional

17. Large organizations tend to have more ________ than smaller organizations. (A) specialization (B) centralization (C) rules and regulations (D) departmentalization

18. Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________. (A) continuous production (B) process production (C) repetitive flow production (D) series production

19. ________ is a type of technology that centers on large-batch production and requires moderate levels of complexity and sophistication. (A) Service production (B) Mass production (C) Unit production (D) Process production

20. Low vertical differentiation, low horizontal differentiation, and low formalization are characteristics of an organization that carries out ________. (A) process production (B) unit production (C) flow production (D) mass production

21. High vertical differentiation, low horizontal differentiation, and low formalization are characteristics of an organization that indulges in ________. (A) mass production (B) process production (C) serial production (D) unit production

22. In stable and simple environments, ________. (A) decentralization is necessary (B) mechanistic designs are most effective (C) organic designs are most effective (D) low formalization is necessary

23. Worldwide economic downturn, global competition, accelerated product innovation by competitors, and increased demands from customers for high quality and faster deliveries encourage organizations to become more ________. (A) centralized (B) mechanistic (C) formalized (D) organic

24. A company with low departmentalization, wide spans of control, centralized authority, and little formalization possesses a ________ structure. (A) simple (B) functional (C) matrix (D) divisional

25. Which of the following is a strength of simple structures? (A) Employees are grouped with others who have similar tasks. (B) It focuses on results. (C) It remains appropriate even as the organization changes as it grows. (D) It is inexpensive to maintain.

26. Which of the following traditional organizational designs focuses on results by holding division managers responsible for what happens to their products and services? (A) simple structure (B) divisional structure (C) functional structure (D) matrix structure

27. A ________ is an organizational design that groups similar or related occupational specialties together. (A) matrix structure (B) divisional structure (C) simple structure (D) functional structure

28. In a ________ structure the parent corporation typically acts as an external overseer to coordinate and control the various divisions and provide financial, legal, or other such support services. (A) simple (B) functional (C) matrix (D) divisional

29. Eric majored in engineering and really enjoyed his work. After the reorganization, Eric was required to work with a team that included production workers as well as marketing specialists to design the latest products the company was planning to offer. This implies ________. (A) that Eric's job responsibilities have been reduced (B) the company is becoming more mechanistic (C) that Eric is a part of a cross-functional team (D) the company is becoming more centralized

30. When Eric is offered a chance to help direct the efforts of some employees assigned to his work group, he sees this new assignment as a(n) ________. (A) increase in departmentalization (B) decrease in authority (C) increase in his responsibility (D) decrease in work specialization

31. Michelle was asked to represent the cardiac unit as part of a Total Quality Management (TQM) initiative that is aimed at improving the overall quality of care at the hospital. Other departments, such as orthopedics, neurology, oncology, and pediatrics also have representatives on this team. This TQM team is an example of ________. (A) process integration (B) a cross-functional team (C) customer departmentalization (D) a multi-cultural team

32. The fact that Michelle's signature is required on all documents and her word is the last word on all decisions relating to her unit, suggests that ________. (A) the hospital has a simple structure (B) the hospital has a decentralized structure (C) the hospital has an organic structure (D) the hospital has a centralized structure

You Can Take That to the Bank (Scenario)
Changes in banking regulations, a series of loan defaults by dotcom customers and a decline in the California real estate market have forced Western Bank, a large regional West Coast bank, to downsize in an effort to improve profitability and bolster its declining stock prices. Susan, a regional branch supervisor for the Sacramento district, has been tasked with preparing a management report concerning how these cuts are affecting bank operations and customer service. Susan believes that the most important problem that has emerged concerns span of control and decision-making authority within the bank. In the past, bank policy indicated that no manager should supervise more than six subordinates and only managers could make decisions for their individual units. However, with many of the middle managers being laid-off, upper management has increased its span of control while still insisting on retaining control on decision making at the unit level. The result is that upper managers spend all of their time putting out fires and subordinates feel they are getting answers too slowly. Lower-level employees are requesting greater authority to make decisions on their own. However, they are not as experienced at making decisions as upper-level managers. Susan believes that structural changes must be made to help Western Bank deal with the new situation effectively.

33. Susan believes that Western Bank should be more adaptive and flexible. Which of the following organizational structures is she likely to prefer? (A) centralized (B) organic (C) formalized (D) mechanistic

Leather and Lacey (Scenario)
Lacey has been hired as a consultant for Jefferson Consulting. Her first assignment is to work with one of Jefferson's newest clients, Custom Leather, Inc., a manufacturer of high-end leather furniture. Custom Leather was founded over a decade ago with the idea that great looking, comfortable leather furniture could be custom made and delivered to customers in 30 days. Traditionally, retailers stock leather sofas to satisfy the desire to receive new furniture fast limiting the choice of colors and style for the consumer. In stark contrast, Custom Leather offers 13 different styles in over 70 different colors from rich, deep browns to sleek, silver grays, to bright, ruby red through a select group of retail outlets. Each piece is built to the customer's individual requirements and is shipped within 2-3 weeks. However, the emergence of a new manufacturing technology has enabled a few, traditionally mass-production competitors to offer greater customization, adversely affecting Custom Leather's competitive advantage. As a result, Custom Leather is considering sweeping changes to current work processes and organizational structure.

34. Custom Leather CEO, Standish, is considering doubling the size of his workforce in conjunction with expanding the number of retail outlets that carry Custom Leather products. Lacey tells him that he should expect the organization to become ________ as a result of this change. (A) less formalized (B) more mechanistic (C) more decentralized (D) more organic

無年度 - ROBBINS英選11#95216

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