AVOB Q13

Student: ___________________________________________________________________________ 1. Standardizing work through job descriptions and procedures: A. is a form of coordination. B. is more common when the work is complex and ambiguous. C. tends to reduce ualit! and consistenc!. ". is unnecessar! in large organizations. #. is more common in organic rather than mechanistic structures.

$. "ecentralization is more likel! to occur when: A. an organization becomes so complex that senior executi%es cannot process all the decisions that significantl! influence the business. B. corporate leaders want more consistent decisions across all work units. C. corporate leaders want to increase consistenc! and reduce costs across the organization. ". all of these occur. #. none of these occur.

&. 'hich organizational structure actuall! consists of se%eral organizations( A. "i%isionalized structure B. )unctional structure C. Simple structure ". *atrix structure #. +etwork structure

,. 'hich of these statements about team-based organizational structures is )A.S#( A. /eam-based structures ha%e %er! little formalization. B. /eam-based structures make extensi%e use of formal hierarch! as a coordinating mechanism. C. /eam-based structures impro%e communication and cooperation across skills and areas of expertise. ". /eam-based structures are usuall! more responsi%e and flexible than functional structures. #. /eam-based structures are usuall! found within larger di%isionalized structures.

0. A steel manufacturing firm with about 11222 emplo!ees operates in an en%ironment that is simple and integrated 3it makes a small number of steel products to a few ke! customers4 but also d!namic and hostile 3rapidl! changing technolog! and customer needs with man! competitors4. Based on the en%ironment in which this compan! operates1 it would be more successful with: A. an organic structure. B. a centralized structure. C. a di%isionalized structure. ". a matrix structure. #. a mechanistic structure.

5. 6ne problem with a functional structure is that: A. it is more difficult to directl! super%ise emplo!ees within each department. B. it produces higher d!sfunctional conflict and poorer coordination. C. it makes it difficult to permit greater specialization of skills. ". it pre%ents companies from creating economies of scale in their pool of talent. #. emplo!ees ha%e difficult! creating career paths within their area of knowledge.

7. 888888888888 establishes the chain of command1 that is1 the s!stem of common super%ision among positions and units within the organization. A. Span of control B. )ormalization C. /he organization9s en%ironment ". :ob specialization #. "epartmentalization

;. 'hich of the following is +6/ a feature of team-based organizations( A. /eams ha%e a high degree of autonom!. B. /eam members replace super%isors as conduits to senior management. C. *ost teams are formed around functional departments rather than work processes. ". /eam-based structures ha%e %er! few la!ers of hierarch!. #. #mplo!ees within each unit are encouraged to talk to each other.

<. A team-based organizational structure has: A. a %er! flat organizational hierarch!. B. %er! little formalization. C. extensi%e use of self-directed teams. ". all of the abo%e. #. 9B9 and 9C9 onl!.

12. /he current trend is for companies to shift their di%isionalized structures awa! from: A. functional specializations 3marketing1 accounting1 production1 etc.4 B. clients. C. geograph!. ". products. #. emerging forms of technolog!.

11. Creati%e Ad%ertising Corp. wants its 122 emplo!ees to work together around specific clients !et maintain an e ual emphasis on alignment with their skill specializations 3ad%ertising1 graphics1 cop!writing and public relations4. 'hich of the following organizational structures would work best for Creati%e Ad%ertising Corp.( A. *atrix structure that o%erla!s a geographic and client structure B. Simple structure C. +etwork structure ". Client-based di%isionalized form #. *atrix structure that o%erla!s project teams with a functional structure

1$. A team-based organization usuall! has: A. emplo!ees. B. self-directed teams. C. %er! little formalization. ". tasks o%er which teams ha%e semi-autonomous responsibilit!. #. all of the abo%e

1&. Coordination of work acti%ities is re uired: A. whene%er there is di%ision of labor. B. onl! in team-based organizations. C. whene%er the organization has more than approximatel! 122 emplo!ees. ". onl! when organizations operate in complex en%ironments. #. ne%er= coordination of work acti%ities is not found in organizations.

1,. An organization that wants to compete through inno%ation should: A. adopt an organic structure and make extensi%e use of informal communication to coordinate work. B. centralize and formalize its organizational structure. C. coordinate emplo!ees b! writing up formal rules and procedures. ". switch to a cost leadership strateg! as uickl! as possible. #. adopt a mechanistic structure with functional departmentalization.

10. A di%isionalized structure has all of the following problems #>C#?/: A. it increases the amount of duplication. B. it reduces cooperation across groups. C. it limits the abilit! to expand operations. ". it underutilizes resources. #. it creates 9silos of knowledge9 whereb! information is not shared to other units.

15. A di%isionalized structure is recommended mainl! for: A. stable en%ironments. B. di%erse en%ironments. C. munificent en%ironments. ". integrated en%ironments. #. none of these en%ironments.

17. 'hich organizational design element is most closel! related to standardization as a coordinating mechanism( A. "epartmentalization B. Span of control C. )ormalization ". Centralization #. "i%ision of labor

1;. 'hich of the following is +6/ a coordinating mechanism( A. :ob descriptions B. @nformal communication C. Centralization ". Sales targets #. #xtensi%e training

1<. As soon as people di%ide work among themsel%es1 the! need to: A. centralize. B. decentralize. C. form a team-based organizational structure. ". rel! increasingl! on a simple structure. #. rel! on one or more coordinating mechanisms.

$2. 6rganizations tend to form two clusters based on their span of control1 centralization1 and formalization. /he two clusters represented b! these organizational design features are called: A. hierarchical %ersus dela!ered. B. networked %ersus team-based. C. geographic %ersus productAclient di%isions. ". organic %ersus mechanistic. #. di%erse %ersus integrated.

$1. Simple structures usuall! rel! on which of the following to coordinate work acti%ities( A. "irect super%ision B. Standardization through formal instructions C. )ormal training 3standardizing skills4 ". Standardization of product or ser%ice outputs #. +one= simple structures are so-called because the! ha%e no coordinating mechanism

$$. As organizations grow1 which of the following does +6/ t!picall! occur( A. @nformal communication becomes more pre%alent as a coordinating mechanism. B. /here is increasing di%ision of labor. C. /he organization becomes more decentralized. ". /he organization becomes more formalized. #. /here is increasing job specialization.

$&. 'hich of the following is +6/ t!picall! a problem with a functional structure( A. @t tends to increase d!sfunctional conflict across work units. B. @t re uires higher le%els of interdependence than simple or di%isionalized forms1 thereb! increasing potentiall! d!sfunctional conflict. C. @t is more difficult to directl! super%ise emplo!ees within each department. ". #mplo!ees are less likel! to de%elop a broader understanding of the business. #. @t puts more emphasis on subunit goals than on organizational goals.

$,. 'hich coordinating mechanism is t!picall! most important among people working in hospital surgical operations( A. "irect super%ision B. @ntegrator roles C. :ob descriptions ". #xtensi%e training #. ?eople working in surgical operations do not use an! coordinating mechanism

$0. A wholesale grocer! business operates in one cit! and pro%ides one ser%ice stocking retailers with fresh produce. /he compan! wants to ensure that emplo!ees de%elop expertise in their skill specialization and that these specializations are used efficientl!. 'hat form of departmentalization would be most appropriate here( A. Simple structure B. *atrix structure C. Beographic di%isional structure ". )unctional structure #. ?roduct di%isional structure

$5. *ost emplo!ees at Cuokka S!stems are organized into project teams. #mplo!ees report to the project leader1 but the! also report to a leader responsible for their functional specialization 3such as engineering or marketing4. Cuokka S!stems likel! has a: A. simple structure. B. client-based di%isionalized structure. C. matrix structure. ". product-based di%isionalized structure. #. functional structure.

$7. As the number of emplo!ees increases1 the organization tends to ha%e: A. more job specialization. B. more elaborate coordinating mechanisms. C. more standardization rather than just informal communication as a coordinating mechanism. ". more decentralization. #. all of the abo%e.

$;. 'hich of the following is a coordinating mechanism( A. /raining. B. Clarif!ing work procedures. C. @nformal communication. ". All of these are coordinating mechanisms. #. +one of these is a coordinating mechanism.

$<. "epartmentalization does all of the following #>C#?/: A. "epartmentalization establishes a s!stem of common super%ision. B. "epartmentalization discourages coordination through informal communication. C. "epartmentalization creates common measures of performance among emplo!ees in the unit. ". "epartmentalization t!picall! determines which positions and units must share resources. #. "epartmentalization establishes interdependencies among emplo!ees and subunits.

&2. @ntegrator roles do which of the following( A. /he! increase formalization and centralization. B. /he! support informal communication as a coordinating mechanism. C. /he! reduce the need for %irtual corporations. ". /he! increase the amount of formal hierarch!. #. /he! do none of these things.