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Exam 11: Basic Organizational Design

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Question 1

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Organizational design is a process that involves decisions about ________.

A) work specialization and cost-leadership
B) chain of command and span of control
C) centralization and differentiation
D) departmentalization and diversification

E) B) and C)
F) A) and D)

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Question 2

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The greater the environmental uncertainty, the more an organization needs to become ________.

A) organic
B) mechanistic
C) specialized
D) departmentalized

E) B) and C)
F) A) and D)

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Question 3

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List a few factors that influence the amount of centralization or decentralization in an organization.

The process of grouping jobs together is known as ________.

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.

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.

In an attempt to reorganize, the assembly-line activity was divided into separate job tasks.Individual employees were trained to become specialists in specific tasks rather than the entire activity.The company seems to have adopted ________.

Large organizations tend to have more ________ than smaller organizations.

Organizational structure is the degree to which standardized procedures are in place in an organization.

At one end of the spectrum, organizations can be absolutely centralized, while at the other end, they can be completely decentralized.

The line of authority that extends from upper organizational levels to lower levels, clarifying who reports to whom, is known as the ________.

Which of the following factors would require a more decentralized organizational structure?

As organizations become more flexible and responsive to environmental trends, there is a distinct shift toward ________ decision making.

Which of the following traditional organizational designs focuses on results by holding division managers responsible for what happens to their products and services?

Low vertical differentiation, low horizontal differentiation, and low formalization are characteristics of an organization that carries out ________.

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 ________.

Write a short essay on work specialization.

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 simple structure is characterized by low spans of controls and high formalization.

Which of the following factors calls for a more centralized organizational structure?