羅賓斯管理學(xué)第九題庫

1、Chapter 10 Organizational Structure and DesignTrue/False QuestionsA MANAGERS DILEMMA1.According to the boxed feature, “A Managers Dilemma,” Nokia was once involved in industries ranging from paper to chemicals and rubber.True (moderate)2.According to the boxed feature, “A Managers Dilemma,” Nokia ha

2、s been competing in the telecommunications industry since 1965.False (moderate)DEFINING ORGANIZATIONAL STRUCTURE3.Organizational design is the organization's formal framework by which job tasks are divided, grouped, and coordinated.False (difficult)4.The concept of work specialization can be tra

3、ced back a couple of centuries to Adam Smith's discussion of division of labor.True (moderate)5.The degree to which tasks in an organization are divided into separate jobs is division of labor.True (moderate)6.Historically, many organizations have grouped work actions by function departmentaliza

4、tion.True (moderate)7.Grouping jobs on the basis of product or customer flow is termed customer departmentalization.False (moderate)8.Geographic departmentalization has greatly increased in importance as a result of todays competitive business environmentFalse (moderate)9.A group of individuals who

5、are experts in various specialties and who work together is a cross-functional team.True (moderate)10.Authority is the individual's capacity to influence decisions.False (difficult)11.Authority is synonymous with responsibility.False (easy)12.Responsibility is the rights inherent in a managerial

6、 position.False (easy)13.A manager's span of control refers to the number of subordinates who can be effectively and efficiently supervised.True (moderate)14.The classical view of unity of command suggests that subordinates should have only one superior to whom they report.True (easy)15.The tren

7、d in recent years has been toward smaller spans of control.False (easy)16.When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.True (moderate)17.Decentralization describes the degree to which decision making is concentrated at a single point

8、 in the organization.False (moderate)18.In the last 35 years, there has been a trend of organizations moving toward increased decentralization.True (easy)19.Appropriate organizational structure depends on four variables: the organization's strategy, size, technology, and degree of environmental

9、uncertainty.True (difficult)20.Standardization refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21.An organic organization tends to be characterized b

10、y high specialization, extensive departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision-making by low-level employees.False (moderate)22.An organic organization would likely be very flexible.True (moderate)23.Innovators n

11、eed the efficiency, stability, and tight controls of the mechanistic structure.False (easy)24.The relationship between organizational size and structure tends to be linear.False (difficult)25.Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26.

12、Woodward demonstrated that organizational structures adapted to their technology.True (moderate)27.Woodward's findings support that there is "one best way" to organize a manufacturing firm.False (moderate)28.The strength of the functional structure is that it focuses on results.False (

13、moderate) it is the strength of divisional structure.29.According to the text, a functional structure creates strategic business units.False (moderate)COMMON ORGANIZATIONAL DESIGNS30.Project structures tend to be rigid and inflexible organizational designs.False (easy)Multiple ChoiceA MANAGERS DILEM

14、MA31.According to the company profile in “A Managers Dilemma,” the organizational structure of Nokia is best described as _.a. mechanisticb. organic (moderate)c. centralizedd. formalized32.The factor contributing the most to Nokias success in the mobile phone industry according to the company profil

15、e in “A Managers Dilemma” is _.a. new product development (moderate)b. government subsidiesc. national trade barriersd. weak competition33._ is the process of creating an organization's structure.a.Human resource managementb.Leadingc.Organizing (moderate)d.Planninge.DepartmentalizationDEFINING O

16、RGANIZATIONAL STRUCTURE34.According to the text, a(n) _ is the formal framework by which job tasks are divided, grouped, and coordinated.a. mission statementb. environmental scanc. internal resource analysisd. organizational structure (moderate)35.Which of the following is not one of the six key ele

17、ments in organizational design?a.work specializationb.departmentalizationc.chain of commandd.bureaucratic design (difficult)e.span of control36.Work specialization is also known as _.a.departmentalization.b.centralization.c.span of control.d.formalization.e.division of labor. (easy)37.The term _ is

18、used to describe the degree to which tasks in an organization are divided into separate jobs.a. work ethicsb. managerial capitalismc. social responsibilityd. work specialization (moderate)38.When did the idea of enlarging, rather than narrowing, job scope begin?a.1950sb.1960s (moderate)c.1970sd.1980

19、se.1990s39.Which of the following is not an example of the classical view of division of labor?a.assembly-line productionb.Burger Kingc.Taco Belld.TQM (moderate)e.Kentucky Fried Chicken40._ is the basis on which jobs are grouped in order to accomplish organizational goals.a.Departmentalization (mode

20、rate)b.Centralizationc.Formalizationd.Coordinatione.Efficiency41.A local manufacturing organization has groups of employees who are responsible for sales, marketing, accounting, human resources, etc. These are examples of what concept?a.authorityb.chain of commandc.empowermentd.departmentalization (

21、moderate)e.social grouping42.Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is an example of what kind departmentalization?duct (easy)cesse.outcome43.Sales responsibilities divided into the southwest, midwes

22、t, southern, northern, and western regions would be an example of _ ductb.geographic (easy)cessd.outcomee.customer44.Grouping activities on the basis of customer flow is _.a.functional duct departmentalization.c.geographical departmentalization.

23、cess departmentalization. (moderate)e.technological departmentalization.45.What type of departmentalization expects that each department will specialize in one specific phase of the process or product production?cess (easy)d.outcomee.customer46.What kind of departmenta

24、lization would be in place in a government organization where different public service responsibilities are divided into activities for employers, children, and the disabled?cessd.outcomee.customer (moderate)47.Which of the following is not a form of departmentalization sug

25、gested by your text?a.functional duct departmentalizationc.geographical cess departmentalizatione.technological departmentalization (difficult)48.Today's competitive business environment has greatly increased the importance of what type of departme

26、ntalization?a.geographicb.customer (difficult)cesse.outcome49.According to the text, managers are using _, which are groups of individuals who are experts in various specialties and who work together.a. specialized teamsb. cross-demanded teamsc. cross-functional teams (moderate)d. simp

27、le structured teams50.Which of the following is a contemporary addition to the historical view of departmentalization?a.increased rigidityb.cross-functional teams (moderate)c.enhanced centralizationd.elimination of product departmentalizatione.addition of sales departmentalization51.Bringing togethe

28、r the company's legal counsel, research engineer, and marketing specialist for a project is an example of a(n) _.a.empowered cess duct departmentalization.d.cross-functional team. (moderate)e.continuous improvement team.52.The _ is the continuous line of author

29、ity that extends from upper organizational levels to the lowest levels and clarifies who reports to whom.a. chain of demandb. chain of command (easy)c. demand hierarchyd. continuous design structure53.To whom a worker reports concerns which aspect of organizational structure?a.chain of command (mode

30、rate)b.departmentalizationc.pay structured.line of commande.authority framework54._ entitles a manager to direct the work of a subordinate.a.Responsibilityb.Legitimate powerc.Rankd.Operating responsibilitye.Authority (moderate)55._ is the obligation to perform assigned activities.a.Authorityb.Respon

31、sibility (easy)c.Chain of commandd.Unity of commande.Formalization56.The _ principle (one of Fayols 14 principles of management) helps preserve the concept of a continuous line of authority.a. unity of demandb. unity of command (moderate)c. demand structured. continuous demand57.Span of control refe

32、rs to which of the following concepts?a.how much power a manager has in the organizationb.the geographic dispersion of a manager's subunits of responsibilityc.how many subordinates a manager can effectively and efficiently supervise (moderate)d.the number of subordinates affected by a single man

33、agerial ordere.the amount of time it takes to pass information down through a manager's line of command58.Other things being equal, the wider or larger the span of control, the more _ the organizational design.a.bureaucraticb.democraticc.effectived.efficient (difficult)e.classical59.Wider spans

34、of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organizations?a.reduced effectiveness (difficult)b.increased turnoverc.loss of managerial powerd.customer dissatisfactione.rigid chains of command60.An organization that spends money on maintaining a

35、well-trained work force can expect which of the following span-of-control outcomes?a.increased contempt for managementb.increased voluntary turnoverc.centralized authorityd.less direct supervision (moderate)e.increased need for managerial-level employees61.A high-tech manager who supervises the deve

36、lopment of a new computer chip needs _ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.a.about the same span of controlb.a narrower span of control (difficult)c.a wider span of controld.a more informal span of controle.elimination of t

37、he span of control62.In general, span of control is _ for managers.a.increasing (easy)b.decreasingc.staying the samed.significantly decreasinge.no longer important63._ describes the degree to which decision making is concentrated at a single point in the organization.a. Decentralizationb. Centraliza

38、tion (moderate)c. Transnationalismd. Cross sectional analysis64.If lower-level employees provide input or are actually given the discretion to make decisions, the organization is _.a.formalized.b.centralized.c.decentralized. (easy)anic.65.Recently, there has been a distinct trend

39、toward _.a.smaller spans of control.b.decentralized decision-making. (moderate)c.decreased flexibility.d.emphasis on chain of command.e.mechanistic organizations.66.Which of the following factors WOULD NOT influence an organization to have a higher degree of centralization?a.Environment is stable.b.

40、Company is geographically dispersed. (difficult)c.Company is large.d.Decisions are significant.e.Organization is facing a crisis.67._ refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.a.Standardizat

41、ionb.Centralizationc.Chain of commandd.Strategye.Formalization (moderate)68.All of the following factors indicate that a decentralized organization would be most effective EXCEPT when _.a.the environment is complex.b.decisions are relatively minor.c.the organization is facing a crisis. (difficult)d.

42、the company is geographically dispersed.e. effective implementation of strategies depends on managers having involvement and flexibility to make decisions.69.Which of the following factors describes an environment in which a high degree of decentralization is desired?a.Environment is complex, uncert

43、ain. (moderate)b.Lower-level managers do not want to have a say in decisions.c.Decisions are significant.d.Company is large.e.Organization is facing a crisis or the risk of company failure.70.The _ organizational structure is characterized by high specialization, extensive departmentalization, narro

44、w spans of control and high formalization.a.mechanistic (easy)anicc.contingencyd.adhocracye.functional71.Which of the following is NOT a characteristic of a mechanistic organization?a.high specializationb.wide spans of control (moderate)c.high formalizationd.limited information networke.extensi

45、ve departmentalization72.What type of organizational form follows classical principles such as unity of command?anicb.linearc.decentralizedd.mechanistic (moderate)e.adhocracyORGANIZATIONAL DESIGN DECISIONS73.Which of the following would likely be found in mechanistic organizations?a.wide span o

46、f controlb.empowered employeesc.decentralized responsibilityd.few rules and/or regulationse.standardized job specialties (difficult)74.All of the following are characteristics of an organic organization EXCEPT:a.narrow spans of control. (moderate)b.cross-hierarchical teams.c.free flow of information

47、.d.low formalization.e.cross-functional teams.75.In the early years of Apple Computers, its desire for highly proficient and creative employees who operated with few work rules was an example of what type of organization?anic (difficult)76.Which of

48、 the following is true concerning an organic organization's problem-response time?a.It requires strict adherence to efficiently developed rules.b.Its speed demands clear lines of command.c. Response times are slower than mechanistic organizations, but answers tend to be more accurate.d.Professio

49、nal standards guide behavior. (difficult)e.The response time is quick due to the centralized design.77.Which of the following is not one of the four contingency variables that help determine appropriate organizational structure?anizational anizational anizational technolog

50、anizational age (moderate)e.degree of environmental uncertainty78.Which of the following is an accurate statement?a. Strategy follows structure.b. Strategy and structure are equal in temporal importance.c. Strategy and structure are not linked.d. Structure follows strategy. (moderate)e. Mechan

51、istic and organic organizations have distinct differences in the application of the relationship between strategy and structure.79.Most current strategy-structure contingency frameworks tend to focus on three strategy dimensions. These dimensions are _.a.revenue maximization, customer satisfaction,

52、and visibility.b.customer satisfaction, employee satisfaction, and ethics.c.innovation, cost minimization, and imitation. (difficult)d.legal considerations, profit maximization, and innovation. e.long-term survival, profit maximization, and customer satisfaction.80.What kind of relationship is there

53、 between organizational size and degree of mechanistic structure?a.-1.0b.unclearc.positive (moderate)d.bimodale.exponential81.Joan Woodward's research was the first major attempt to view organizational structure from a _ perspective.a.strategicb.contingencyc.sized.departmentale.technological (easy)82.The three production categories that Joan Woodward divided organizations int