羅賓斯《管理學》第九版題庫-10

Chapter10–OrganizationalStructureandDesign

True/FalseQuestions

AMANAGER'SDILEMMA

1. Accordingtotheboxedfeature，“AManager’sDilemma,”Nokiawasonceinvolvedinindustriesrangingfrompapertochemicalsandrubber.

True(moderate）

2. Accordingtotheboxedfeature，“AManager’sDilemma,”Nokiahasbeencompetinginthetelecommunicationsindustrysince1965。

False(moderate)

DEFININGORGANIZATIONALSTRUCTURE

3. Organizationaldesignistheorganization’sformalframeworkbywhichjobtasksaredivided，grouped，andcoordinated。

False(difficult）

4。 TheconceptofworkspecializationcanbetracedbackacoupleofcenturiestoAdamSmith'sdiscussionofdivisionoflabor.

True(moderate)

5. Thedegreetowhichtasksinanorganizationaredividedintoseparatejobsisdivisionoflabor。

True（moderate)

6。 Historically,manyorganizationshavegroupedworkactionsbyfunctiondepartmentalization.

True（moderate)

7。 Groupingjobsonthebasisofproductorcustomerflowistermedcustomerdepartmentalization.

False(moderate）

8。 Geographicdepartmentalizationhasgreatlyincreasedinimportanceasaresultoftoday'scompetitivebusinessenvironment

False(moderate）

9。 Agroupofindividualswhoareexpertsinvariousspecialtiesandwhoworktogetherisacross—functionalteam。

True(moderate)

10. Authorityistheindividual’scapacitytoinfluencedecisions.

False(difficult)

11. Authorityissynonymouswithresponsibility。

False(easy)

12. Responsibilityistherightsinherentinamanagerialposition.

False(easy)

13. Amanager'sspanofcontrolreferstothenumberofsubordinateswhocanbeeffectivelyandefficientlysupervised。

True(moderate）

14。 Theclassicalviewofunityofcommandsuggeststhatsubordinatesshouldhaveonlyonesuperiortowhomtheyreport。

True(easy）

15。 Thetrendinrecentyearshasbeentowardsmallerspansofcontrol.

False（easy）

16. Whendecisionstendtobemadeatlowerlevelsinanorganization，theorganizationissaidtobedecentralized。

True(moderate)

17。 Decentralizationdescribesthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization。

False（moderate)

18. Inthelast35years，therehasbeenatrendoforganizationsmovingtowardincreaseddecentralization.

True(easy）

19. Appropriateorganizationalstructuredependsonfourvariables：theorganization’sstrategy，size，technology，anddegreeofenvironmentaluncertainty.

True（difficult）

20. Standardizationreferstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.

False（moderate）

ORGANIZATIONALDESIGNDECISIONS

21. Anorganicorganizationtendstobecharacterizedbyhighspecialization,extensivedepartmentalization，narrowspansofcontrol，highformalization，alimitedinformationnetwork,andlittleparticipationindecision-makingbylow-levelemployees。

False（moderate）

22。 Anorganicorganizationwouldlikelybeveryflexible.

True（moderate）

23. Innovatorsneedtheefficiency,stability，andtightcontrolsofthemechanisticstructure。

False（easy)

24。 Therelationshipbetweenorganizationalsizeandstructuretendstobelinear。

False（difficult）

25。 JoanWoodwardattemptedtovieworganizationalstructurefromatechnologicalperspective.

True（moderate）

26。 Woodwarddemonstratedthatorganizationalstructuresadaptedtotheirtechnology.

True（moderate）

27. Woodward'sfindingssupportthatthereis”onebestway"toorganizeamanufacturingfirm。

False(moderate）

28。 Thestrengthofthefunctionalstructureisthatitfocusesonresults.

False（moderate）itisthestrengthofdivisionalstructure.

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29. Accordingtothetext，afunctionalstructurecreatesstrategicbusinessunits。

False（moderate）

COMMONORGANIZATIONALDESIGNS

30。 Projectstructurestendtoberigidandinflexibleorganizationaldesigns.

False(easy)

MultipleChoice

AMANAGER’SDILEMMA

31。 Accordingtothecompanyprofilein“AManager’sDilemma,”theorganizationalstructureofNokiaisbestdescribedas______________.

mechanistic

organic（moderate)

centralized

formalized

32。 ThefactorcontributingthemosttoNokia’ssuccessinthemobilephoneindustryaccordingtothecompanyprofilein“AManager’sDilemma”is______________。

newproductdevelopment(moderate）

governmentsubsidies

nationaltradebarriers

weakcompetition

33。 ______________istheprocessofcreatinganorganization'sstructure.

a. Humanresourcemanagement

b. Leading

c。 Organizing(moderate）

d. Planning

e. Departmentalization

DEFININGORGANIZATIONALSTRUCTURE

34. Accordingtothetext,a（n）______________istheformalframeworkbywhichjobtasksaredivided,grouped，andcoordinated.

missionstatement

environmentalscan

internalresourceanalysis

organizationalstructure(moderate）

35。 Whichofthefollowingisnotoneofthesixkeyelementsinorganizationaldesign？

a. workspecialization

b. departmentalization

c。 chainofcommand

d. bureaucraticdesign（difficult)

e. spanofcontrol

36. Workspecializationisalsoknownas______________.

a。 departmentalization.

b. centralization。

c。 spanofcontrol.

d。 formalization。

e. divisionoflabor。(easy）

37. Theterm______________isusedtodescribethedegreetowhichtasksinanorganizationaredividedintoseparatejobs。

workethics

managerialcapitalism

socialresponsibility

workspecialization（moderate)

38。 Whendidtheideaofenlarging,ratherthannarrowing，jobscopebegin？

a. 1950s

b。 1960s(moderate)

c。 1970s

d. 1980s

e。 1990s

39。 Whichofthefollowingisnotanexampleoftheclassicalviewofdivisionoflabor？

a. assembly-lineproduction

b. BurgerKing

c。 TacoBell

d。 TQM（moderate）

e. KentuckyFriedChicken

40. ______________isthebasisonwhichjobsaregroupedinordertoaccomplishorganizationalgoals.

a. Departmentalization（moderate)

b。 Centralization

c. Formalization

d。 Coordination

e。 Efficiency

41。 Alocalmanufacturingorganizationhasgroupsofemployeeswhoareresponsibleforsales，marketing，accounting,humanresources，etc.Theseareexamplesofwhatconcept？

a. authority

b. chainofcommand

c. empowerment

d。 departmentalization(moderate)

e. socialgrouping

42. Groupingsportingequipmentinonearea，men'sclothinginanotherarea,andcosmeticsinathirdarea，isanexampleofwhatkinddepartmentalization?

a。 customer

b. product(easy）

c. geographic

d。 process

e。 outcome

43. Salesresponsibilitiesdividedintothesouthwest，midwest，southern,northern,andwesternregionswouldbeanexampleof______________departmentalization.

a. product

b。 geographic（easy)

c。 process

d。 outcome

e. customer

44. Groupingactivitiesonthebasisofcustomerflowis______________.

a. functionaldepartmentalization.

b。 productdepartmentalization。

c。 geographicaldepartmentalization.

d。 processdepartmentalization.(moderate）

e. technologicaldepartmentalization.

45. Whattypeofdepartmentalizationexpectsthateachdepartmentwillspecializeinonespecificphaseoftheprocessorproductproduction？

a。 product

b. geographic

c. process（easy)

d. outcome

e. customer

46. Whatkindofdepartmentalizationwouldbeinplaceinagovernmentorganizationwheredifferentpublicserviceresponsibilitiesaredividedintoactivitiesforemployers,children,andthedisabled?

a. product

b. geographic

c. process

d。 outcome

e。 customer(moderate）

47. Whichofthefollowingisnotaformofdepartmentalizationsuggestedbyyourtext？

a。 functionaldepartmentalization

b. productdepartmentalization

c。 geographicaldepartmentalization

d。 processdepartmentalization

e。 technologicaldepartmentalization（difficult）

48。 Today'scompetitivebusinessenvironmenthasgreatlyincreasedtheimportanceofwhattypeofdepartmentalization?

a。 geographic

b. customer(difficult）

c。 product

d。 process

e。 outcome

49。 Accordingtothetext,managersareusing______________,whicharegroupsofindividualswhoareexpertsinvariousspecialtiesandwhoworktogether.

specializedteams

cross-demandedteams

cross-functionalteams(moderate）

simplestructuredteams

50。 Whichofthefollowingisacontemporaryadditiontothehistoricalviewofdepartmentalization？

a。 increasedrigidity

b。 cross-functionalteams（moderate)

c. enhancedcentralization

d。 eliminationofproductdepartmentalization

e。 additionofsalesdepartmentalization

51. Bringingtogetherthecompany'slegalcounsel,researchengineer，andmarketingspecialistforaprojectisanexampleofa(n）______________。

a. empoweredteam.

b。 processdepartmentalization。

c. productdepartmentalization。

d。 cross-functionalteam.(moderate)

e. continuousimprovementteam.

52。 The______________isthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhom.

chainofdemand

chainofcommand(easy)

demandhierarchy

continuousdesignstructure

53. Towhomaworkerreportsconcernswhichaspectoforganizationalstructure？

a。 chainofcommand（moderate）

b。 departmentalization

c。 paystructure

d。 lineofcommand

e. authorityframework

54。 ______________entitlesamanagertodirecttheworkofasubordinate。

a. Responsibility

b. Legitimatepower

c. Rank

d. Operatingresponsibility

e。 Authority（moderate)

55。 ______________istheobligationtoperformassignedactivities.

a. Authority

b. Responsibility(easy）

c. Chainofcommand

d。 Unityofcommand

e. Formalization

56. The______________principle（oneofFayol’s14principlesofmanagement）helpspreservetheconceptofacontinuouslineofauthority.

unityofdemand

unityofcommand（moderate）

demandstructure

continuousdemand

57. Spanofcontrolreferstowhichofthefollowingconcepts？

a。 howmuchpoweramanagerhasintheorganization

b。 thegeographicdispersionofamanager’ssubunitsofresponsibility

c。 howmanysubordinatesamanagercaneffectivelyandefficientlysupervise（moderate)

d. thenumberofsubordinatesaffectedbyasinglemanagerialorder

e. theamountoftimeittakestopassinformationdownthroughamanager’slineofcommand

58. Otherthingsbeingequal，thewiderorlargerthespanofcontrol，themore______________theorganizationaldesign.

a。 bureaucratic

b. democratic

c. effective

d。 efficient（difficult）

e. classical

59。 Widerspansofcontrolmaybeviewedasmoreefficient,buteventually，widerspanstendtohavewhateffectonorganizations?

a. reducedeffectiveness(difficult）

b。 increasedturnover

c。 lossofmanagerialpower

d。 customerdissatisfaction

e。 rigidchainsofcommand

60. Anorganizationthatspendsmoneyonmaintainingawell—trainedworkforcecanexpectwhichofthefollowingspan-of-controloutcomes?

a. increasedcontemptformanagement

b. increasedvoluntaryturnover

c。 centralizedauthority

d. lessdirectsupervision(moderate）

e。 increasedneedformanagerial-levelemployees

61. Ahigh—techmanagerwhosupervisesthedevelopmentofanewcomputerchipneeds______________comparedtoamanagerwhosupervisesthemailingofunemploymentinsurancechecksatthelocalgovernmentoffice.

a。 aboutthesamespanofcontrol

b. anarrowerspanofcontrol（difficult)

c. awiderspanofcontrol

d。 amoreinformalspanofcontrol

e。 eliminationofthespanofcontrol

62。 Ingeneral，spanofcontrolis______________formanagers.

a。 increasing(easy）

b。 decreasing

c。 stayingthesame

d。 significantlydecreasing

e. nolongerimportant

63。 ______________describesthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization。

Decentralization

Centralization(moderate)

Transnationalism

Crosssectionalanalysis

64。 Iflower-levelemployeesprovideinputorareactuallygiventhediscretiontomakedecisions，theorganizationis______________。

a. formalized。

b。 centralized。

c。 decentralized。(easy)

d. mechanistic.

e。 organic。

65。 Recently,therehasbeenadistincttrendtoward______________.

a。 smallerspansofcontrol。

b。 decentralizeddecision—making.（moderate)

c。 decreasedflexibility.

d。 emphasisonchainofcommand。

e。 mechanisticorganizations。

66. WhichofthefollowingfactorsWOULDNOTinfluenceanorganizationtohaveahigherdegreeofcentralization?

a。 Environmentisstable。

b. Companyisgeographicallydispersed。(difficult)

c. Companyislarge.

d。 Decisionsaresignificant.

e. Organizationisfacingacrisis.

67. ______________referstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.

a. Standardization

b。 Centralization

c. Chainofcommand

d。 Strategy

e。 Formalization(moderate)

68. AllofthefollowingfactorsindicatethatadecentralizedorganizationwouldbemosteffectiveEXCEPTwhen______________。

a。 theenvironmentiscomplex。

b. decisionsarerelativelyminor。

c。 theorganizationisfacingacrisis.(difficult）

d。 thecompanyisgeographicallydispersed.

effectiveimplementationofstrategiesdependsonmanagershavinginvolvementandflexibility

tomakedecisions.

69。 Whichofthefollowingfactorsdescribesanenvironmentinwhichahighdegreeofdecentralizationisdesired?

a. Environmentiscomplex，uncertain.（moderate）

b。 Lower-levelmanagersdonotwanttohaveasayindecisions.

c. Decisionsaresignificant.

d。 Companyislarge。

e. Organizationisfacingacrisisortheriskofcompanyfailure。

70。 The______________organizationalstructureischaracterizedbyhighspecialization,extensivedepartmentalization，narrowspansofcontrolandhighformalization.

a。 mechanistic（easy）

b. organic

c. contingency

d. adhocracy

e. functional

71。 WhichofthefollowingisNOTacharacteristicofamechanisticorganization?

a. highspecialization

b. widespansofcontrol（moderate）

c。 highformalization

d. limitedinformationnetwork

e。 extensivedepartmentalization

72. Whattypeoforganizationalformfollowsclassicalprinciplessuchasunityofcommand?

a. organic

b. linear

c。 decentralized

d。 mechanistic（moderate)

e。 adhocracy

ORGANIZATIONALDESIGNDECISIONS

73。 Whichofthefollowingwouldlikelybefoundinmechanisticorganizations?

a. widespanofcontrol

b。 empoweredemployees

c。 decentralizedresponsibility

d. fewrulesand/orregulations

e。 standardizedjobspecialties（difficult)

74. AllofthefollowingarecharacteristicsofanorganicorganizationEXCEPT:

a。 narrowspansofcontrol.(moderate)

b. cross—hierarchicalteams。

c。 freeflowofinformation。

d. lowformalization。

e. cross-functionalteams.

75. IntheearlyyearsofAppleComputers,itsdesireforhighlyproficientandcreativeemployeeswhooperatedwithfewworkruleswasanexampleofwhattypeoforganization？

a。 bureaucratic

b. mechanistic

c. volatile

d。 nouvelle

e. organic（difficult）

76. Whichofthefollowingistrueconcerninganorganicorganization’sproblem-responsetime?

a。 Itrequiresstrictadherencetoefficientlydevelopedrules.

b。 Itsspeeddemandsclearlinesofcommand.

Responsetimesareslowerthanmechanisticorganizations，butanswerstendtobemore

accurate.

d。 Professionalstandardsguidebehavior。（difficult)

e. Theresponsetimeisquickduetothecentralizeddesign.

77. Whichofthefollowingisnotoneofthefourcontingencyvariablesthathelpdetermineappropriateorganizationalstructure?

a. organizationalsize

b。 organizationalstrategy

c。 organizationaltechnology

d。 organizationalage（moderate)

e. degreeofenvironmentaluncertainty

78。 Whichofthefollowingisanaccuratestatement？

Strategyfollowsstructure。

Strategyandstructureareequalintemporalimportance.

Strategyandstructurearenotlinked。

Structurefollowsstrategy.(moderate）

Mechanisticandorganicorganizationshavedistinctdifferencesintheapplicationoftherelationshipbetweenstrategyandstructure。

79. Mostcurrentstrategy—structurecontingencyframeworkstendtofocusonthreestrategydimensions.Thesedimensionsare______________.

a. revenuemaximization，customersatisfaction,andvisibility。

b. customersatisfaction,employeesatisfaction，andethics。

c。 innovation,costminimization,andimitation.（difficult）

d。 legalconsiderations，profitmaximization,andinnovation。

e。 long-termsurvival,profitmaximization，andcustomersatisfaction.

80. Whatkindofrelationshipistherebetweenorganizationalsizeanddegreeofmechanisticstructure?

a. —1。0

b. unclear

c. positive(moderate)

d. bimodal

e. exponential

81。 JoanWoodward'sresearchwasthefirstmajorattempttovieworganizationalstructurefroma______________perspective.

a。 strategic

b. contingency

c. size

d. departmental

e. technological（easy）

82。 ThethreeproductioncategoriesthatJoanWoodwarddividedorganizationsintoinordertouncoverrelationshipsbetweenorganizationalstructureandtechnologyare______________。

a. unit，mass，process(difficult）

b. unit,product,cost

c. product,cost,customer

d。 mass，process，cost

e。 process，unit,product

83. AccordingtoWoodward’sstudies,whattypeofproductionworksbestwithamechanisticstructure?

a。 unit

b. process

c. product

d。 mass（moderate）

e. just—in-time

84。 Whichofthefollowingisnotacharacteristicthatwouldsuggestunitproductionwouldbeabest”fit"?

a. lowhorizontaldifferentiation

b。 lowverticaldifferentiation

c。 small—batch，customproducts

d。 lowformalization

e。 mechanisticstructure（difficult）

85. Acharacteristicthatbothunitproductionandprocessproductionhaveisthatthemosteffectiveorganizationalstructureforbothtechnologiesis______________.

a. organic.（difficult）

b。 mechanistic.

c。 adhocracy.

d。 matrix.

e. team.

86。 Woodward'sstudiesgenerallydemonstratethatorganization______________shouldadapttotheir______________。

a. processes；environment

b。 employees；leaders

c。 technologies;legalconstraints

d。 structures；technology(moderate）

e。 outputs;resources

87。 Whichtypeofenvironmentisbestsuitedformechanisticorganizations?

a。 dynamic

b. manufacturing

c. service

d。 combination

e. stable(moderate)

88。 Accordingtothetext，allofthefollowingareexamplesofthemoretraditionalorganizationaldesignsEXCEPT：

thesimplestructure。

thefunctionalstructure

thematrixstructure(moderate)

thedivisionalstructure

89. Whichofthefollowingisnotcharacteristicofasimpleorganizationalstructure?

a。 narrowspansofcontrol(moderate）

b. lowdegreeofdepartmentalization

c。 centralizeddecision-making

d。 littleformalization

e. informationarrangementofemployees

COMMONORGANIZATIONALDESIGNS

90. Whichofthefollowingtermsisassociatedwithasimpleorganizationalstructure？

a. elaborate

b. high—complexity

c。 formal

d. decentralized

e。 flat（moderate)

91。 Awinestorethatemployssixpeoplemostlikelyhaswhatkindoforganizationalstructure？

a. bureaucracy

b. simple(difficult）

c。 functional

d. divisional

e。 team—based

92. AllofthefollowingarestrengthsofasimpleorganizationalstructureEXCEPT:

a. It’sfast.

b。 It’sinexpensivetomaintain。

c. It'slessrisky.（moderate）

d. Accountabilityisclear.

e。 It'sflexible.

93. Abureaucraticormechanisticdesignmayusea______________structurewhichgroupssimilarorrelatedoccupationalspecialtiestogether.

a. matrix

b. functional（moderate)

c. divisional

d. geographic

e. team—based

94. A______________structurecreatesstrategicbusinessunits。

a. matrix

b。 functional

c。 divisional(difficult）

d. geographic

e。 team-based

95. Whattypeoforganizationalstructureismadeupofautonomous,self—containedunits?

a。 bureaucracy

b. simple

c. functional

d。 divisional(moderate)

e. team-based

96。 Inwhattypeoforganizationalstructureisempowermentmostcrucial？

a. bureaucracy

b。 simple

c。 functional

d。 divisional

e. team—based（easy）

97. The______________isanorganizationalstructurethatassignsspecialistsfromdifferentfunctionaldepartmentstoworkononeormoreprojectsbeingledbyprojectmanagers。

functionalstructure

simplestructure

matrixstructure（moderate）

divisionalstructure

98. Thematrixapproachviolateswhatclassicalprinciple？

a。 unityofcommand(moderate)

b. decentralization

c。 customerfocus

d。 linearlinesofresponsibility

e. largespansofcontrol

99. Whattypeoforganizationassignsspecialistsfromdifferentfunctionaldepartmentstoworkononeormoreprojectsledbyaprojectmanager?

a. classical

b。 contemporary

c。 matrix(easy)

d. evolutionary

e. product-based

100. A______________organizationisnotdefinedby，orlimitedto，thehorizontal,vertical，orexternalboundariesimposedbyapredefinedstructure.

a. team-based

b. boundaryless

c. mechanistic

d. project（moderate)

e. simple

101. A______________organizationhasdevelopedthecontinuouscapacitytoadaptandchange.

a。 simple

b。 mechanistic

c。 bureaucratic

d. team-based

e. learning(moderate）

MANAGINGINANE-BUSINESSWORLD

102。 Accordingtotheboxedfeature，“ManaginginanE—BusinessWorld，”allofthefollowingareneededforE—businesstoachievethecharacteristicnecessaryforsuccessinthedigitalworldEXCEPT:

highvertical，horizontal，andlateralcommunication。

cross-hierarchicalandcross—functionalteams。

extensiveemployeeempowerment。

highformalization.(moderate)

103。 Accordingtotheboxedfeature，“ManaginginanE—BusinessWorld,”A’sorganizationalstructureisbestdescribedas______________。

mechanistic

organic(moderate）

formal

diagonal

104。 Accordingtotheboxedfeature,“ManaginginanE-BusinessWorld，”the______________organizationistheconceptthatdescribesanE-businessorganization.

mechanistic

boundaryless（moderate)

functional

diagonal

105. TheimportantcharacteristicsofalearningorganizationrevolvearoundallofthefollowingEXCEPT:

organizationaldesign.

marketcapitalization（moderate）

informationsharing。

leadership.

culture。

Scenarios

DEFININGORGANIZATIONALSTRUCTURE

OrganizationalStructure（Scenario)

Michelleisaregisterednurseinchargeofanewunitinherhospital。Shewouldliketohaveamorelaid—backapproachtodealingwithhernewstaff，butthehospitaldemandsthattherearestricthierarchicallevelsandthatalldecisionsmustbesignedoffbyMichelle.SometimesthisdrivesMichellenuts;theconstantfillingoutofforms，etc。Shealsofeelsthatthenumerouslevelsofhierarchyareunnecessaryandplacebarriersbetweenherandherstaff。Sheisn’tsurewhythingshavetobeso"organized"andisthinkingaboutspeakingwithherbosstoattemptchangingherunittohavemoreflexibilityandfewerrules。

106。 Michelleisconcernedaboutherunit’s______________，theunit’sformalframeworkbywhichjobtasksaredivided，groupedandcoordinated。

a。 formalorganizationalchart

b. organizationalstructure（moderate）

c。 staff

d。 spanofcontrol

e。 communicationlines

107. Michelleisrequiredtosignoffonalldecisions,suggestingthattheyhavea______________formofdecision—makingauthority.

a。 centralized(moderate）

b。 formal

c。 autocratic

d. policy

e. strict

108. Michellehasnoticedthateveryoneisveryconcernedaboutthe______________，thelineofauthoritywithintheorganization。

a。 responsibility

b。 chainofcommand（easy）

c。 spanofcontrol

d. organizationalstrategy

e。 environment

ConsultantsRUs(Scenario）

BethAnnhasbeenhiredasaconsultantforXYZConsulting，andherfirstassignmentistoapplytheworkofJoanWoodwardtoherclient，CustomLeather，Inc.CustomLeathermakesexpensiveleatherfurniture.

109。 Woodwardfeltthattheeffectivenessoftheorganizationwouldberelatedtothe______________fit.

a. employee/product

b. technology/structure（moderate)

c. environment/process

d。 process/employee

e。 employee/environment

110. IfCustomLeatherproducescouchesforindividualorders,thisistermed______________production.

a。 mass

b. process

c. unit（moderate）

d. environmental

e。 procedural

111. IfCustomLeatherproducesinlargebatches,thisistermed______________production。

a. mass（moderate）

b。 process

c. unit

d. environmental

e. procedural

112。 CustomLeatherisunabletouseacontinuousprocess，or______________production,becauseleatherisauniqueitem.

a。 mass

b. process(moderate）

c。 unit

d. environmental

e。 procedural

ORGANIZATIONALDESIGNDECISIONS

YouCanBankonIt(Scenario）

Susan’semployer,WesternBank,likemanyothers,hadrecentlyundergonedecruitmentinorderto"rightsize”theorganization。TheBoardofDirectorsfeltthattheirsaggingstockpricecouldbeimprovedwithsomelaborcostcutting.Alongwithothernewchallenges,aproblemnowexistedwithspanofcontrolanddecision-makingauthority。Inthepast，herbank’spolicywasthatnomanagershouldsupervisemorethansixsubordinatesandonlymanagersshouldmakedecisionsfortheirindividualunits。Butnow,withthecutsinmiddlemanagement，uppermanagementhadincreasedthespanofcontrolbutstillinsistedonmanagerial—onlydecision—making.Theresultwasthatmanagersspentalloftheirtimeputtingoutfiresandsubordinatesfelttheyweregettinganswerstooslowlyandwantedtostarthavingtheauthoritytomakedecisionsontheirown。Clearly,somethinghadtochange。

113. Ofthefollowing,whichisnotareasonthatwouldbeconsistentwithWesternBank'swantingtomaintainacentralizedformofdecision—making？

a. Environmentisuncertain.(moderate）

b。 Environmentisstable。

c。 Companyislarge.

d. Decisionsaremoresignificant。

e。 Organizationisfacingacrisis。

114。 OfthefollowingwhichisnotareasonWesternBankwouldnotchangetoamoredecentralizedformofdecision—making？

a. lower—levelmanagersarecapableofdecision-making

b. companyisgeographicallydispersed

c. decisionsarerelativelyminor

d。 organizationisinriskoffailure（easy)

e。 lower-levelmanagerswantavoiceindecisions

ORGANIZATIONALDESIGNDECISIONS

115. SusanbelievesthatWesternBankshouldbehighlyadaptiveandflexible。ShewouldlikeforWesternBanktobea（n)______________structure。

a。 organic（easy)

b。 mechanistic

c. formalized

d. technological

e。 strategic

116。 ThecontingencyapproachwouldconsiderallofthefollowingvariablesEXCEPTthe___