罗宾斯《管理学》第九版题库-10之欧阳地创编

Chapter 10 – Organizational

Structure and Design

时间：2021.03.04

创作：欧阳地 True/False Questions A MANAGER’S DILEMMA

1. According to the boxed feature, “A Manager’s

Dilemma,” Nokia was once involved in industries ranging from paper to chemicals and rubber.

True (moderate)

2. According to the boxed feature, “A Manager’s

Dilemma,” Nokia has been competing in the telecommunications industry since 1965. False (moderate)

DEFINING ORGANIZATIONAL STRUCTURE

3. 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

traced 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 departmentalization. True (moderate)

欧阳地创编

欧阳地创编

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 today’s competitive business environment False (moderate)

9. A group of individuals who 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 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 trend 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.

欧阳地创编

欧阳地创编

True (moderate) 17. Decentralization describes the degree to which

decision making is concentrated at a single point 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 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 DECISIONS 21. An organic organization tends to be

characterized by 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 need the efficiency, stability, and

tight controls of the mechanistic structure. False (easy)

欧阳地创编

欧阳地创编

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. 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 (moderate) it is the strength of

divisional structure. \\\\\\\\\\\\\\ 29. According to the text, a functional structure

creates strategic business units. False (moderate)

COMMON ORGANIZATIONAL DESIGNS 30. Project structures tend to be rigid and

inflexible organizational designs. False (easy) Multiple Choice

A MANAGER’S DILEMMA 31. According to the company profile in “A

Manager’s Dilemma,” the organizational structure of Nokia is best described as ______________. a. mechanistic

b. organic (moderate) c. centralized d. formalized

欧阳地创编

欧阳地创编

32. The factor contributing the most to Nokia’s

success in the mobile phone industry according to the company profile in “A Manager’s Dilemma” is ______________.

a. new product development (moderate) b. government subsidies

c. national trade barriers d. weak competition 33. ______________ is the process of creating an

organization's structure. a. Human resource management b. Leading

c. Organizing (moderate) d. Planning e. Departmentalization

DEFINING ORGANIZATIONAL STRUCTURE 34. According to the text, a(n) ______________ is

the formal framework by which job tasks are divided, grouped, and coordinated. a. mission statement b. environmental scan

c. internal resource analysis

d. organizational structure (moderate) 35. Which of the following is not one of the six

key elements in organizational design? a. work specialization b. departmentalization c. chain of command d. bureaucratic design (difficult) e. span of control 36. Work specialization is also known as

______________. a. departmentalization. b. centralization.

欧阳地创编

欧阳地创编

c. span of control. d. formalization. e. division of labor. (easy) 37. The term ______________ is used to describe

the degree to which tasks in an organization are divided into separate jobs. a. work ethics

b. managerial capitalism c. social responsibility

d. work specialization (moderate) 38. When did the idea of enlarging, rather than

narrowing, job scope begin? a. 1950s b. 1960s (moderate) c. 1970s d. 1980s e. 1990s 39. Which of the following is not an example of

the classical view of division of labor? a. assembly-line production b. Burger King c. Taco Bell d. TQM (moderate) e. Kentucky Fried Chicken 40. ______________ is the basis on which jobs are

grouped in order to accomplish organizational goals. a. Departmentalization (moderate) b. Centralization c. Formalization d. Coordination e. Efficiency 41. A local manufacturing organization has groups

of employees who are responsible for sales,

欧阳地创编

欧阳地创编

marketing, accounting, human resources, etc. These are examples of what concept? a. authority b. chain of command c. empowerment d. departmentalization (moderate) e. social grouping 42. 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? a. customer b. product (easy) c. geographic d. process e. outcome 43. Sales responsibilities divided into the

southwest, midwest, southern, northern, and western regions would be an example of ______________ departmentalization. a. product b. geographic (easy) c. process d. outcome e. customer 44. Grouping activities on the basis of customer

flow is ______________. a. functional departmentalization. b. product departmentalization. c. geographical departmentalization. d. process departmentalization. (moderate) e. technological departmentalization. 45. What type of departmentalization expects that

each department will specialize in one

欧阳地创编

欧阳地创编

specific phase of the process or product production? a. product b. geographic c. process (easy) d. outcome e. customer 46. What kind of departmentalization would be in

place in a government organization where different public service responsibilities are divided into activities for employers, children, and the disabled? a. product b. geographic c. process d. outcome e. customer (moderate) 47. Which of the following is not a form of

departmentalization suggested by your text? a. functional departmentalization b. product departmentalization c. geographical departmentalization d. process departmentalization e. technological departmentalization

(difficult) 48. Today's competitive business environment has

greatly increased the importance of what type of departmentalization? a. geographic b. customer (difficult) c. product d. process e. outcome

欧阳地创编

欧阳地创编

49. According to the text, managers are using

______________, which are groups of individuals who are experts in various specialties and who work together. a. specialized teams

b. cross-demanded teams

c. cross-functional teams (moderate) d. simple structured teams 50. Which of the following is a contemporary

addition to the historical view of departmentalization? a. increased rigidity b. cross-functional teams (moderate) c. enhanced centralization d. elimination of product departmentalization e. addition of sales departmentalization 51. Bringing together the company's legal counsel,

research engineer, and marketing specialist for a project is an example of a(n) ______________. a. empowered team. b. process departmentalization. c. product departmentalization. d. cross-functional team. (moderate) e. continuous improvement team. 52. The ______________ is the continuous line of

authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom. a. chain of demand

b. chain of command (easy) c. demand hierarchy

d. continuous design structure

欧阳地创编

欧阳地创编

53. To whom a worker reports concerns which aspect

of organizational structure? a. chain of command (moderate) b. departmentalization c. pay structure d. line of command e. authority framework . ______________ entitles a manager to direct

the work of a subordinate. a. Responsibility b. Legitimate power c. Rank d. Operating responsibility e. Authority (moderate) 55. ______________ is the obligation to perform

assigned activities. a. Authority b. Responsibility (easy) c. Chain of command d. Unity of command e. Formalization 56. The ______________ principle (one of Fayol’s

14 principles of management) helps preserve the concept of a continuous line of authority. a. unity of demand

b. unity of command (moderate) c. demand structure d. continuous demand 57. Span of control refers to which of the

following concepts? a. how much power a manager has in the

organization b. the geographic dispersion of a manager's

subunits of responsibility

欧阳地创编

欧阳地创编

c. how many subordinates a manager can effectively and efficiently supervise (moderate) d. the number of subordinates affected by a

single managerial order e. the amount of time it takes to pass

information down through a manager's line of command 58. Other things being equal, the wider or larger

the span of control, the more ______________ the organizational design. a. bureaucratic b. democratic c. effective d. efficient (difficult) e. classical 59. Wider spans 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 turnover c. loss of managerial power d. customer dissatisfaction e. rigid chains of command 60. An organization that spends money on

maintaining a well-trained work force can expect which of the following span-of-control outcomes? a. increased contempt for management b. increased voluntary turnover c. centralized authority d. less direct supervision (moderate) e. increased need for managerial-level

employees

欧阳地创编

欧阳地创编

61. A high-tech manager who supervises the

development 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 control b. a narrower span of control (difficult) c. a wider span of control d. a more informal span of control e. elimination of the span of control 62. In general, span of control is ______________

for managers. a. increasing (easy) b. decreasing c. staying the same d. significantly decreasing e. no longer important 63. ______________ describes the degree to which

decision making is concentrated at a single point in the organization. a. Decentralization

b. Centralization (moderate) c. Transnationalism

d. Cross sectional analysis . 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) d. mechanistic. e. organic.

欧阳地创编

欧阳地创编

65. Recently, there has been a distinct trend

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. 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. Standardization b. Centralization c. Chain of command d. Strategy e. 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. the company is geographically dispersed.

欧阳地创编

欧阳地创编

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, uncertain.

(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, narrow spans of control and high formalization. a. mechanistic (easy) b. organic c. contingency d. adhocracy e. functional 71. Which of the following is NOT a characteristic

of a mechanistic organization? a. high specialization b. wide spans of control (moderate) c. high formalization d. limited information network e. extensive departmentalization 72. What type of organizational form follows

classical principles such as unity of command? a. organic

e.

欧阳地创编

欧阳地创编

b. linear c. decentralized d. mechanistic (moderate) e. adhocracy

ORGANIZATIONAL DESIGN DECISIONS 73. Which of the following would likely be found

in mechanistic organizations? a. wide span of control b. empowered employees c. decentralized responsibility d. few rules and/or regulations e. 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. 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? a. bureaucratic b. mechanistic c. volatile d. nouvelle e. organic (difficult) 76. Which of 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.

欧阳地创编

欧阳地创编

Response times are slower than mechanistic organizations, but answers tend to be more

accurate. d. Professional 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? a. organizational size b. organizational strategy c. organizational technology d. organizational age (moderate) e. degree of environmental uncertainty 78. 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. Mechanistic 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,

and visibility. b. customer satisfaction, employee

satisfaction, and ethics.

c.

欧阳地创编

欧阳地创编

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 between

organizational size and degree of mechanistic structure? a. -1.0 b. unclear c. positive (moderate) d. bimodal e. exponential 81. Joan Woodward's research was the first major

attempt to view organizational structure from a ______________ perspective. a. strategic b. contingency c. size d. departmental e. technological (easy) 82. The three production categories that Joan

Woodward divided organizations into in order to uncover relationships between organizational structure and technology are ______________. a. unit, mass, process (difficult) b. unit, product, cost c. product, cost, customer d. mass, process, cost e. process, unit, product

欧阳地创编

欧阳地创编

83. According to Woodward's studies, what type of

production works best with a mechanistic structure? a. unit b. process c. product d. mass (moderate) e. just-in-time 84. Which of the following is not a characteristic

that would suggest unit production would be a best \"fit\"? a. low horizontal differentiation b. low vertical differentiation c. small-batch, custom products d. low formalization e. mechanistic structure (difficult) 85. A characteristic that both unit production and

process production have is that the most effective organizational structure for both technologies is ______________. a. organic. (difficult) b. mechanistic. c. adhocracy. d. matrix. e. team. 86. Woodward's studies generally demonstrate that

organization ______________ should adapt to their ______________. a. processes; environment b. employees; leaders c. technologies; legal constraints d. structures; technology (moderate) e. outputs; resources

欧阳地创编

欧阳地创编

87. Which type of environment is best suited for

mechanistic organizations? a. dynamic b. manufacturing c. service d. combination e. stable (moderate) 88. According to the text, all of the following

are examples of the more traditional organizational designs EXCEPT: a. the simple structure.

b. the functional structure

c. the matrix structure (moderate) d. the divisional structure . Which of the following is not characteristic

of a simple organizational structure? a. narrow spans of control (moderate) b. low degree of departmentalization c. centralized decision-making d. little formalization e. information arrangement of employees COMMON ORGANIZATIONAL DESIGNS 90. Which of the following terms is associated

with a simple organizational structure? a. elaborate b. high-complexity c. formal d. decentralized e. flat (moderate) 91. A wine store that employs six people most

likely has what kind of organizational structure? a. bureaucracy b. simple (difficult)

欧阳地创编

欧阳地创编

c. functional d. divisional e. team-based 92. All of the following are strengths of a simple

organizational structure EXCEPT: a. It's fast. b. It's inexpensive to maintain. c. It's less risky. (moderate) d. Accountability is clear. e. It's flexible. 93. A bureaucratic or mechanistic design may use a

______________ structure which groups similar or related occupational specialties together. a. matrix b. functional (moderate) c. divisional d. geographic e. team-based 94. A ______________ structure creates strategic

business units. a. matrix b. functional c. divisional (difficult) d. geographic e. team-based 95. What type of organizational structure is made

up of autonomous, self-contained units? a. bureaucracy b. simple c. functional d. divisional (moderate) e. team-based 96. In what type of organizational structure is

empowerment most crucial?

欧阳地创编

欧阳地创编

a. bureaucracy b. simple c. functional d. divisional e. team-based (easy) 97. The ______________ is an organizational

structure that assigns specialists from different functional departments to work on one or more projects being led by project managers.

a. functional structure b. simple structure

c. matrix structure (moderate) d. divisional structure 98. The matrix approach violates what classical

principle? a. unity of command (moderate) b. decentralization c. customer focus d. linear lines of responsibility e. large spans of control 99. What type of organization assigns specialists

from different functional departments to work on one or more projects led by a project manager? a. classical b. contemporary c. matrix (easy) d. evolutionary e. product-based

100. A ______________ organization is not

defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure.

欧阳地创编

欧阳地创编

a. team-based b. boundaryless c. mechanistic d. project (moderate) e. simple

101. A ______________ organization has developed

the continuous capacity to adapt and change. a. simple b. mechanistic c. bureaucratic d. team-based e. learning (moderate)

MANAGING IN AN E-BUSINESS WORLD

102. According to the boxed feature, “Managing

in an E-Business World,” all of the following are needed for E-business to achieve the characteristic necessary for success in the digital world EXCEPT:

a. high vertical, horizontal, and lateral communication.

b. cross-hierarchical and cross-functional teams.

c. extensive employee empowerment. d. high formalization. (moderate)

103. According to the boxed feature, “Managing

in an E-Business World,” Amazon.com’s organizational structure is best described as ______________. a. mechanistic

b. organic (moderate) c. formal 时间：2021.03.04

创作：欧阳地 欧阳地创编