羅賓斯【管理學(xué)】第九版試題庫(kù)~10

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 organizations formal framework by which job tasks are divided, grouped, and coordinated.False (difficult)4.The concept of work specialization can be traced b

3、ack a couple of centuries to Adam Smiths 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

4、(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 are expert

5、s in various specialties and who work together is a cross-functional team.True (moderate)10.Authority is the individuals 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

6、 (easy)13.A managers 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 ha

7、s 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 in the organization

8、.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 organizations strategy, size, technology, and degree of environmental uncertainty.True (difficu

9、lt)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 by high specialization, ex

10、tensive 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, stabi

11、lity, 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.Woodward demonstrated tha

12、t organizational structures adapted to their technology.True (moderate)27.Woodwards 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

13、 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 DILEMMA31.According to the company profile in “

14、A Managers Dilemma,” the organizational structure of Nokia is best described as _.mechanisticorganic (moderate)centralizedformalized32.The factor contributing the most to Nokias success in the mobile phone industry according to the company profile in “A Managers Dilemma” is _.new product development

15、 (moderate)government subsidiesnational trade barriersweak competition33._ is the process of creating an organizations structure.a.Human resource managementb.Leadingc.Organizing (moderate)d.Planninge.DepartmentalizationDEFINING ORGANIZATIONAL STRUCTURE34.According to the text, a(n) _ is the formal f

16、ramework by which job tasks are divided, grouped, and coordinated.mission statementenvironmental scaninternal resource analysisorganizational structure (moderate)35.Which of the following is not one of the six key elements in organizational design?a.work specializationb.departmentalizationc.chain of

17、 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 used to describe the degree to which tasks in an organization are divided into sepa

18、rate jobs.work ethicsmanagerial capitalismsocial responsibilitywork specialization (moderate)38.When did the idea of enlarging, rather than narrowing, job scope begin?a.1950sb.1960s (moderate)c.1970sd.1980se.1990s39.Which of the following is not an example of the classical view of division of labor?

19、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 (moderate)b.Centralizationc.Formalizationd.Coordinatione.Efficiency41.A local manufacturing organiza

20、tion 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 (moderate)e.social grouping42.Grouping sporting equipment in one area, mens clothing in another

21、area, and cosmetics in a third area, is an example of what kind departmentalization?duct (easy)cesse.outcome43.Sales responsibilities divided into the southwest, midwest, southern, northern, and western regions would be an example of _ ductb.g

22、eographic (easy)cessd.outcomee.customer44.Grouping activities on the basis of customer flow is _.a.functional duct departmentalization.c.geographical cess departmentalization. (moderate)e.technological departmentalization.45.What type of departm

23、entalization expects that each department will specialize in one specific phase of the process or product production?cess (easy)d.outcomee.customer46.What kind of departmentalization would be in place in a government organization where different public service responsibilit

24、ies 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 suggested by your text?a.functional duct departmentalizationc.geographical depa

25、cess departmentalizatione.technological departmentalization (difficult)48.Todays competitive business environment has greatly increased the importance of what type of departmentalization?a.geographicb.customer (difficult)cesse.outcome49.According to the text, manage

26、rs are using _, which are groups of individuals who are experts in various specialties and who work together.specialized teamscross-demanded teamscross-functional teams (moderate)simple structured teams50.Which of the following is a contemporary addition to the historical view of departmentalization

27、?a.increased rigidityb.cross-functional teams (moderate)c.enhanced centralizationd.elimination of product departmentalizatione.addition of sales departmentalization51.Bringing together the companys legal counsel, research engineer, and marketing specialist for a project is an example of a(n) _.a.emp

28、owered cess duct 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.chain of demandch

29、ain of command (easy)demand hierarchycontinuous design structure53.To whom a worker reports concerns which aspect of organizational structure?a.chain of command (moderate)b.departmentalizationc.pay structured.line of commande.authority framework54._ entitles a manager to direct the work of a subordi

30、nate.a.Responsibilityb.Legitimate powerc.Rankd.Operating responsibilitye.Authority (moderate)55._ is the obligation to perform assigned activities.a.Authorityb.Responsibility (easy)c.Chain of commandd.Unity of commande.Formalization56.The _ principle (one of Fayols 14 principles of management) helps

31、 preserve the concept of a continuous line of authority.unity of demandunity of command (moderate)demand structurecontinuous demand57.Span of control refers to which of the following concepts?a.how much power a manager has in the organizationb.the geographic dispersion of a managers subunits of resp

32、onsibilityc.how many subordinates a manager can effectively and efficiently supervise (moderate)d.the number of subordinates affected by a single managerial ordere.the amount of time it takes to pass information down through a managers line of command58.Other things being equal, the wider or larger

33、the span of control, the more _ the organizational design.a.bureaucraticb.democraticc.effectived.efficient (difficult)e.classical59.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.incre

34、ased turnoverc.loss of managerial powerd.customer dissatisfactione.rigid chains of command60.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 managementb.increased voluntary turnoverc.centra

35、lized authorityd.less direct supervision (moderate)e.increased need for managerial-level employees61.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.ab

36、out 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 the span of control62.In general, span of control is _ for managers.a.increasing (easy)b.decreasingc.staying the samed.significantly decreasinge.no longer im

37、portant63._ describes the degree to which decision making is concentrated at a single point in the organization.DecentralizationCentralization (moderate)TransnationalismCross sectional analysis64.If lower-level employees provide input or are actually given the discretion to make decisions, the organ

38、ization is _.a.formalized.b.centralized.c.decentralized. (easy)anic.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.Whi

39、ch 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

40、 within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.a.Standardizationb.Centralizationc.Chain of commandd.Strategye.Formalization (moderate)68.All of the following factors indicate that a decentralized organization would be most effect

41、ive 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.effective implementation of strategies depends on managers having involvement and flexibility to make decisions.69.Which of the

42、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 o

43、f company failure.70.The _ organizational structure is characterized by high specialization, extensive departmentalization, narrow spans of control and high formalization.a.mechanistic (easy)anicc.contingencyd.adhocracye.functional71.Which of the following is NOT a characteristic of a mechanist

44、ic organization?a.high specializationb.wide spans of control (moderate)c.high formalizationd.limited information networke.extensive departmentalization72.What type of organizational form follows classical principles such as unity of command?anicb.linearc.decentralizedd.mechanistic (moderate)e.a

45、dhocracyORGANIZATIONAL DESIGN DECISIONS73.Which of the following would likely be found in mechanistic organizations?a.wide span of controlb.empowered employeesc.decentralized responsibilityd.few rules and/or regulationse.standardized job specialties (difficult)74.All of the following are characteris

46、tics 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

47、rules was an example of what type of organization?anic (difficult)76.Which of the following is true concerning an organic organizations problem-response time?a.It requires strict adherence to efficiently developed rules.b.Its speed demands clear li

48、nes of command.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 hel

49、p determine appropriate organizational structure?anizational anizational anizational anizational age (moderate)e.degree of environmental uncertainty78.Which of the following is an accurate statement?Strategy follows structure.Strategy and structure are equal

50、 in temporal importance.Strategy and structure are not linked.Structure follows strategy. (moderate)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

51、focus on three strategy dimensions. These dimensions are _.a.revenue maximization, customer satisfaction, and visibility.b.customer satisfaction, employee satisfaction, and ethics.c.innovation, cost minimization, and imitation. (difficult)d.legal considerations, profit maximization, and innovation.

52、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.-1.0b.unclearc.positive (moderate)d.bimodale.exponential81.Joan Woodwards research was the first major attempt to view organiza

53、tional structure from a _ perspective.a.strategicb.contingencyc.sized.departmentale.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 (diff

54、icult)b.unit, product, duct, cost, customerd.mass, process, cess, unit, product83.According to Woodwards studies, what type of production works best with a mechanistic structure?ductd.mass (moderate)e.just-in-time84.Which of the following is not a characteristic

55、 that would suggest unit production would be a best fit?a.low horizontal differentiationb.low vertical differentiationc.small-batch, custom productsd.low formalizatione.mechanistic structure (difficult)85.A characteristic that both unit production and process production have is that the most effecti

56、ve organizational structure for both technologies is _.anic. (difficult)b.mechanistic.c.adhocracy.d.matrix.e.team.86.Woodwards studies generally demonstrate that organization _ should adapt to their _.cesses; environmentb.employees; leadersc.technologies; legal constraintsd.structures; tec

57、hnology (moderate)e.outputs; resources87.Which type of environment is best suited for mechanistic organizations?binatione.stable (moderate)88.According to the text, all of the following are examples of the more traditional organizational designs EXCEPT:the simple structure.the functional structureth

58、e matrix structure (moderate)the divisional structure89.Which of the following is not characteristic of a simple organizational structure?a.narrow spans of control (moderate)b.low degree of departmentalizationc.centralized decision-makingd.little rmation arrangement of employeesCO

59、MMON ORGANIZATIONAL DESIGNS90.Which of the following terms is associated with a simple organizational structure?a.elaborateb.high-complexityc.formald.decentralizede.flat (moderate)91.A wine store that employs six people most likely has what kind of organizational structure?a.bureaucracyb.simple (dif

60、ficult)c.functionald.divisionale.team-based92.All of the following are strengths of a simple organizational structure EXCEPT:a.Its fast.b.Its inexpensive to maintain.c.Its less risky. (moderate)d.Accountability is clear.e.Its flexible.93.A bureaucratic or mechanistic design may use a _ structure whi