CHAPTER 3—FUNDAMENTALS OF ORGANIZATION STRUCTURE
MULTIPLE CHOICE
1. Which of the following is not a component in the definition of organization structure?
a. It includes the design systems to ensure effective communication, coordination, and
integration of effort across each position.
b. It identifies the tasks and processes for each position within the organization.
c. It identifies the grouping together of individuals into departments and of departments into
the total organization.
d. It designates formal reporting relationships, including the number of levels in the
hierarchy and the span of control of managers and supervisors.
ANS: B
PTS: 1
REF: pg. 94
NAT: AACSB Analytic | AACSB Creation of Value
2. Which of the following is true concerning information in an organization?
a. Information should flow horizontally, but not vertically.
b. Information should flow vertically, but not horizontally.
c. Structure should fit the information requirements of the organization.
d. It is not possible to give people too much information.
ANS: C
PTS: 1
REF: pg. 96
NAT: AACSB Analytic | AACSB Creation of Value
3. When problems and decisions are funneled to top levels of the hierarchy for resolution, ____ is being
used.
a. centralized decision making
b. functional structure
c. horizontal linkage
d. full-time integration
ANS: A
PTS: 1
REF: pgs. 96-97
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
4. Which of the following is not a structural device used to achieve vertical linkages?
a. Rules and plans
b. Task forces
c. Vertical information systems
d. Hierarchical referral
ANS: B
PTS: 1
REF: pg. 99
NAT: AACSB Analytic | AACSB Creation of Value
5. ____ means decision making authority is pushed down to lower organizational levels.
a. Centralized decision making
b. Horizontal linkage
c. Decentralized decision making
d. Vertical linkage
ANS: C
PTS: 1
REF: pg. 97
NAT: AACSB Analytic | AACSB Creation of Value
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
6. ____ are used to coordinate activities between the top and bottom of an organization and are designed
primarily for control of the organization.
a. Vertical linkages
b. Functional groupings
c. Horizontal linkages
d. Divisional groupings
ANS: A
PTS: 1
REF: pg. 99
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
7. Which of the following mechanisms does not provide an improved degree of horizontal coordination
and control?
a. Information systems
b. Task forces
c. Hierarchical referral
d. Teams
ANS: C
PTS: 1
REF: pg. 99
NAT: AACSB Analytic | AACSB Creation of Value
8. Which of the following is another strategy for increasing vertical information capacity and includes
periodic reports, written information, and computer-based communications?
a. Systematic integration of systems
b. Vertical information systems
c. Horizontal linkages
d. Vertical linkages
ANS: B
PTS: 1
REF: pg. 100
NAT: AACSB Analytic | AACSB Strategy
9. ____ refers to communication and coordination horizontally across organizational departments.
a. Horizontal linkage
b. Full-time integration
c. Horizontal information system
d. Vertical grouping
ANS: A
PTS: 1
REF: pg. 100
NAT: AACSB Communication | AACSB Group Dynamics
10. Horizontal linkage mechanisms:
a. cause employees to experience the confusion of not having unity of command.
b. must be added to a divisional structure to coordinate across functional areas.
c. should be avoided because they confuse vertical linkages.
d. enable people in different functional departments to exchange information.
ANS: D
PTS: 1
REF: pg. 100
NAT: AACSB Analytic | AACSB Creation of Value
11. A liaison role exists when:
a. there is direct contact between managers affected by a problem.
b. there is an exchange of paperwork about a problem.
c. a temporary committee composed of representatives form each department affected by a
problem is formed.
d. a person located in one department had the responsibility for communicating and
achieving coordination with another department.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
ANS: D
PTS: 1
REF: pg. 101
NAT: AACSB Reflective Thinking | AACSB Individual Dynamics
12. A ____ is a temporary committee composed of representatives from each organizational unit affected
by a problem.
a. top management team
b. virtual team
c. task force
d. functional team
ANS: C
PTS: 1
REF: pg. 101
NAT: AACSB Analytic | AACSB Creation of Value
13. A full-time integrator:
a. improves vertical linkage of the organization.
b. has a title such as product manager.
c. reports to one of the functional departments being coordinated.
d. has the responsibility of coordinating only one department.
ANS: B
PTS: 1
REF: pg. 102
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
14. If Brian Ramsaur is the Gaterade product manager at Fencelink, then he is:
a. a liaison.
b. a full-time integrator.
c. head of a task force.
d. in charge of all aspects of its production and sales, with full line authority.
ANS: B
PTS: 1
REF: pg. 102
NAT: AACSB Analytic | AACSB Individual Dynamics
Organization Chart 3.1
15. Reference Organization Chart 3.1. Which of the following is correct?
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
a.
b.
c.
d.
The structure is divisional.
The structure is primarily functional.
The customer accounts section should be dissolved and made to report to marketing.
Hierarchical referral is the best means for coordination in this organization.
ANS: B
PTS: 1
REF: pgs. 110-112
NAT: AACSB Analytic | AACSB Individual Dynamics
16. Which of the following terms would best be linked with "full-time integrator?"
a. Brand manager
b. Task force
c. Direct contact
d. Vertical control
ANS: A
PTS: 1
REF: pg. 102
NAT: AACSB Analytic | AACSB Leadership Principles
17. Which of the following is made up of organizationally or geographically dispersed members who are
linked primarily through advanced information and communications technologies?
a. Virtual teams
b. Task forces
c. Full-time integrators
d. Information systems
ANS: A
PTS: 1
REF: pg. 103
NAT: AACSB Analytic | AACSB Group Dynamics
18. The overall design of organization structure indicates all of the following except:
a. work activities.
b. reporting relationships.
c. departmental groupings.
d. information systems.
ANS: D
PTS: 1
REF: pg. 107
NAT: AACSB Analytic | AACSB Creation of Value
19. The ____ should be an unbroken line of authority that links all persons in an organization and shows
who reports to whom.
a. vertical linkage
b. horizontal linkage
c. chain of command
d. task force
ANS: C
PTS: 1
REF: pg. 108
NAT: AACSB Reflective Thinking | AACSB Creation of Value
20. Which of the following means employees are organized around core work processes, the end-to-end
work, information, and material flows that provide value directly to customers?
a. Departmental grouping
b. Horizontal grouping
c. Divisional grouping
d. Multifocused grouping
ANS: B
PTS: 1
REF: pg. 108
NAT: AACSB Communication | AACSB Creation of Value
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Chart 3.2
21. Reference Organization Chart 3.2. We can accurately conclude that:
a. there should be no assistant manger.
b. the company has a divisional structure.
c. the company has a functional structure.
d. the general manager has a span of control of five.
ANS: C
PTS: 1
REF: pg. 110
NAT: AACSB Analytic | AACSB Creation of Value
22. Reference Organization Chart 3.2. The structure would bring strengths such as:
a. product responsibility is clear and simple.
b. economies of scale.
c. suitability for an unstable environment.
d. determining total cost of any given product is a straightforward hierarchical matter.
ANS: B
PTS: 1
REF: pg. 110
NAT: AACSB Analytic | AACSB Creation of Value
23. Reference Organization Chart 3.2. This structure:
a. has caused high levels of bureaucracy.
b. should be changed immediately to a horizontal grouping if the company is growing.
c. would have increased the span of control for the General Manager when the Assistant
Manager position was added.
d. could have a weakness of slow response to environmental changes that require
coordination across functional areas.
ANS: D
PTS: 1
REF: pg. 111
NAT: AACSB Analytic | AACSB Creation of Value
24. Riya is the vice president of marketing for her company. Other officers in the company include the
vice presidents of engineering, production, finance, and human resource management. The structure of
this small company is likely to be:
a. product.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
b. matrix.
c. functional.
d. hybrid.
ANS: C
PTS: 1
NAT: AACSB Analytic | AACSB HRM
REF: pg. 110
25. Which of the following is NOT a strength of a functional organization structure?
a. Allows economies of scale within functional departments.
b. Is best with only one or a few products.
c. Enables in-depth knowledge and skill development.
d. Leads to customer satisfaction because product responsibility and contact points are clear.
ANS: D
PTS: 1
REF: pg. 110
NAT: AACSB Analytic | AACSB Creation of Value
26. Which of the following is true of a functional structure?
a. It reacts quickly to environmental changes.
b. It diminishes economies of scale compared to the divisional structure.
c. It often results in hierarchy overload.
d. It cannot work in small organizations.
ANS: C
PTS: 1
REF: pg. 110
NAT: AACSB Analytic | AACSB Creation of Value
27. What is likely to be the result if a domestic company that manufactures four different types of products
changes from a functional structure to a divisional structure?
a. Lower fixed costs
b. Better coordination within a product area between different functional areas
c. More technical development within functional areas
d. More centralized decision making
ANS: B
PTS: 1
REF: pg. 112
NAT: AACSB Analytic | AACSB Creation of Value
28. A company that wishes to maintain the basic functional structure, but is having difficulty coordinating
across departments because of growth:
a. should install horizontal linkages.
b. should realize that the functional structure cannot work and abandon it for a matrix.
c. may find it necessary to abolish liaison roles.
d. can profit most by adding more functional departments.
ANS: A
PTS: 1
REF: pg. 112
NAT: AACSB Analytic | AACSB Creation of Value
29. The product or divisional structure:
a. is not suited to fast change in an unstable environment.
b. centralizes decision making.
c. facilitates integration and standardization across product lines.
d. allows units to adapt to differences in products, regions, and clients.
ANS: D
PTS: 1
REF: pg. 114
NAT: AACSB Reflective Thinking | AACSB Creation of Value
30. All of the following are strengths of a divisional organization structure, except:
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
a.
b.
c.
d.
it allows units to adapt to differences in products, regions, customers.
it involves high coordination across functions.
it centralizes decision making.
it is best in large organizations with several products.
ANS: C
PTS: 1
REF: pg. 114
NAT: AACSB Analytic | AACSB Creation of Value
31. The matrix structure is the correct structure when three conditions are met. Which of the following is
one of these three conditions?
a. Pressure exists to share scarce resources across product lines.
b. Technical quality is not very important.
c. The environmental domain of the organization is simple.
d. The environmental domain of the organization is certain and stable.
ANS: A
PTS: 1
REF: pg. 117
NAT: AACSB Analytic | AACSB Creation of Value
32. The matrix structure:
a. always keeps dual-authority relationships.
b. should be considered only in a stable environment.
c. is designed for use within a bureaucracy.
d. is known for its quality of centralization of key decisions for organizational control.
ANS: A
PTS: 1
REF: pg. 117
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
33. In a ____ matrix, the project/product managers have primary authority and functional managers simply
assign technical personnel to projects and provide advisory expertise as needed.
a. functional
b. virtual
c. divisional
d. product
ANS: D
PTS: 1
REF: pg. 117
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
34. Which of the following is not a weakness of a matrix organization structure?
a. Causes participants to experience dual authority.
b. Determining core processes is difficult and time consuming.
c. Will not work unless participants understand it and adopt collegial rather than vertical type
relationships.
d. Requires great effort to maintain power balance.
ANS: B
PTS: 1
REF: pg. 118
NAT: AACSB Analytic | AACSB Creation of Value
35. In the horizontal structure, it is said that:
a. the process owner is responsible for coordinating the core process in its entirety.
b. because team members become recognized experts in a single area, cross-training that
characterizes other organizational forms is limited.
c. boundaries between departments are clearly defined to ensure functional expertise.
d. if the organization has been rooted in strict vertical, hierarchical structure, it is ready for
immediate and rapid implementation of the horizontal structure.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
ANS: A
PTS: 1
REF: pg. 122
NAT: AACSB Reflective Thinking | AACSB Leadership Principles
36. ____ means the redesign of a vertical organization along its horizontal workflows and processes.
a. Vertical linkages
b. Vertical network grouping
c. Process
d. Reegineering
ANS: D
PTS: 1
REF: pg. 121
NAT: AACSB Reflective Thinking | AACSB Creation of Value
37. All of the following are characteristics of a horizontal structure except:
a. self-directed teams are the basis of the organizational design and performance.
b. people on the team are given the skills, tools, motivation, and authority to make decisions
central to the team's performance.
c. the culture is one that is closed, untrustworthy, and non-collaborative, focused on
individual accomplishments.
d. teams have the freedom to think creatively and respond flexibly to new challenges that
arise.
ANS: C
PTS: 1
REF: pgs. 122-123
NAT: AACSB Analytic | AACSB Group Dynamics
38. Potential weaknesses of the horizontal structure include:
a. it is considered inflexible and slow in response to rapid changes in customer needs.
b. determining core processes to organize around is often difficult.
c. there is a failure to promote teamwork.
d. views of organizational goals by employees focuses into too narrow of a perspective.
ANS: B
PTS: 1
REF: pg. 124
NAT: AACSB Analytic | AACSB Creation of Value
39. With a ____, the firm subcontracts most of its major functions or processes to separate companies and
coordinates their activities from a small headquarters organization.
a. virtual network structure
b. matrix structure
c. divisional structure
d. functional structure
ANS: A
PTS: 1
REF: pg. 125
NAT: AACSB Reflective Thinking | AACSB Creation of Value
40. Which type of structure tends to be used in rapidly changing environments because they offer the
organization greater flexibility?
a. Divisional structure
b. Functional structure
c. Hybrid structure
d. Matrix structure
ANS: C
PTS: 1
REF: pg. 129
NAT: AACSB Analytic | AACSB Creation of Value
41. Two types of hybrid structures are common today. The approaches combine:
a. product and matrix structures; product and horizontal structures.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
b. functional and divisional structures; functional and horizontal structures.
c. marketing and sales; marketing and logistics.
d. horizontal and teams; vertical and authority.
ANS: B
PTS: 1
REF: pg. 129
NAT: AACSB Reflective Thinking | AACSB Creation of Value
42. All of the following, except ____ are symptoms of structural deficiency.
a. decision making is delayed or lacking quality
b. the organization does not respond innovatively to a changing environment
c. too much conflict is evident
d. employees lack motivation
ANS: D
PTS: 1
REF: pgs. 132-133
NAT: AACSB Analytic | AACSB Creation of Value
43. At Verterans Administration (VA) hospitals around the country, a sophisticated system called Vista
enables people all across the organization to access complete patient information and provide better
care. Vista is an example of which of the following?
a. Integrator
b. Horizontal linkage
c. Information systems
d. Relational coordination
ANS: C
PTS: 1
REF: pg. 101
NAT: AACSB Technology | AACSB Information Technologies
44. Benjamin is an engineer at ABC Technologies. His office is located in the manufacturing area so that
he is readily available for discussions with manufacturing supervisors about engineering problems
with the manufactured products. Benjamin occupies a(n):
a. liaison role.
b. task role.
c. integrator role.
d. functtional role.
ANS: A
PTS: 1
REF: pg. 101
NAT: AACSB Reflective Thinking | AACSB Individual Dynamics
45. _____ refers to frequent, timely, problem-solving communication carried out through relationships of
shared goals, shared knowledge, and mutual respect.
a. Horizontal linkage
b. Reengineering
c. Relational coordination
d. Functional grouping
ANS: C
PTS: 1
REF: pg. 105
NAT: AACSB Communication | AACSB Creation of Value
46. All of the following statements regarding relational coordination are true except
a. when relational coordination is low, people share information and coordinate their
activities.
b. building relational coordination into the fabric of the organization requires the active role
of managers.
c. when relational coordination is high, people are given freedom from strict work rules.
d. when relational coordination is high, employees coordinate directly with each other across
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
units.
ANS: A
PTS: 1
REF: pg. 106
NAT: AACSB Communication | AACSB Creation of Value
47. At an Internet company, all the people associated with maintaining the website are grouped together in
one department. This is an example of _____ grouping.
a. horizontal
b. multi-focused
c. divisional
d. functional
ANS: D
PTS: 1
REF: pg. 108
NAT: AACSB Reflective Thinking | AACSB Creation of Value
48. _____ is the most recent approach to departmental grouping. With this grouping, the organization is a
loosely connected cluster of separate components.
a. Virtual network grouping
b. Divisional grouping
c. Multi-focused grouping
d. Horizontal grouping
ANS: A
PTS: 1
REF: pg. 108
NAT: AACSB Communication | AACSB Creation of Value
TRUE/FALSE
1. The organization chart is the visual representation of a whole set of underlying activities and processes
in an organization.
ANS: T
PTS: 1
REF: pg. 94
NAT: AACSB Analytic | AACSB Creation of Value
2. Centralized decision making means decision-making authority is pushed down to lower organizational
levels.
ANS: F
PTS: 1
REF: pgs. 96-97
NAT: AACSB Analytic | AACSB Creation of Value
3. Managers create information linkages to facilitate communication and coordination among
organizational elements.
ANS: T
PTS: 1
REF: pg. 99
NAT: AACSB Analytic | AACSB Creation of Value
4. Horizontal linkages are used to coordinate activities between the top and bottom of an organization
and are designed primarily for control of the organization, whereas vertical linkages refers to the
amount of communication and coordination across organizational departments.
ANS: F
PTS: 1
REF: pgs. 99-100
NAT: AACSB Analytic | AACSB Creation of Value
5. Rules and plans are lower on the ladder of mechanisms for vertical linkage than is adding positions to
the hierarchy.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
ANS: T
PTS: 1
REF: pg. 99
NAT: AACSB Analytic | AACSB Creation of Value
6. A task force is located in one department but has the responsibility for communicating and achieving
coordination with another department.
ANS: F
PTS: 1
REF: pg. 101
NAT: AACSB Communication | AACSB Group Dynamics
7. Integrator roles require excellent people skills.
ANS: T
PTS: 1
REF: pg. 102
NAT: AACSB Communication | AACSB Individual Dynamics
8. It would be logical for a full-time integrator to have no direct subordinates.
ANS: T
PTS: 1
REF: pg. 102
NAT: AACSB Analytic | AACSB Group Dynamics
9. A full-time integrator such as a project manager has the various functional managers--finance,
engineering, marketing--reporting to him or her.
ANS: F
PTS: 1
REF: pg. 102
NAT: AACSB Analytic | AACSB Individual Dynamics
10. Project teams can be thought of as permanent task forces.
ANS: T
PTS: 1
REF: pg. 102
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
11. Grouping by output means that people are organized by similar functions or work processes with
similar knowledge and skills.
ANS: F
PTS: 1
REF: pg. 108
NAT: AACSB Analytic | AACSB Group Dynamics
12. Functional grouping places employees together who perform similar work processes and typically
have similar knowledge and skills.
ANS: T
PTS: 1
REF: pg. 108
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
13. A weakness of the functional structure is that it results in a slow response time to environmental
change.
ANS: T
PTS: 1
REF: pg. 110
NAT: AACSB Analytic | AACSB Environmental Influence
14. Divisional structure may be organized by product, services, major projects or programs, or profit
centers.
ANS: T
PTS: 1
REF: pg. 112
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
NAT: AACSB Reflective Thinking | AACSB Creation of Value
15. An advantage of the divisional structure is that coordination of functional matters relative to any one
given product is maximized.
ANS: T
PTS: 1
REF: pg. 114
NAT: AACSB Reflective Thinking | AACSB Creation of Value
16. A strength of the divisional structure compared to the functional structure is that it tends to
decentralize decision making.
ANS: T
PTS: 1
REF: pg. 114
NAT: AACSB Analytic | AACSB Creation of Value
17. A horizontal structure is characterized by coordination around geographical areas.
ANS: F
PTS: 1
REF: pg. 121
NAT: AACSB Analytic | AACSB Creation of Value
18. Pressure for innovation is sufficient cause for adopting the matrix structure.
ANS: F
PTS: 1
REF: pg. 116
NAT: AACSB Analytic | AACSB Creation of Value
19. There are two variations of matrix structure: the functional matrix and the divisional matrix.
ANS: F
PTS: 1
REF: pg. 117
NAT: AACSB Analytic | AACSB Creation of Value
20. The matrix structure is best when environmental change is high and when goals reflect a dual
requirement.
ANS: T
PTS: 1
REF: pg. 118
NAT: AACSB Analytic | AACSB Environmental Influence
21. The horizontal structure organizes employees around core processes.
ANS: T
PTS: 1
REF: pg. 121
NAT: AACSB Reflective Thinking | AACSB Group Dynamics
22. Horizontal grouping means to contract out certain tasks or functions.
ANS: F
PTS: 1
REF: pg. 108
NAT: AACSB Analytic | AACSB Creation of Value
23. Most companies combine characteristics of multiple structures to take advantage of the strengths and
avoid some of the weaknesses.
ANS: T
PTS: 1
REF: pg. 129
NAT: AACSB Analytic | AACSB Creation of Value
24. A hybrid structure is rarely preferred over the pure functional, divisional, horizontal, and virtual
network structure.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
ANS: F
PTS: 1
REF: pg. 131
NAT: AACSB Analytic | AACSB Creation of Value
25. Vertical control is appropriate when the organization has a high need for coordination among functions
to achieve innovation and promote learning.
ANS: F
PTS: 1
REF: pg. 131
NAT: AACSB Analytic | AACSB Creation of Value
26. The concept of the organization chart has been around for approximately 25 years.
ANS: F
PTS: 1
REF: pg. 95
NAT: AACSB Analytic | AACSB Creation of Value
27. The use of the organization chart for business stems largely from the Industrial Revolution.
ANS: T
PTS: 1
REF: pg. 95
NAT: AACSB Analytic | AACSB Creation of Value
28. Liaison roles usually link four or more departments.
ANS: F
PTS: 1
REF: pg. 101
NAT: AACSB Analytic | AACSB Creation of Value
29. The highest level of horizontal coordination is relational coordination.
ANS: T
PTS: 1
REF: pg. 105
NAT: AACSB Communication | AACSB Creation of Value
30. A weakness of the divisional organization structure is that the organization loses economies of scale.
ANS: T
PTS: 1
REF: pg. 114
NAT: AACSB Analytic | AACSB Creation of Value
31. Exporting means to contract out certain tasks or functions, such as manufacturing, human resources, or
credit processing, to other companies.
ANS: F
PTS: 1
REF: pg. 125
NAT: AACSB Analytic | AACSB Creation of Value
32. The primary weakness of the virtual network structure is a lack of control.
ANS: T
PTS: 1
REF: pg. 128
NAT: AACSB Analytic | AACSB Creation of Value
ESSAY
1. Explain in a general sense what about structure we can and cannot learn from an organization's flow
chart. What structural and contextual variables that we study in organization theory appear on the
organization chart?
ANS:
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Answer not provided.
PTS: 1
REF: pg. 94
NAT: AACSB Analytic | AACSB Creation of Value
2. Describe the three components in the definition of organization structure.
ANS:
Answer not provided.
PTS: 1
REF: pg. 94
NAT: AACSB Reflective Thinking | AACSB Creation of Value
3. Explain the information processing perspective relative to the study of organizational structure.
ANS:
Answer not provided.
PTS: 1
REF: pg. 96
NAT: AACSB Reflective Thinking | AACSB Creation of Value
4. Explain when a horizontal structure is dominant and when a vertical structure is dominant.
ANS:
Answer not provided.
PTS: 1
REF: pg. 98
NAT: AACSB Reflective Thinking | AACSB Creation of Value
5. List and explain the structural devices to achieve vertical linkage.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 99-100
NAT: AACSB Reflective Thinking | AACSB Creation of Value
6. How can rules and plans serve as an information linking mechanism in organizations?
ANS:
Answer not provided.
PTS: 1
REF: pgs. 99-100
NAT: AACSB Analytic | AACSB Creation of Value
7. Contrast the following structural alternatives to achieving horizontal integration: task force, liaison,
and full-time integrator.
ANS:
Answer not provided.
PTS: 1
REF: pgs. 101-102
NAT: AACSB Analytic | AACSB Creation of Value
8. What qualifications would be expected for the position of full-time integrator? Why?
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
ANS:
Answer not provided.
PTS: 1
REF: pg. 102
NAT: AACSB Analytic | AACSB Individual Dynamics
9. Explain why departments are created.
ANS:
Answer not provided.
PTS: 1
REF: pg. 107
NAT: AACSB Analytic | AACSB Creation of Value
10. List and explain two of the departmental grouping options.
ANS:
Answer not provided.
PTS: 1
REF: pg. 108
NAT: AACSB Reflective Thinking | AACSB Creation of Value
11. Draw and label a functional structure. Then draw a divisional structure, and take the same job titles
you placed in the previous structure and label where they would be in the divisional structure. The
resulting two diagrams should illustrate differences between the functional and divisional structure.
ANS:
Answer not provided.
PTS: 1
REF: pg. 110|pg. 112
NAT: AACSB Reflective Thinking | AACSB Creation of Value
12. What are the similarities and differences between a functional structure with horizontal linkages and a
divisional structure?
ANS:
Answer not provided.
PTS: 1
REF: pg. 112
NAT: AACSB Analytic | AACSB Creation of Value
13. List and describe the conditions of the matrix structure.
ANS:
Answer not provided.
PTS: 1
REF: pg. 117
NAT: AACSB Reflective Thinking | AACSB Creation of Value
14. Compare and contrast a functional matrix and a product matrix.
ANS:
Answer not provided.
PTS: 1
REF: pg. 117
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
NAT: AACSB Reflective Thinking | AACSB Creation of Value
15. Would you personally rather join an organization structured by function matrix or product matrix?
Why?
ANS:
Answer not provided.
PTS: 1
REF: pg. 117
NAT: AACSB Analytic | AACSB Creation of Value
16. Contrast the similarities and differences between a matrix organization and a functional structure with
horizontal linkages. Explain about a situation or an organization in which you would actually prefer to
utilize the functional structure with horizontal linkages over the matrix.
ANS:
Answer not provided.
PTS: 1
REF: pg. 112|pgs. 116-117
NAT: AACSB Analytic | AACSB Creation of Value
17. Describe the characteristics of a company reengineered into a horizontal structure.
ANS:
Answer not provided.
PTS: 1
REF: pg. 122
NAT: AACSB Reflective Thinking | AACSB Creation of Value
18. What are the strengths and weaknesses of the horizontal structure?
ANS:
Answer not provided.
PTS: 1
REF: pg. 124
NAT: AACSB Reflective Thinking | AACSB Creation of Value
19. Explain how a modular structure works.
ANS:
Answer not provided.
PTS: 1
REF: pg. 126
NAT: AACSB Reflective Thinking | AACSB Creation of Value
20. What are the two types of hybrid structure? Discuss each type.
ANS:
Answer not provided.
PTS: 1
REF: pg. 129
NAT: AACSB Reflective Thinking | AACSB Creation of Value
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21. List and give examples of two symptoms of structural deficiency provided in the text. Explain how an
organization might cope with those two symptoms of structural deficiency.
ANS:
Answer not provided.
PTS: 1
REF: pg. 132
NAT: AACSB Analytic | AACSB Creation of Value
22. What symptoms of structural deficiency would make a firm consider changing its structure?
ANS:
Answer not provided.
PTS: 1
REF: pg. 132
NAT: AACSB Analytic | AACSB Creation of Value
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.