© 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 ver
tical 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 fol
lowing 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 t
eam'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:
p
gs. 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 aro
und 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 ____, th
e 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; pr
oduct 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 R
eflective 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 eng
ineering 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.
_____ ref
ers 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.
bui
lding 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 coordinat
e 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 t
his 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 Cr
eation 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 decis
ion 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 achievi
ng
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 pla
ces 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.
Th
e 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 process
es.
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 com
panies 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 pur
e 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 o
f 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
organiza
tion 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 Reflectiv
e 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 d
epartments 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 differen
ces 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:
A
nswer 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 | A
ACSB 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 similar
ities 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 m
atrix.
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.
Expla
in 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:
A
nswer 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