欧阳学创编 2024.03.03
Chapter 10 – Organizational
Structure and Design
时间：2024.03.03 创作：欧阳学 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)
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)
欧阳学创编 2024.03.03
欧阳学创编 2024.03.03
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. 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)
欧阳学创编 2024.03.03
欧阳学创编 2024.03.03
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)
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 \
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)
欧阳学创编 2024.03.03
罗宾斯《管理学》第九版题库-10之欧阳学创编
