Chapter 15 Foundations of Organization Structure
MULTIPLE CHOICE
What is Organizational Structure?
1. _____ defines how job tasks are formally divided, grouped, and coordinated.
a. Organizational structure
b. Organizational behavior
c. Formalization
d. Span of control
(a; Easy; p. 425)
2. Organizational structure is made up of six key elements. Which of the following is not one of the elements?
a. centralization
b. departmentalization
c. coordination
d. formalization
(c; Moderate; Exh. 15-1; p. 426)
3. Work specialization is the same as:
a. span of control.
b. division of labor.
c. unity of command.
d. job grouping.
(b; Easy; p. 426)
4. The degree to which tasks are subdivided into parate jobs is termed:
a. departmentalization.
b. formalization.
c. work specialization.
d. span of control.
(c; Moderate; p. 426)
5. In the late 1940s, most manufacturing jobs in industrialized countries were being done with high:
a. departmentalization.
b. formalization.
c. work specialization.
d. span of control.
(c; Moderate; p. 426)
骨干申请书6. For much of the first half of the 20th century, managers viewed _____ as an unending source of incread productivity.
a. departmentalization
b. formalization
c. work specialization
d. span of control
(c; Moderate; p. 426)
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7. Which one of the following components of organizational structure specifically define
s where decisions are made?
a. complexity
b. formalization
c. centralization
d. technology
(c; Moderate; Exh 15-1; p. 426)
8. The basis by which jobs are grouped together is termed:
a. departmentalization.
b. formalization.
c. work specialization.
d. centralization.
(a; Easy; Exh. 15-1; p. 426)
9. Grouping jobs on the basis of function, product, geography, process, or customer is a form of:
a. departmentalization.
b. work specialization.
c. span of control.
d. chain of command.
(a; Moderate; p. 427)
10. One of the most popular ways to group activities is by:
a. product.
b. function.
c. geography.
d. process.平等互利
(b; Challenging; p. 427)
11. Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by:
a. function.
b. process.
c. customer.
d. product.
(d; Easy; p. 428)
12. A manufacturing manager who organizes the plant by parating engineering, acco
unting, manufacturing, personnel, and purchasing into departments is practicing _____ departmentalization.
a. target customer
b. product
c. functional
d. geographic
(c; Moderate; p. 428)
13. _____ departmentalization achieves economies of scale by placing people with common skills and orientations into common units.
a. Functional
b. Process
c. Product
d. Geographic
(a; Moderate; p. 428)
14. At an Alcoa aluminum tubing plant in upstate New York, production is organized into five departments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is an example of _____departmentalization.
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a. Functional
b. Process
c. Product
d. Geographic
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(b; Moderate; p. 428)
15. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed:
a. chain of command.
b. authority.
c. power.
d. unity of command.
(a; Moderate; p. 429)
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16. The right inherent in a managerial position to give orders and expect orders to be obeyed is termed:
a. chain of command.
b. authority.
c. power.
d. unity of command.
(b; Moderate; p. 429)
17. The _____ principle helps prerve the concept of an unbroken line of authority.
a. span of control
b. power
c. unity of command
d. decentralization
(c; Moderate; p. 429)
18. The _____ principle states that a person should have one and only one superior to whom he or she is directly responsible.
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a. span of control
b. chain of command
c. unity of command
d. power
(c; Easy; p. 429)
19. The _____ refers to the number of subordinates a manager can efficiently and effectively direct.
a. span of control
b. unity of command
c. chain of command
d. organizational chart
(a; Easy; p. 418)
20. Which of the following is a drawback of a narrow span of control?
a. It reduces effectiveness.
b. It is more efficient.
c. It encourages overly tight supervision and discourages employee autonomy.
d. It empowers employees.
(c; Challenging; p. 430)
21. Which of the following is not a drawback of a narrow span of control?
a.They are expensive.
b.They make vertical communication in the organization more complex.
