ORB - TEST #4 - CHAPTER 15

SIMPLE STRUCTURE

A CENTRALIZED FORM OF ORGANIZATION THAT EMPHASIZES A SMALL TECHNICAL AND SUPPORT STAFF, STRONG CENTRALIZATION OF DECISION MAKING IN THE UPPER ECHELON, AND A MINIMAL MIDDLE LEVEL

PROFESSIONAL BUREAUCRACY

A DECENTRALIZED FORM OF ORGANIZATION THAT EMPHASIZES THE EXPERTISE OF THE PROFESSIONALS IN THE OPERATING CORE OF THE ORGANIZATION

DIVISION FORM

A LOOSELY COUPLED COMPOSITE STRUCTURAL CONFIGURATION , COMPOSED OF DIVISIONS EACH OF WHICH MAY HAVE ITS OWN STRUCTURAL CONFIGURATION

MACHINE BUREAUCRACY

A MODERATELY DECENTRALIZED FORM OF ORGANIZATION THAT EMPHASIZES SUPPORT STAFF DIFFERENTIATED FROM THE LINE OPERATIONS OF THE ORGANIZATION, LIMITED HORIZONTAL DE-CENTRALIZATION OF DECISION MAKING AND A WELL-DEFINED HIERARCHY OF AUTHORITY

ADHOCRACY

A SELECTIVELY DECENTRALIZED FORM OF ORGANIZATION THAT EMPHASIZES THE SUPPORT STAFF AND MUTUAL ADJUSTMENT AMONG PEOPLE

CONTEXTUAL VARIABLES

A SET OF FOUR CHARACTERISTICS THAT INFLUENCE THE SUCCESS OF AN ORGANIZATION'S DESIGN, SIZE, TECHNOLOGY, ENVIRONMENT, STRATEGY AND GOALS

D. THE AMOUNT OF DISCRETION THAT AN INDIVIDUAL CAN EXERCISE TO COMPLETE A TASK

ACCORDING TO PERROW, WHICH OF THE FOLLOWING IS A KEY ASPECT OF STRUCTURE THAT COULD BE MODIFIED TO TECHNOLOGY? A. THE LEVEL OF TECHNOLOGICAL INDEPENDENCE AMONG INDIVIDUALS B. THE POWER OF ORGANIZATIONS TO CONTROL INDIVIDUAL GOALS AND GROUP STRATEGIES C. THE EXTENT TO WHICH ORGANIZATIONAL UNITS COORDINATE WORK USING STANDARDIZATION D. THE AMOUNT OF DISCRETION THAT AN INDIVIDUAL CAN EXERCISE TO COMPLETE A TASK

A. ALL THE PARTS OF THE ORGANIZATION ARE INTERRELATED AND BALANCED

AN ORGANIZATION IS IN A STATE OF DYNAMIC EQUILIBRIUM WHEN: A. ALL THE PARTS OF THE ORGANIZATION ARE INTERRELATED AND BALANCED B. ALL THE PARTS OF THE ORGANIZATION ARE DISTINCT AND INDEPENDENT C. THE NUMBER OF ACTIVITIES WITHIN THE ORGANIZATION IS MORE THAN THE AMOUNT OF DIFFERENTIATION NEEDED WITHIN THE ORGANIZATION D. DECISION-MAKING AUTHORITY HAS BEEN DELEGATED TO LOWER LEVELS OF THE ORGANIZATION

MECHANISTIC STRUCTURE

AN ORGANIZATIONAL DESIGN THAT EMPHASIS STRUCTURED ACTIVITIES, SPECIALIZED TASKS, AND CENTRALIZED DECISION MAKING

ORGANIC STRUCTURE

AN ORGANIZATIONAL DESIGN THAT EMPHASIZES TEAMWORK, OPEN COMMUNICATION, AND DECENTRALIZED DECISION MAKING

ENVIRONMENT

ANYTHING OUTSIDE THE BOUNDARIES OF AN ORGANIZATION

C. AN EMPLOYEE'S ROLE IS DEFINED BY FORMAL DOCUMENTATION

FORMALIZATION REFERS TO THE DEGREE TO WHICH: A. JOBS ARE NARROWLY DEFINED AND DEPEND ON UNIQUE EXPERTISE B. DECISIONS ARE MADE AT THE TOP OF A FORMAL ORGANIZATION C. AN EMPLOYEE'S ROLE IS DEFINED BY FORMAL DOCUMENTATION D. MANY DIFFERENT TYPES OF ACTIVITIES OCCUR IN AN ORGANIZATION

D. THE TOTAL NUMBER OF EMPLOYEES

IN THE CONTEXT OF CONTEXTUAL VARIABLES, SIZE IS_____________________ A. THE TOTAL NUMBER OF BRANCHES B. THE TOTAL NUMBER OF CLIENTS C. THE TOTAL NUMBER OF DEPARTMENTS D. THE TOTAL NUMBER OF EMPLOYEES

C. DEPRESSIVE

IN THE CONTEXT OF FACTORS THAT CAN ADVERSELY AFFECT ORGANIZATIONAL STRUCTURE, IN A _________________ CONSTELLATION, PEOPLE FEEL INHIBITED IN THEIR WORK ACTIVITIES, WHICH CAN LEAD TO LOW LEVELS OF PRODUCTIVITY AND TASK ACCOMPLISHMENT A. SCHIZOID B. PARANOID C. DEPRESSIVE D. COMPULSIVE

A. IT USES STANDARDIZATION OF OUTPUTS AS ITS COORDINATING MECHANISM

IN THE CONTEXT OF STRUCTURAL CONFIGURATIONS, WHICH OF THE FOLLOWING STATEMENTS IS TRUE OF THE DIVISIONALIZED FORM? A. IT USES STANDARDIZATION OF OUTPUTS AS ITS COORDINATING MECHANISM B. IT ACHIEVES COORDINATION THROUGH DIRECT SUPERVISION, OFTEN BY THE CHIEF EXECUTIVE IN THE UPPER ECHELON. C. IT IS DESIGNED TO FUSE INTERDISCIPLINARY EXPERTS INTO SMOOTHLY FUNCTIONING AD HOC PROJECT TEAMS D. IT EMPHASIZES A SMALL TECHNICAL AND SUPPORT STAFF

C. A HIGH STANDARD OF ETHICS

ONE OF THE KEY INGREDIENTS FOR THE DEVELOPMENT OF TRUST IN VIRTUAL ORGANIZATIONS IS: A. AN ORGANIC STRUCTURE B. TECHNOLOGY THAT CAN CHANGE THE FUTURE C. A HIGH STANDARD OF ETHICS D. A UNIQUE ORGANIZATIONAL IDENTITY

ENVIRONMENTAL UNCERTAINTY

THE AMOUNT AND RATE OF CHANGE IN THE ORGANIZATION'S ENVIRONMENT

A. THE DEGREE OF SPECIALIZATION

THE CHOICE OF STRUCTURE FOR MANAGING AN INTERNATIONAL BUSINESS IS GENERALLY BASED ON: A. THE DEGREE OF SPECIALIZATION B. THE DEGREE OF DECENTRALIZATION C. THE LEVEL OF VERTICAL INTEGRATION D. THE LEVEL OF HORIZONTAL INTEGRATION

TECHNOLOGICAL INTERDEPENDENCE

THE DEGREE OF INTERRELATEDNESSOF THE ORGANIZATION'S VARIOUS TECHNOLOGICAL ELEMENTS

HIERARCHY OF AUTHORITY

THE DEGREE OF VERTICAL DIFFERENTIATION ACROSS LEVELS OF MANAGEMENT

CENTRALIZATION

THE DEGREE TO WHICH DECISIONS ARE MADE AT THE TOP OF THE ORGANIZATION

SPECIALIZATION

THE DEGREE TO WHICH JOBS ARE NARROWLY DEFINED AND DEPEND ON UNIQUE EXPERTISE

COMPLEXITY

THE DEGREE TO WHICH MANY DIFFERENT TYPES OF ACTIVITIES OCCUR IN THE ORGANIZATION

FORMALIZATION

THE DEGREE TO WHICH THE ORGANIZATION HAS OFFICIAL RULES, REGULATIONS, AND PROCEDURES

STANDARDIZATION

THE DEGREE TO WHICH WORK ACTIVITIES ARE ACCOMPLISHED IN A ROUTINE FASHION

ORGANIZATIONAL LIFE CYCLE

THE DIFFERING STAGES OF AN ORGANIZATION'S LIFE FROM BIRTH TO DEATH

ORGANIZATIONAL STRUCTURE

THE LINKING OF DEPARTMENTS AND JOBS WITHIN AN ORGANIZATION

TASK ENVIRONMENT

THE PART OF THE ENVIRONMENT THAT IS DIRECTLY RELEVANT TO THE ORGANIZATION

ORGANIZATIONAL DESIGN

THE PROCESS OF CONSTRUCTING AND ADJUSTING AN ORGANIZATION'S STRUCTURE TO ACHIEVE IT'S BUSINESS STRATEGY AND GOALS.

INTEGRATION

THE PROCESS OF COORDINATING THE DIFFERENT PARTS OF AN ORGANIZATION

DIFFERENTIATION

THE PROCESS OF DECIDING HOW TO DIVIDE THE WORK IN AN ORGANIZATION

C. DIFFERENTIATION

THE PROCESS OF HAVING TO DECIDE HOW TO DIVIDE THE WORK IN AN ORGANIZATION IS KNOWN AS_____________________. A. INTEGRATION B. STANDARDIZATION C. DIFFERENTIATION D. FORMALIZATION

A. IT'S SLOW RESPONSIVENESS TO INDIVIDUAL EMPLOYEE PREFERENCES AND IDEAS

THE WEAKNESS OF THE MACHINE BUREAUCRACY IS: A. IT'S SLOW RESPONSIVENESS TO INDIVIDUAL EMPLOYEE PREFERENCES AND IDEAS B. THE LACK OF HIERARCHY OF AUTHORITY C. THE NARROW SPAN OF CONTROL D. ITS INABILITY TO ACHIEVE COORDINATON THROUGH DIRECT SUPERVISION

A. ADHOCRACY

THE ___________________ IS A SELECTIVELY DECENTRALIZED FORM OF ORGANIZATION THAT EMPHASIZES THE SUPPORT STAFF AND MUTUAL ADJUSTMENT AMONG PEOPLE A. ADHOCRACY B. MACHINE BUREAUCRACY C. DIVISIONALIZED FORM D. SIMPLE STRUCTURE

B. THE DIFFERENCE IN AUTHORITY AND RESPONSIBILITY IN THE ORGANIZATIONAL HIERARCHY

VERTICAL DIFFERENTIATION IS: A. THE EXTENT TO WHICH WORK ACTIVITIES ARE DESCRIBED AND PERFORMED ROUTINELY IN THE SAME WAY B. THE DIFFERENCE IN AUTHORITY AND RESPONSIBILITY IN THE ORGANIZATIONAL HIERARCHY C. THE DEGREE OF DIFFERENTIATION BETWEEN ORGANIZATIONAL SUBUNITS D. THE GEOGRAPHIC DISPERSION OF AN ORGANIZATIONS OFFICES, PLANTS AND PERSONNEL

A. MANAGEMENT BY EXCEPTION

VERTICAL INTEGRATORS ENCOURAGE MANAGEMENT TO USE ______________, TO MAKE DECISIONS WHEN EMPLOYEES BRING PROBLEMS UP THE HIERARCHY A. MANAGEMENT BY EXCEPTION B. MANAGEMENT BY OBJECTIVES C. PARTICIPATIVE MANAGEMENT D. BUREAUCRATIC MANAGEMENT

D. MANAGEMENT BY EXCEPTION

VERTICAL INTEGRATORS ENCOURAGE MANAGERS TO USE __________________, TO MAKE DECISIONS WHEN EMPLOYEES BRING PROBLEMS UP THE HIERARCHY A. MANAGEMENT BY OBJECTIVES B. PARTICIPATIVE MANAGEMENT C. BUREAUCRATIC MANAGEMENT D. MANAGEMENT BY EXCEPTION

C. STRATEGY AND GOALS

WHICH OF THE FOLLOWING CONTEXTUAL VARIABLES PROVIDES LEGITIMACY TO THE ORGANIZATION? A. TECHNOLOGY B. SIZE C. STRATEGY AND GOALS D. ENVIRONMENT

D. THE PROFESSIONAL BUREAUCRACY

WHICH OF THE FOLLOWING HAS BOTH VERTICAL AND HORIZONTAL DIFFERENTIATION? A. THE ADHOCRACY B. THE DIVISIONALIZED FORM C. THE MACHINE BUREAUCRACY D. THE PROFESSIONAL BUREAUCRACY

C. THE ROLES OF MANAGERS TODAY INVOLVE GETTING THINGS DONE BY GIVING ORDERS, WHEREAS THE ROLE OF FUTURE MANAGERS INVOLVE GETTING THINGS DONE BY NEGOTIATING

WHICH OF THE FOLLOWING IS A DIFFERENCE BETWEEN THE STRUCTURAL ROLES OF MANAGERS TODAY AND MANAGERS OF THE FUTURE? A. THE ROLES OF MANAGERS TODAY INVOLVE HAVING BROAD CROSS-FUNCTIONAL COLLABORATION, WHEREAS THE ROLES OF FUTURE MANAGERS INVOLVE HAVING A NARROW FUNCTIONAL FOCUS B. THE ROLES OF MANAGERS TODAY INVOLVE EMPHASIZING SPEED AND FLEXIBILITY, WHEREAS THE ROLES OF FUTURE MANAGERS INVOLVE GOING THROUGH CHANNELS ONE BY ONE C. THE ROLES OF MANAGERS TODAY INVOLVE GETTING THINGS DONE BY GIVING ORDERS, WHEREAS THE ROLE OF FUTURE MANAGERS INVOLVE GETTING THINGS DONE BY NEGOTIATING D. THE ROLES OF MANAGERS TODAY INVOLVE COACHING THEIR WORKERS, WHEREAS THE ROLE OF FUTURE MANAGERS INVOLVE CONTROLLING THE SUBORDINATES

B. IT EMPHASIZES A SUPPORT STAFF DIFFERENTIATED FROM THE LINE OPERATIONS OF AN ORGANIZATION

WHICH OF THE FOLLOWING STATEMENTS IS TRUE OF A MACHINE BUREAUCRACY? A. IT EMPHASIZES A SMALL TECHNICAL AND SUPPORT STAFF B. IT EMPHASIZES A SUPPORT STAFF DIFFERENTIATED FROM THE LINE OPERATIONS OF AN ORGANIZATION C. IT EMPHASIZES THE EXPERTISE OF THE OF THE PROFESSIONALS IN THE OPERATING CORE OF THE ORGANIZATION D. IT EMPHASIZES THE SUPPORT STAFF AND MUTUAL ADJUSTMENT AMONG PEOPLE

A. SHORTER LIFE CYCLES PUT MORE PRESSURE ON AN ORGANIZATION TO BE BOTH FLEXIBLE AND EFFICIENT AT THE SAME TIME

WHICH OF THE FOLLOWING STATEMENTS IS TRUE OF LIFE CYCLES IN ORGANIZATIONS? A. SHORTER LIFE CYCLES PUT MORE PRESSURE ON AN ORGANIZATION TO BE BOTH FLEXIBLE AND EFFICIENT AT THE SAME TIME B. MANY ORGANIZATIONAL SUBUNITS EXPERIENCE LONGER LIFE CYCLES BECAUSE OF CHANGES IN TECHNOLOGY AND PRODUCT DESIGN C. WHEN A NEW ORGANIZATION OR SUBUNIT IS BORN, THE STRUCTURE IS FORMAL D. AN ORGANIC STRUCTURE CANNOT RESPOND TO A DYNAMIC ENVIRONMENT AS WELL AS A MECHANISTS ONE.

D. SHORTER LIFE CYCLES PUT MORE PRESSURE ON AN ORGANIZATION TO BE BOTH FLEXIBLE AND EFFICIENT AT THE SAME TIME

WHICH OF THE FOLLOWING STATEMENTS IS TRUE OF LIFE CYCLES IN ORGANIZATIONS? A. WHEN A NEW ORGANIZATION OR SUBUNIT IS BORN, THE STRUCTURE IS FORMAL B. MANY ORGANIZATIONAL SUBUNITS EXPERIENCE LONGER LIFE CYCLES BECAUSE OF CHANGES IN TECHNOLOGY AND PRODUCT DESIGN C. AN ORGANIC STRUCTURE CANNOT RESPOND TO A DYNAMIC ENVIRONMENT AS WELL AS A MECHANISTIC ONE. D. SHORTER LIFE CYCLES PUT MORE PRESSURE ON AN ORGANIZATION TO BE BOTH FLEXIBLE AND EFFICIENT AT THE SAME TIME

C. THEY INFLUENCE HOW THE DESIGN DIMENSIONS OF STRUCTURE SHOULD BE ENACTED

WHICH OF THE FOLLOWING STATEMENTS IS TRUE OF STRATEGIES AND GOALS? A. THEY ARE PART OF THE ENVIRONMENT THAT IS DIRECTLY RELEVANT TO AN ORGANIZATION B. THEY ARE THE DEGREE TO WHICH WORK ACTIVITIES ARE ACCOMPLISHED IN A ROUTINE FASHION C. THEY INFLUENCE HOW THE DESIGN DIMENSIONS OF STRUCTURE SHOULD BE ENACTED D. THEY EMPHASIZE THE SUPPORT STAFF AND MUTUAL ADJUSTMENT AMONG PEOPLE

A. THEY INFLUENCE HOW THE DESIGN DIMENSIONS OF STRUCTURE SHOULD BE ENACTED

WHICH OF THE FOLLOWING STATEMENTS IS TRUE OF STRATEGIES AND GOALS? A. THEY INFLUENCE HOW THE DESIGN DIMENSIONS OF STRUCTURE SHOULD BE ENACTED B. THEY EMPHASIZE THE SUPPORT STAFF AND MUTUAL ADJUSTMENT AMONG PEOPLE C. THEY ARE THE DEGREE TO WHICH WORK ACTIVITIES D. THEY ARE THE PART OF THE ENVIRONMENT THAT IS DIRECTLY RELEVANT TO THE ORGANIZATION

D. THE ENVIRONMENT THAT THE MANAGER PERCEIVES IS THE ENVIRONMENT THAT THE ORGANIZATION RESPONDS TO AND ORGANIZES FOR

WHICH OF THE FOLLOWING STATEMENTS IS TRUE OF THE ENVIRONMENT OF THE ORGANIZATION? A. THE ORGANIZATION'S PERCEPTIONS OF ITS ENVIRONMENT AND THE ACTUAL ENVIRONMENT ARE THE SAME B. ALL ORGANIZATIONS ENACT THE SAME STRUCTURE TO DEAL WITH THE SAME ENVIRONMENT C. THE TASK ENVIRONMENT IS THAT PART OF THE ENVIRONMENT THAT IS NOT RELEVANT TO THE ORGANIZATION D. THE ENVIRONMENT THAT THE MANAGER PERCEIVES IS THE ENVIRONMENT THAT THE ORGANIZATION RESPONDS TO AND ORGANIZES FOR