Chapter 11 Questions

During times of crisis or restructuring, it is likely that organizations like Yahoo! Will maintain strong control over decision making by top managers, also known as A. Centralization B. Decentralization C. Matrix D. Departmental

A. Centralization

Marissa Mayer's ban on working remotely (telecommuting) policy could impact the concept of employee _________, or letting others make decisions and exercise discretion in getting things done. A. Empowerment B. Delegation C. Performance D. Structures

A. Empowerment

Which of the following is an advantage of a divisional structure? A. Expertise focused on specific customers, products, and regions B. Economies of scale with efficient use of resources C. Reduced costs because of common resources and efforts across divisions D. Emphasis on the goals of the organization as a whole E. No scope for unhealthy rivalries within the organization

A. Expertise focused on specific customers, products, and regions

Slice-It Inc., a fast food organization operating in many countries, varies its menus in different countries according to local tastes and preferences. It groups together employees and tasks working in the same location. Which of the following structures is Slice-It Inc. using? A. Geographical structure B. Functional structure C. Product structure D. Customer structure E. Process structure

A. Geographical structure

Behind every formal structure typically lies a(n) __________, which is the set of unofficial relationships among an organization's members. A. Informal structure B. Divisional structure C. Functional structure D. Matrix structure E. Template structure

A. Informal structure

Adzen Inc., an advertising firm, has a horizontal structure with simple rules and procedures. It achieves targets by having personal means of coordination. The firm values the existence of informal groups and does not believe in division of labor. Which of the following designs is being used by Adzen Inc.? A. Organic B. Centralized C. Authoritative D. Nonadaptive E. Bureaucratic

A. Organic

Which of the following is true of adaptive organizations? A. They are built on a foundation of trust that people will do the right things on their own initiative. B. They are characterized by vertical structures with a clear-cut division of labor and a hierarchy of authority C. They operate with a distinguished feature of promotion based on competency D. They work best for organizations doing routine tasks in stable environments E. They work with narrow spans of control and formal coordination

A. They are built on a foundation of trust that people will do the right things on their own initiative

In opening a new dialysis unit, the nurse manager has to develop a philosophy for the unit. This philosophy needs to: a. reflect the culture of the unit and its values. b. be developed by the nursing manager on the unit. c. identify the clients that will be served on the unit. d. replicate the organization's philosophy.

ANS: A A philosophy expresses the values and beliefs that members of the organization hold about the nature of their work, about the people to whom they provide service, and about themselves and others providing the services.

"Georgia Hospital will provide care that is a national example of consumer service" is a: a. vision statement. b. statement of philosophy. c. mission statement. d. rationale for care.

ANS: A A vision statement is an articulated goal that provides an inspirational target to which the organization aspires at some future time. A statement of philosophy expresses values and beliefs, and a mission statement provides the reason for the existence of the organization.

Taylor Hospital has well-defined organizational units that provide maintenance, financial services, care for cardiac patients, care for surgical patients, and so on. The organizational chart indicates that surgical units report to a surgical manager and all nursing units report to a vice president of nursing; financial services to an accountant and then to a business executive; and so on. The primary disadvantage of this organizational structure is: a. breakdown in function and communication across specialties. b. lack of congruence in culture and organizational values. c. highly centralized decision making and authority. d. wide span of control.

ANS: A In a functional organizational structure, departments and services function according to specialty. This model supports professional expertise but can lead to silos in communication and decision making and discontinuity in patient services.

The hospital administration gives approval to the chief nursing officer to hire clinical nurse specialists in staff positions rather than in administrative positions. A clinical specialist who has staff authority but no line authority typically is able to: a. function through influence. b. take complete responsibility for the care of clients. c. interview and hire staff nurses for designated nursing units. d. be granted functional authority to determine standards of nursing care and enforce them.

ANS: A Staff positions provide support to line positions but have no direct accountability for staff or patient outcomes and therefore function through influence.

The chief nursing officer is given the task of reviewing and proposing revision of the organization's mission, philosophy, and technology. In reviewing them, the chief nursing officer understands that they should be reflected in: a. the organizational structure. b. line and staff responsibilities. c. the policies and procedures. d. government regulations.

ANS: A The mission statement is an important foundation for the organizational structure and defines technology and human resources required for the organization.

With revenue reductions and cost-saving measures, the number of managers has been reduced, this has increased the number of team leaders supervised by managers by as many as three. This change may result in: a. decreased patient satisfaction. b. increased efficiency in costs. c. a more positive perception of managers. d. little change to manager-staff relationships.

ANS: A When a span of control becomes too large, supervision can become less effective, which can have a negative effect on staff-manager relationships and on the overall quality of patient care.

Organizational culture includes: (Select all that apply.) a. norms. b. traditions. c. behaviors. d. values.

ANS: A, B, C, D Organizational culture, the reflection of the norms or traditions of the organization, is exemplified in behaviors that illustrate values and beliefs.

The chief nursing officer and the dean of the School of Nursing create a partnership based on belief that by establishing rules and regulations and controlling the environment, this partnership will: a. promote professional medical authority, autonomy, and responsibility. b. need a degree of flexibility to engender success. c. be essential for self-governance. d. provide for the establishment of medical committees.

ANS: B Bureaucratic structures have a centralized command structure (chain of command) with a clear division of labor and well-articulated and commonly accepted expectations for performance. Rules, standards, and protocols ensure uniform actions and limit individualization of services and variance in workers' performance. Although bureaucracy enhances consistency, by nature, it limits employees' autonomy and thus the potential for innovations.

At Hospital XYZ, staff members on Y3 Unit have dealt with the third charge nurse in 3 years. Donna, the current charge nurse, lacks confidence in patient-nurse relationships, and scheduling and other processes are routinely left to the last minute. Staff members approached Donna first and then administration with their concerns about Donna's effectiveness as a leader. The staff was told that the problem is likely staff related, that it is simply an unhappy group, and that there is nothing that will be done further about their concerns. The philosophy of the organization indicates that "open, transparent communication between staff and management is desired and supported," and that "innovation and creative thinking are the foundation of the organization's progress." In assessing this situation as a newly hired senior executive, you anticipate that: a. staff members will resolve the conflict on their own. b. the situation will lead to ongoing disgruntlement and attrition. c. no further discussion or concerns will come out of the situation. d. the head nurse will be able to resolve the conflict on her own.

ANS: B Lack of congruence between the stated philosophy of the hospital and the experienced organizational culture does not support either the staff or the charge nurse and likely will result in ongoing frustration, confusion, and morale, which could result in increased attrition.

In matrix organizational structures, a nurse manager understands that this type of structure: a. is a simplified organizational structure. b. has both a functional manager and a service or product-line manager. c. arranges departments strictly according to function. d. promotes harmony in organizational decision making.

ANS: B Matrix structures are complex, integrated organizational structures that involve both functional and service or product-line managers. In this structure, team members or teams from various functional departments may combine to complete a project or program, thereby becoming responsible to both their functional department manager and their product-line manager.

"At Thoroughcare, we provide health care for women and children in transition" is an example of a: a. vision statement. b. mission statement. c. goal statement. d. statement of philosophy.

ANS: B Mission statements provide a reason or rationale for the existence of the organization and are indicative of the structure of the organization and of who consumes the services provided.

In what situations would you expect low morale and frustration? a. Statement of philosophy indicates "We value our staff." When staff members leave, careful evaluation is done to determine whether staff should be replaced by full- or part-time employees. b. Practices include annual staff recognition celebrations. During times of change, staff members are actively included in issue identification and solution finding. c. Recruitment ads promise opportunities for advancement for everyone. Promotions are given only to individuals with long-standing service and entrenched relationships. d. The vision indicates that there is strong commitment to lead in research. The organization has tried to implement a strong campaign to attract leading nurse researchers but has experienced difficulty in doing so.

ANS: C Although frustration may occur with external factors that affect ability to act on values and aspirations, lack of congruence between what is espoused as a value within the organization (such as promising advancement as an incentive to join the organization) and what is actually done (such as restricting advancement to internal candidates with much organizational history) can cause low morale and confusion.

The facilities department is experiencing some challenges and is undergoing reorganization. Because of your familiarity with systems theory, you: a. know that this challenge is their issue and that it has nothing to do with your unit. b. understand that such events are localized and do not have an impact on the organizational culture. c. know that the nature of challenges and reorganization in facilities will have an impact on other areas. d. anticipate that your prior experiences with facilities have no effect on the current situation.

ANS: C By nature, a system such as an organization is an interacting collection of parts that together make up the whole. Changes to one part will affect other parts and the system as a whole.

A hospital is working toward becoming a Magnet® hospital. The chief nursing officer is aware that professional nursing departments in Magnet® hospitals will: a. not be directed by nurses. b. be virtual organizations. c. be designed to maintain nursing standards of practice. d. be entitled to have client care departments.

ANS: C Hospitals that are successful in recruiting and retaining nurses have found that the major contributing characteristic to success is a nursing department that is structured to provide nurses the opportunity to be accountable for their own practice. Accountability is guided by nursing standards of practice and thus, successful nursing departments emphasize maintenance of these standards.

Collaborative partnerships between hospitals and schools of nursing are examples of hybrid organizational structures. A hybrid organizational structure: a. has many divisions of labor. b. best fits long-term care units. c. has a mixture of the characteristics of various organizational types. d. places the authority for decision making closest to the places where workers perform.

ANS: C Hybrid structures include characteristics of various organizational types and reflect the needs of the situation and the environment.

In the Unity Healthcare organization, communication flows: a. laterally. b. bottom to top. c. top to bottom. d. intermittently.

ANS: C In a bureaucratic organization, communication flows vertically top to bottom.

A primary care clinic is established in Pleasantville to provide comprehensive services to infants, children, and families within the community. The executive director of the clinic oversees physician and nursing services for infants, children, and families; a neurodevelopmental clinic; psychology, family counseling, and social work services; nutritional counseling; speech and hearing services; and physiotherapy. This type of organizational structure is known as: a. hierarchical. b. bureaucratic. c. service-line. d. matrix

ANS: C In service-line structures (sometimes called product lines), the functions necessary to produce a specific service or product are brought together into an integrated organizational unit under the control of a single manager or executive.

In the Unity Healthcare organization, decisions, including those at the unit level, are made by a group of senior executives. Rules for employees are clear, and nursing care is delineated by procedures and protocols. This exemplifies: a. transformational leadership. b. transactional leadership. c. bureaucratic organization. d. Chaos theory.

ANS: C Organizational structure refers to the organization of a work group, rather than to its leadership, and includes where decisions are made and what the relationships are between groups. In the example given, power is centrally located, with all decisions regarding policies and procedures flowing from this central location, which is characteristic of bureaucratic organizations.

A new CEO has been hired at Valley Hospital who proposes to change the centralized organizational structure that was put in place 10 years ago, based on widespread consultation with staff. The proposed structure involves substantial flattening of the organizational structure, with significant decision making being made at the point-of-care and an emphasis on interprofessional collaboration. There is a great deal of discussion about the balance between hospital-wide budget decision making and unit-based decision making. This discussion represents: a. Chaos theory. b. organizational redesign. c. organizational reengineering. d. restructuring.

ANS: C Reengineering involves a total overhaul of an organizational structure. It is a radical reorganization of the totality of an organization's structure and work processes. In reengineering, fundamentally new organizational expectations and relationships are created. Redesign is a technique to analyze tasks to improve efficiency, and restructuring is a technique to enhance organizational productivity.

At Orangetown Hospital, the nursing department is developing a mission statement for nursing. What would be a suitable mission statement? a. "Nursing provides services for patients admitted to Orangetown Hospital." b. "To participate fully in the professional services offered by Orangetown Hospital." c. "To lead by the lamp; services for seniors." d. "At Orangetown, the nursing department provides caring services that recognize the diversity of clients and promote optimal health with clients through partnership, education, and interprofessional collaboration."

ANS: D A nursing mission statement within an organization needs to establish the reason for nursing within the organization and lays out relationships with clients, the community, and other disciplines.

Sarah is a clinical nurse educator in the dialysis unit at Pines Health Center and provides education, consultation, and training support. Sarah has: a. direct responsibility for patient care. b. direct accountability for patient outcomes. c. an authority relationship to staff. d. an influence over patient outcomes.

ANS: D In a staff position, Sarah supports line positions in accomplishing the primary goals and objectives of the unit and provides support, counsel, and advice, but she has limited or no authority for decision making.

A new director of nursing in a small rural hospital wants to make changes from the traditional model of governance to a shared-governance model. Select the characteristic below that best describes the traditional organizational structure in which a staff nurse is assigned to carry out nursing tasks for clients but is not given the chance to provide input into forming the policies and procedures by which care is delivered or the standards by which care is evaluated: a. bureaucratic. b. decentralized. c. delegated authority and responsibility. d. delegated responsibility but no authority.

ANS: D In traditional structures, decision-making authority (right to act) is held by a centralized decision-making body, so that staff members have responsibility for certain functions but do not participate in decisions related to those functions.

Because of rapid turnover and the ongoing hiring of new graduates, the skill levels of staff in a busy CCU are varied. Senior staff are becoming burned out with the need to provide mentorship and guidance to new staff. As the manager, you propose the addition of a nurse in advanced practice to provide consultation and education for staff. What is this position considered? a. Hierarchical position b. Ancillary c. Line position d. Staff position

ANS: D Line personnel have authority for decision making, whereas personnel in staff positions provide education, support, advice, and counsel. The nurse in the advanced practice is providing advice and support through education as well as consultation.

A statement such as "We believe in the right of patients to make choices and to have care that is sensitive to their preferences and needs" is a _____ statement. a. mission b. goal c. vision d. philosophy

ANS: D Philosophy statements capture significant beliefs and values of the organization.

What would be the most appropriate mission statement for a nursing center? a. "At Plentyville, we provide rehabilitative services for addicted adolescents." b. "Georgiatown provides treatment and prevention services for county residents." c. "At Heart, our aim is to provide services that lead the nation in health education and research." d. "At Coeur, we strive to achieve optimal pain management with patients who are experiencing chronic pain."

ANS: D The mission statements of nursing centers are oriented toward achieving optimal health status for a defined group of patients or consumers rather than being treatment or maintenance or social-support oriented.

Which of the following is not a possible type of divisional structure? A. Groups based on working on the same processes B. All of these are types of divisional structures C. Groups are based on working on the same product D. Groups based on working in the same area E. Groups based on working with similar customers

B. All of these are types of divisional structures

LMZ Inc. functions with systematic order and a hierarchical system of management. It is characterized by formal channels of communication. The employees of the firm are required to strictly abide by the formal rules of the company. LMZ Inc. is a(n) _________ A. Adaptive organization B. Bureaucracy C. Decentralized organization D. Boundaryless organization E. Autocracy

B. Bureaucracy

Which of the following is an advantage of a network structure? A. A network structure is characterized by technology that enables the organization to have control over activities contracted out B. Network structures are lean and streamlined C. Network structures have a relatively large central core that gives them stability D. If one part of the network breaks down or fails to deliver, the other parts of the network will continue working E. A network structure has an efficient vertical management system

B. Network structures are lean and streamlined

Which of the following is used to describe a diagram that shows reporting relationships and the formal arrangement of work positions within an organization? A. Informal chart B. Organization chart C. National culture D. Informal structure E. Organizational culture

B. Organization chart

What do we call boundaryless organizations that use IT and the Internet to engage a shifting network of strategic alliances? A. Matrix structure B. Virtual organizations C. Boundaryless organizations D. Organizational cultures E. IT departments

B. Virtual organizations

The best organizational design is the one that: A. Emphasizes a vertical structure, hierarchy of authority, and promotion based on competency B. Is centralized, with many rules and procedures, a clear-cut division of labor, narrow spans of control, and formal coordination C. Achieves a good match between structure and situational contingencies D. Has narrow spans of control and strcutures of the pyramid form E. Emphasizes formal authority, order, fairness, and efficiency

C. Achieves a good match between structure and situational contingencies

Which type of organization operates with a minimum of bureaucratic features and encourages worker empowerment and teamwork? A. Virtual organizations B. Coercive organizations C. Adaptive organizations D. Mechanistic organizations E. Bureaucratic organizations

C. Adaptive organizations

Which of the following are included in the basics of a formal organizational structure? A. Friendship cliques B. Social relationships C. Communication channels D. Sources of emotional support E. Grapevine structures

C. Communication channels

Which of the following is an advantage of a functional structure? A. Establishment of a sense of common purpose B. Improved coordination across functional departments C. Economies of scale with efficient use of resources D. Clear points of responsibility for product or service delivery E. Expertise focused on specific customers, products, and regions

C. Economies of scale with efficient use of resources

Potential advantages of matrix structures include all of the following except: A. Better cooperation across functions B. Improved strategic management, since top managers are freed from unnecessary problem solving to focus time on strategic issues. C. Less performance accountability through the program, product or project managers D. Imrpoved decision making as problem solving takes place at the team level, where the best information is available E. Increased flexibility in adding, removing, and/or changing operations to meet changing demands.

C. Less performance accountability through the program, product or project managers

When organizations are in dynamic and uncertain environments, their effectiveness depends on being able to adapt quickly to changing customer tastes and preferences, which requires a more _________ design. A. Adaptive B. Mechanistic C. Organic D. Customer-centric

C. Organic

Marissa Mayer's ban on telecommuting was put in place to increase: A. Face time B. Teamwork C. Collaboration D. All of the choices are correct

D. All of the choices are correct

Structures with wider spans of control and fewer levels of management are called _________; those with narrow spans of control and many levels of management are known as _________. A. Tall, short B. Large; small C. Tall, flat D. Short, tall E. Flat, tall

E. Flat, tall

The chain of command: A. Horizontally links all positions of an organization's management B. Is the number of subordinates directly reporting to a manager C. Operates with a minimum of bureaucratic features D. Is the process of distributing and entrusting work to other persons E. Links all persons with successively higher levels of authority

E. Links all persons with successively higher levels of authority

Which of the following types of structure combines the functional and divisional structures? A. Process structure B. Customer structure C. Network structure D. Virtual organization E. Matrix structure

E. Matrix structure

The major advantages of a functional structure inside all of the following EXCEPT: A. Economies of scale with efficient use of resources B. Clear career paths within functions C. High-quality technical problem solving D. Task assignments consistent with expertise and training E. Minimized need of communication

E. Minimized need of communication

Which type of structure uses IT to link with networks of outside suppliers and service contractors? A. Process structure B. Functional structure C. Team structure D. Matrix structure E. Network structure

E. Network structure

The process of choosing and implementing structures that best arrange resources to accomplish the organization's mission and objectives is called: A. Using a bureaucracy B. Mechanistic design C. Organization culture D. Boundaryism E. Organizational design

E. Organizational design

Which of the following is true regarding the process of delegation? A. A manager is allowed to provide the subordinate with responsibility but not the authority to perform B. When a subordinate takes an assignment, he does not have an obligation to the manager to complete the job as agreed C. In the process of delegation, a manager does not have the power to create accountability D. The manager seldom gives the right to the subordinate to take necessary actions along with the assigned task E. The responsibility given by the manager is an expectation for the subordinate to perform assigned tasks

E. The responsibility given by the manager is an expectation for the subordinate to perform assigned tasks

Which of the following is a disadvantage of informal structures? A. They discourage informal learning as people work and interact together throughout the workday B. They are characterized by too many vertical layers of management C. They are typified by the presence of complex formal communication flows D. They have very centralized systems that restrict employee freedom E. They are characterized by the existence of "in" and "out" groups

E. They are charactarized by the existence of "in" and "out" groups

Which of the following is true about a network structure? A. It does everything for itself with full-time employees B. It consists of networks that are composed of full-time employees C. It consists of a relatively small central core that results in an increase in costs D. It employs a minimum staff and contracts out as much work as possible E. It groups jobs and activities that are part of the same processes

D. It employs a minimum staff and contracts out as much work as possible

The two-boss system is susceptible to power struggles and can be frustrating if it creates task confusion and conflicting work priorities. This two-boss system is a characteristic of which type of organization structure? A. Virtual B. Functional C. Customer D. Matrix E. Process

D. Matrix

A(n) _______ convenes for a particular task and disbands once a project is completed. A. Boundaryless team B. Process team C. Cross-functional team D. Project team E. Functional team

D. Project team

The line of authority that vertically links each position with successively higher levels of management is called: A. The span of control B. Organizational culture C. The division of labor D. The chain of command E. Organizational design

D. The chain of command

At ZNC Bank, all operational decisions regarding promotional measures, interest rates, benefits, and customers are made completely by the top management. This implies that ZNC Bank has a(n) ___________ A. Boundaryless structure B. Informal structure C. Organic design D. Decentralized system E. Centralized system

E. Centralized system

Which of the following is a disadvantage of a matrix structure? A. Matrix structures are associated with very poor customer service B. A matrix structure results in reduced performance accountability through the program, product, or project managers C. A matrix structure stresses that top managers must engage in both lower-level problem as well as more strategic issues D. Matrix structures lead to reduced flexibility in adding, removing, or changing operations to meet changing demands E. The requirement of adding the team leaders to a matrix structure can result in higher costs

E. The requirement of adding the tem leaders to a matrix structure can result in higher costs