Quiz Chapter 12

1. Which of the following is NOT an element of organizational architecture? a. Location b. Culture c. Processes d. Structure e. People

Location

7. Delayering is: a. a rethinking and radical redesign of a firm's business processes. b. a radical readjustment of the organization's staffing and hierarchy. c. a philosophy that states that mistakes, defects, and poor-quality materials are not acceptable and should be eliminated. d. the shift that firms make from a functional to a more complex structure as the firm grows in complexity and size. e. employed when a firm needs help in improving its functional strategies.

a radical readjustment of the organization's staffing and hierarchy.

. Flat organizational structures are characterized by: a. many levels of management compared to the size of the company. b. slower response to changes in the competitive environment. c. a relatively wide span of control. d. reduced flexibility in decision-making strategies. e. an increase in bureaucratic costs.

a relatively wide span of control

10. A typical matrix organizational structure: a. groups employees in two ways simultaneously to maximize the rate at which different kinds of products can be developed. b. breaks up a company's growing product line into a number of smaller, more manageable subunits. c. groups people on the basis of their common expertise and experience or because they use the same resources. d. is a way of grouping employees into separate customer groups so that each group can focus on satisfying the needs of a particular customer group. e. is a way of grouping employees to best satisfy the needs of customers within different regions.

a. groups employees in two ways simultaneously to maximize the rate at which different kinds of products can be developed.

2. Companies that are innovative and able to deal with environmental change with new strategies and structures probably have: a. weak cultures. b. strong functional cultures. c. adaptive cultures. d. prescriptive cultures. e. cost-conscious culture.

adaptive cultures.

Organizational structure can be defined as the: a. combination of the location of decision-making responsibilities, the formal division of the organization into subunits, and the establishment of integrating mechanisms to coordinate the activities of the subunits. b. blueprint that states how managers intend to use organizational resources to most efficiently achieve organizational goals. c. specific collection of values, norms, beliefs, and attitudes that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. d. degree to which a company specifies how decisions are to be made so that employees' behavior becomes predictable. e. process of redesigning business processes to achieve dramatic improvements in performance, such as cost, quality, service, and speed.

combination of the location of decision-making responsibilities, the formal division of the organization into subunits, and the establishment of integrating mechanisms to coordinate the activities of the subunits.

8. When decision-making responsibilities are decentralized, benefits include all of the following EXCEPT: a. increased motivation and accountability. b. lower bureaucratic costs from flattened hierarchy. c. reduced information overload. d. easier coordination of functions. e. flexibility in decision making.

easier coordination of functions

6. All employees participate in a project team within a __________ structure. They are known as two-boss employees. a. functional b. geographic c. market d. matrix e. product

matrix

Organizational culture is the: a. norms and value systems that are shared among the employees of an organization. b. means through which a company assigns employees to specific tasks and roles and specifies how these tasks and roles are to be linked together to increase efficiency, quality, innovation, and responsiveness to customers. c. process of deciding how a company should create, use, and combine organizational structure, control systems, and culture to pursue a business model successfully. d. clear and unambiguous chain of command that defines each manager's relative authority from the CEO down through top, to middle, to first-line managers. e. principle that a company should design its hierarchy with the fewest levels of authority necessary to use organizational resources effectively.

norms and value systems that are shared among the employees of an organization.

In any organization, for-profit or not-for-profit, span of control refers to the: a. number of managers at the highest levels in the organization. b. CEO and his or her management team. c. number of direct reports that a manager has. d. number of supervisors in a specific segment of a manufacturing activity. e. number of members elected or appointed to be on the board of directors.

number of direct reports that a manager has