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2021年1月23日发(作者:切石机)


Fundamentals of Management, 8e
(Robbins et al.)
Chapter 5

Basic Organizational Structure and Design

I True or false
Organizational design is the process in which managers change or develop an organization's structure.
There are four basic elements in organizational structure.
The original ideas about organizational design formulated by Fayol and Weber are now largely obsolete.
When work specialization originally began to be implemented early in the twentieth century, employee
productivity initially rose.
Today, most managers see work specialization as a source of ever-increasing productivity.
The advantage of work specialization is that it tends to result in high employee motivation and high
productivity.
Departmentalization is how jobs are grouped.
Staff authority is the ability to direct the work of any employee who does not have a higher rank in the
organization.
Grouping jobs on the basis of major product areas is termed
customer departmentalization
.
Line authority can be exerted only after a manager checks with his or her superior.
Unity of command prevents an employee from trying to follow two conflicting commands at once.
Power is a right that a manager has when he or she has a higher rank in an organization.
When decisions tend to be made at lower levels in an organization, the organization is said to be
centralized.
Traditional organizations are structured in a pyramid, with the power and authority located in the
pyramid's broad base.
The two prevalent organization structure models in today's world are the organic organization and the
inorganic organization.
A mechanistic organization is bureaucratic and hierarchical.
An organic organization tends to be flexible and have few formal rules.
Innovators need the efficiency, stability, and tight controls of a mechanistic structure rather than an
organic structure.
The relationship between organizational size and structure tends to be linear.
Joan Woodward attempted to view organizational structure from a technological perspective.
Woodward concluded that mass production worked best with an organic organization structure.
The stability of a mechanistic structure seems to work best in today's dynamic and uncertain business
environment.
The strength of a simple structure is that everything depends on a single person.
A strength of a functional structure is that it avoids duplication.
A weakness of the divisional structure is that duplication tends to occur.
In a team structure, team members are not held responsible for their decisions.
In a team structure, there is a clear line of managerial authority from top to bottom.
Employees in an organization with a matrix design can have two bosses for the same job.
A significant advantage of the matrix structure is the clear chain of command from top to bottom of the
organization.
When employees in a matrix structure finish a project, they go back to their functional department.
When employees in a project structure finish a project, they go back to their original department.
Vertical boundaries separate employees by their rank in an organization.
Horizontal boundaries separate employees by the amount of power they have in an organization.
A virtual organization relies on freelancers who have no permanent status or position in the
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organization.
Managers want to eliminate boundaries in organizations primarily to increase stability and reduce
flexibility.
Horizontal boundaries separate employees by the specialization of their job.
A virtual organization may disintegrate after it finishes its task.
All learning organizations share a distinct structure.
The biggest issue in workers working at home or off- site involves fairness.
A learning organization puts an enormous amount of effort on making sure that all of its employees are
enrolled in some kind of university level class.
When you call JetBlue you are likely to speak to an agent in a large office in India.
Contingent workers may make up to 40 percent of the workforce by the end of the decade.

II. Choose the best answers
43) Organizational design requires a manager to ________.
A) organize groups within an organization
B) change the culture of an organization
C) change or develop the structure of an organization
D) change the logo of an organization
44) All of the following are part of the process of organizational design EXCEPT ________.
A) deciding how specialized jobs should be
B) determining rules for employee behavior
C) determining the level at which decisions are made
D) determining goals for the organization
45) Which of the following are NOT basic elements of organizational structure?
A) work specialization, span of control
B) chain of command, line authority
C) centralization, decentralization
D) departmentalization, formalization
46) Which of the following is synonymous with work specialization?
A) division of labor
B) job discrimination
C) chain of command
D) job preference
47) Which statement accurately defines work specialization?
A) It is the degree to which tasks are grouped together.
B) Individual employees specialize in doing part of an activity rather than the entire activity.
C) Jobs are ranked relative only to their worth or value to the businesses.
D) Work specialization clarifies who reports to whom.
48) Early supporters of work specialization saw it as ________.
A) a reliable way to increase productivity
B) a good way to increase employee morale
C) a source of innovation
D) an immoral way to coerce workers into greater productivity
49) Early users of work specialization in the early twentieth century found that the practice ultimately
resulted in ________.
A) higher profits and better employee morale
B) bored workers with low morale
C) huge and permanent productivity gains
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D) better communication among employees
50) Today, managers favor this approach instead of work specialization.
A) All tasks are performed by all employees.
B) Partners switch jobs every half hour.
C) Employees perform a broad range of tasks.
D) Monotonous tasks are shared by all employees.
51) Functional departmentalization groups jobs by ________.
A) tasks they perform
B) territories they serve
C) products or services they manufacture or produce
D) type of customer they serve
52) ________ departmentalization is based on territory or the physical location of employees or
customers.
A) Functional
B) Product
C) Geographic
D) Matrix
53) A soap company that features a bath soap department, a laundry detergent department, and a dish
soap department is using which of the following?

A) process departmentalization
B) functional departmentalization
C) product departmentalization
D) customer departmentalization
54) What kind of departmentalization would be in place in a government agency in which there are
separate departments that provide services for employers, employed workers, unemployed workers, and
the disabled?
A) product
B) geographic
C) outcome
D) customer
55) State motor vehicle offices usually use this kind of departmentalization.
A) product
B) functional
C) customer
D) process
56) The line of authority that extends from the upper levels of management to the lowest levels of the
organization is termed the ________.
A) chain of responsibility
B) unity of command
C) staff authority
D) chain of command
57) The chain of command answers this question.
A) Where do I go for help?
B) How do I know when the task is complete?
C) What are the rules?
D) Who reports to whom?
58) Authority gives an individual the right to do this.
A) give orders
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B) reprimand employees
C) command respect
D) obey orders
59) In the chain of command, each person above you ________.
A) has special privileges
B) receives higher pay
C) has line authority
D) has no right to give you orders
60) Staff managers have authority over ________.
A) special support employees only

B) line managers
C) middle managers
D) the person above them in the chain of command
61) Line authority gives a manager the ability to direct the work of ________.
A) any employee in the firm
B) any subordinate
C) any subordinate, after consulting with the next higher level
D) only subordinates one level down
62) ________ prevents a single employee from getting conflicting orders from two different superiors.
A) Line authority
B) Unity of command
C) Staff authority
D) Chain of command
63) The importance of unity of command has diminished in today's workplace because of its tendency to
be ________.
A) inflexible and inefficient
B) ethically questionable
C) chauvinistic and dictatorial
D) too decisive
64) Which of the following statements is true?
A) Power is a right.
B) Authority is one's ability to influence decisions.
C) Authority is a right.
D) Both power and authority are rights.
65) ________ is the obligation or expectation to perform a duty.
A) Responsibility
B) Unity of command
C) Chain of command
D) Span of control
66) The personal secretary of a top manager may have ________.
A) power but not authority
B) authority but not power

C) power and authority
D) line authority but not staff authority
67) Which of the following statements is true?
A) Power is a type of authority.
B) Authority and power are identical.
C) Authority is a type of power.
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D) Power is determined by horizontal position in an organization.
68) As represented in a power cone, power is based on ________.
A) vertical position only
B) horizontal position only
C) distance from the center only
D) vertical position and distance from the center
69) As represented in a hierarchical organization diagram, authority is based on ________.
A) vertical position only
B) horizontal position only
C) distance from the center only
D) horizontal and vertical position
70) A construction site supervisor who sees an impending thunderstorm and tells workers to go home is
demonstrating ________.
A) line authority
B) staff delegation
C) provisional accountability
D) responsibility
71) ________ is the power that rests on the leader's ability to punish or control.
A) Reward power
B) Coercive power
C) Expert power
D) Referent power
72) A bank manager who passes out bonuses at the end of the year is exercising this.
A) reward power
B) coercive power
C) expert power
D) referent power
73) Your firm's attorney has ________ power when giving legal advice.
A) legitimate
B) status
C) expert
D) coercive
74) ________ is the power that arises when a person is close to another person who has great power and
authority.
A) Expert power
B) Referent power
C) Reward power
D) Legitimate power
75) When a top manager decides to hire an individual over the objections of her staff, she is exercising
which kind of power?
A) referent
B) expert
C) coercive
D) legitimate
76) The traditional view holds that managers should not directly supervise more than ________
subordinates.
A) three or four
B) five or six
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C) seven or eight
D) nine or ten
77) Modern managers find that they can ________ if their employees are experienced, well-trained, and
motivated.
A) increase their span of control
B) decrease their span of control
C) eliminate their span of control
D) fluctuate their span of control
78) A traditional
A) a largely centralized
B) a largely decentralized
C) an absolutely decentralized
D) an absolutely centralized
79) ________ reflects the degree to which decision making is distributed through out the hierarchy
rather than concentrated at the top.
A) Centralization
B) Span of control
C) Concentration
D) Decentralization
80) In recent years, organizations have become more ________ to be responsive to a dynamic business
environment.
A) centralized
B) decentralized
C) structured
D) mechanistic
81) In today's decentralized business world, ________ the most important strategic decisions.
A) top managers still primarily make
B) middle managers make
C) lower-level managers
D) nonmanagerial employees
82) All of the following are characteristics of a highly formalized organization EXCEPT ________.
A) explicit job descriptions
B) little discretion for employees
C) minimum number of rules
D) a standardized way of doing things
83) Today's managers are moving away from formalization and trying to be this.
A) more rigorous
B) more flexible
C) more strict
D) less permissive
84) Today's managers expect employees to ________.
A) ignore rules for the most part
B) use discretion when it comes to following rules
C) faithfully follow rules even when it may harm the organization
D) make their own rules
85) A(n) ________ organization has a high degree of specialization, formalization, and centralization.
A) organic
B) horizontal
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