羅賓斯《管理學》第九版試題.doc

1、羅賓斯管理學第九版試題Chapter 10 Organizational Structure and DesignTrue/False QuestionsA MANAGERS DILEMMA1. According to the boxed feature,A Managers Dilemma,Nokiawas once involved in industries rangingfrom paper to chemicals and rubber.True (moderate)2. According to the boxed feature,A Managers Dilemma,has b

2、een competing in thetelecommunications industry since 1965.False (moderate)Nokia3. Organizational design is the organizations formal framework by which job tasks are divided, grouped, andcoordinated. False (difficult)4. The concept of work specialization can be traced back a couple of centuries to A

3、dam Smiths discussion ofdivision of labor. True (moderate)5. The degree to which tasks in an organization are divided into separate jobs is division of labor.True (moderate)6. Historically, many organizations have grouped work actions by function departmentalization.True (moderate)7. Grouping jobs o

4、n the basis of product or customer flow is termed customer departmentalization.False (moderate)8. Geographic departmentalization has greatly increased inimportance as a result of todays competitivebusiness environmentFalse (moderate)9. A group of individuals who are experts in various specialties an

5、d who work together is a cross-functionalteam.True (moderate)10. Authority is the individuals capacity to influence decisions. False (difficult)11. Authority is synonymous with responsibility.12. Responsibility is the rights inherent in a managerial position. False (easy)13. A managers span of contr

6、ol refers to the number of subordinates who can be effectively and efficientlysupervised.True (moderate)14. The classical view of unity of command suggests that subordinates should have only one superior to whomthey report. True (easy)15. The trend in recent years has been toward smaller spans ofcon

7、trol.False (easy)16. When decisions tend to be made at lower levels in anorganization, the organization is said to bedecentralized.17. Decentralization describes the degree to which decision making is concentrated at a single point in theorganization. False (moderate)18. In the last 35 years, there

8、has been a trend of organizations moving toward increased decentralization.True (easy)19. Appropriate organizational structure depends on four variables: the organizations strategy, size, technology,and degree of environmental uncertainty. True (difficult)20. Standardization refers to the degree to

9、which jobs within the organization are standardized and the extent towhich employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21. An organic organization tends to be characterized by high specialization, extensive departmentalization,narrow spans of co

10、ntrol, high formalization, a limited information network, and little participation indecision-making by low-level employees.False (moderate)22. An organic organization would likely be very flexible. True (moderate)23. Innovators need the efficiency, stability, and tight controls of the mechanistic s

11、tructure.False (easy)24. The relationship between organizational size and structure tends to be linear.False (difficult)25. Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26. Woodward demonstrated that organizational structures adapted to the

12、ir technology.True (moderate)27. Woodwards findings support that there is one best way to organize a manufacturing firm.False (moderate)28. The strength of the functional structure is that it focuses onresults.False (moderate) it is the strength of divisional structure.29. According to the text, a f

13、unctional structure creates strategicbusiness units.False (moderate)30. Project structures tend to be rigid and inflexible organizational designs.False (easy) Multiple ChoiceA MANAGERS DILEMMA31. According to the company profile inA Managers Dilemma, the organizational structure of Nokia is bestdesc

14、ribed as _.a. mechanisticb. organic (moderate)c. centralizedd. formalized32. The factor contributing the most to Nokia mobile phone industry according to the companys success in theprofile inA Managers Dilemma is _.a. new product development (moderate)b. government subsidiesc. national trade barrier

15、sd. weak competition33. _ is the process of creating an organizations structure.a. Human resource managementb. Leadingc. Organizing (moderate)d. Planninge. Departmentalization34. According to the text, a(n) _ is the formal framework by which job tasks are divided,grouped, and coordinated. a. mission

16、 statementb. environmental scanc. internal resource analysisd. organizational structure (moderate)35. Which of the following is not one of the six key elements in organizational design?a. work specializationb. departmentalizationc. chain of commandd. bureaucratic design (difficult)e. span of control

17、36. Work specialization is also known as _. a. departmentalization.b. centralization. c. span of control.d. formalization.e. division of labor. (easy)37. The term _ is used to describe the degree to which tasks in an organization are divided intoseparate jobs. a. work ethicsb. managerial capitalism

18、c. social responsibilityd. work specialization (moderate)38. When did the idea of enlarging, rather than narrowing, job scopebegin?a. 1950sb. 1960s (moderate) c. 1970sd. 1980se. 1990s39. Which of the following is not an example of the classical view of division of labor?a. assembly-line production b

19、. Burger Kingc. Taco Belld. TQM (moderate)e. Kentucky Fried Chicken40. _ is the basis on which jobs are grouped in orderto accomplish organizational goals.a. Departmentalization (moderate)b. Centralizationc. Formalizationd. Coordinatione. Efficiency41. A local manufacturing organization has groups o

20、f employees who are responsible for sales, marketing,accounting, human resources, etc. These are examples of what concept? a. authorityb. chain of command c. empowermentd. departmentalization (moderate) e. social grouping42. Grouping sporting equipment in one area, mens clothing in another area, and

21、 cosmetics in a third area, is anexample of what kind departmentalization?a. customerb. product (easy)c. geographicd. processe. outcome43. Sales responsibilities divided into the southwest, midwest, southern, northern, and western regions would bean example of _ departmentalization.a. productb. geog

22、raphic (easy)c. processd. outcomee. customer44. Grouping activities on the basis of customer flow is_.a. functional departmentalization. b. product departmentalization.c. geographical departmentalization.d. process departmentalization. (moderate) e. technological departmentalization.45. What type of

23、 departmentalization expects that each department will specialize in one specific phase of theprocess or product production?a. productb. geographicc. process (easy)d. outcomee. customer46. What kind of departmentalization would be in place in a government organization where different publicservice r

24、esponsibilities are divided into activities for employers, children, and the disabled?a. productb. geographicc. processd. outcomee. customer (moderate)47. Which of the following is not a form of departmentalization suggested by your text?a. functional departmentalization b. product departmentalizati

25、onc. geographical departmentalization d. process departmentalizatione. technological departmentalization (difficult)48. Todays competitive business environment has greatly increased the importance of what type ofdepartmentalization?a. geographicb. customer (difficult)c. productd. processe. outcome49

26、. According to the text, managers are using _, whichare groups of individuals who areexperts in various specialties and who work together.a. specialized teamsb. cross-demanded teamsc. cross-functional teams (moderate)d. simple structured teams50. Which of the following is a contemporary addition to

27、the historical view of departmentalization?a. increased rigidityb. cross-functional teams (moderate) c. enhanced centralizationd. elimination of product departmentalization e. addition of sales departmentalization51. Bringing together the companys legal counsel, research engineer, and marketing spec

28、ialist for a project isan example of a(n) _.a. empowered team.b. process departmentalization.c. product departmentalization.d. cross-functional team. (moderate)e. continuous improvement team.52. The _ is the continuous line of authority that extends from upper organizational levels to thelowest leve

29、ls and clarifies who reports to whom.a. chain of demandb. chain of command (easy)c. demand hierarchyd. continuous design structure53. To whom a worker reports concerns which aspect of organizational structure?a. chain of command (moderate) b. departmentalizationc. pay structured. line of commande. a

30、uthority framework54. _ entitles a manager to direct the work of a subordinate.a. Responsibilityb. Legitimate powerc. Rankd. Operating responsibilitye. Authority (moderate)55. _ is the obligation to perform assigned activities. a. Authorityb. Responsibility (easy) c. Chain of command d. Unity of com

31、mand e. Formalization56. The _ principle (one of Fayols 14 principles ofmanagement) helps preserve the concept ofa continuous line of authority.a. unity of demandb. unity of command (moderate)c. demand structured. continuous demand57. Span of control refers to which of the following concepts? a. how

32、 much power a manager has in the organizationb. the geographic dispersion of a managers subunits ofresponsibilityc. how many subordinates a manager can effectively and efficiently supervise (moderate)d. the number of subordinates affected by a single managerial ordere. the amount of time it takes to

33、 pass information down through a managers line of command58. Other things being equal, the wider or larger the span of control, the more _ theorganizational design. a. bureaucraticb. democratic c. effectived. efficient (difficult)e. classical59. Wider spans of control may be viewed as more efficient

34、, but eventually, wider spans tend to have whateffect on organizations?a. reduced effectiveness (difficult) b. increased turnoverc. loss of managerial power d. customer dissatisfaction e. rigid chains of command60. An organization that spends money on maintaining a well-trained work force can expect

35、 which of thefollowing span-of-control outcomes?a. increased contempt for management b. increased voluntary turnoverc. centralized authorityd. less direct supervision (moderate)e. increased need for managerial-level employees61. A high-tech manager who supervises the development of a new computer ch

36、ip needs _compared to a manager who supervises the mailing of unemployment insurance checks at the localgovernment office.a. about the same span of controlb. a narrower span of control (difficult)c. a wider span of controld. a more informal span of controle. elimination of the span of control62. In

37、general, span of control is _ for managers. a. increasing (easy)b. decreasingc. staying the samed. significantly decreasing e. no longer important63. _ describes the degree to which decision making is concentrated at a single point in theorganization.a. Decentralizationb. Centralization (moderate) c

38、. Transnationalismd. Cross sectional analysis64. If lower-level employees provide input or are actually given the discretion to make decisions, theorganization is _. a. formalized.b. centralized.c. decentralized. (easy) d. mechanistic.e. organic.65. Recently, there has been a distinct trend toward _

39、. a. smaller spans of control.b. decentralized decision-making. (moderate) c. decreased flexibility.d. emphasis on chain of command. e. mechanistic organizations.66. Which of the following factors WOULD NOT influence an organization to have a higher degree ofcentralization?a. Environment is stable.b

40、. Company is geographically dispersed. (difficult) c. Company is large.d. Decisions are significant.e. Organization is facing a crisis.67. _ refers to the degree to which jobs within theorganization are standardized and the extentto which employee behavior is guided by rules and procedures.a. Standa

41、rdizationb. Centralizationc. Chain of commandd. Strategye. Formalization (moderate)68. All of the following factors indicate that a decentralized organization would be most effective EXCEPTwhen _.a. the environment is complex.b. decisions are relatively minor.c. the organization is facing a crisis.

42、(difficult)d. the company is geographically dispersed.e. effective implementation of strategies depends on managers having involvement and flexibilityto make decisions.69. Which of the following factors describes an environment in which a high degree of decentralization isdesired?a. Environment is c

43、omplex, uncertain. (moderate)b. Lower-level managers do not want to have a say in decisions. c. Decisions are significant.d. Company is large.e. Organization is facing a crisis or the risk of company failure.70. The _ organizational structure is characterized by high specialization, extensivedepartm

44、entalization, narrow spans of control and high formalization. a. mechanistic (easy)b. organicc. contingency d. adhocracye. functional71. Which of the following is NOT a characteristic of a mechanistic organization?a. high specializationb. wide spans of control (moderate) c. high formalizationd. limi

45、ted information network e. extensive departmentalization72. What type of organizational form follows classical principles such as unity of command?a. organic b. linearc. decentralizedd. mechanistic (moderate) e. adhocracyORGANIZATIONAL DESIGN DECISIONS73. Which of the following would likely be found

46、 in mechanistic organizations?a. wide span of controlb. empowered employeesc. decentralized responsibility d. few rules and/or regulationse. standardized job specialties (difficult)74. All of the following are characteristics of an organicorganization EXCEPT:a. narrow spans of control. (moderate)b.

47、cross-hierarchical teams.c. free flow of information.d. low formalization.e. cross-functional teams.75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operatedwith few work rules was an example of what type of organization? a. bureaucraticb. mechan

48、istic c. volatiled. nouvellee. organic (difficult)76. Which of the following is true concerning an organic organizations problem-response time?a. It requires strict adherence to efficiently developed rules.b. Its speed demands clear lines of command.c. Response times are slower than mechanistic orga

49、nizations, but answers tend to be moreaccurate.d. Professional standards guide behavior. (difficult)e. The response time is quick due to the centralized design.77. Which of the following is not one of the four contingency variables that help determine appropriateorganizational structure? a. organiza

50、tional sizeb. organizational strategy c. organizational technologyd. organizational age (moderate)e. degree of environmental uncertainty78. Which of the following is an accurate statement?a. Strategy follows structure.b. Strategy and structure are equal in temporal importance.c. Strategy and structu

51、re are not linked.d. Structure follows strategy. (moderate)e. Mechanistic and organic organizations have distinct differences in the application of the relationshipbetween strategy and structure.79. Most current strategy-structure contingency frameworks tend to focus on three strategy dimensions. Thesedimensions are _.a. revenue maximization, customer satisfaction, and visibility. b. customer satisfaction, employee satisfaction, and ethics