管理學(xué)原理英文練習(xí)

PartIII-OrganizingLineauthorityisaperson 'scapacitytoinflueneedecisions.(True;Easy;p.163Lineauthoritygivesamanagertherighttosupervisetheworkofotheremployees.(True;Easy;p.163Asanorganizationbecomesflatterthespanofcontrolbecomessmaller.(False;Easy;p.163Theprincipleofspecializationmaintainsthatnopersoninanorganizationshouldreporttoorbesupervisedbyanyoneelseotherthanone 'sboss.(False;Moderate;p.161Departmentalizationbyproductisdefinedasthegroupingofactivitiesbythefunctionsperformedinanorganization.(False;Moderate;p.169InmorecentralizedorganizationsemployeesatalllevelsoftheorganizationareinvoIvedinthedecision-makingprocess.(False;Moderate;p.169Legitimatepowerisnotbasedonamanager 'sexpertise,technicalskillsorfunctionalknowledge.(True;Moderate;p.168;Ex.5-5AuthorityisoneofthefivetypesofpowerdescribedbyFrenchandRaven.(False;Easy;p.168;Ex.5-5Anorganicorganizationisonethatishighlystructured,hasmanylayersandlevelsofmanagementandanarrowspanofcontrol.(False;Moderate;p.172Amechanisticorganizationtendstobeformal,highlyspecializedandhavecentralizeddecision-making.(True;Easy;p.172Amatrixorganizationalstructurefitsbestwithanorganizationthatusesafocuseddifferentiationstrategy.(False;Challenging;pp.171-172Anorganizationalstructuremadeupofself-containedandself-managedoperatingunitsiscalledamatrixorganization.(False;Challenging;pp.177-178Ateam-based,cross-functionalorganizationcombinestheadvantagesoffocusingonfunctionalspecializationwithdirect,clearaccountabilityandlinesofauthority.(False;Moderate;p.178122Chapter5-BasicOrganizationDesigns14.Amajordisadvantageofthematrixorganizationalstructureisduplicationofstaff,costandresources.(False;Moderate;p.177Roleconflictsarelikelytoresultfromthewaythatreportingrelationshipsareorganizedinamatrixstructure.(True;Moderate;p.177Amarketingorganizationthatisstructuredbycustomerwouldbreakdownitsterritoryintonorthern,southern,easternandwesternregions.(False;Moderate;p.170Managersinanorganizationwithaweakorganizationalculturerequirefewerformalrules,regulationsandpolicies.(False;Moderate;p.182Departmentalizationisaprocessinwhichjobsandpositionsaregroupedbyspecializationintodepartments,linkingthemtogetherwithinthelargerorganizationalstructure.(False;Easy;p.169Aproduct-basedorganizationalstructuregroupstogetherjobs,activitiesandfunctionsthatservethesamecustomers.(False;Moderate;p.170Acustomer-basedorganizationalstructurefocusesalljobs,activitiesandfunctionsaroundasingleproductorserviceproducedbythecompany.(False;Easy;p.170Becausetheyreporttomorethanonesupervisor,employeesinamatrixorganizationcanexperieneeroleconfusionandpowerstruggles.(True;Moderate;p.178Anorganizationwithanarrowerspanofcontrolwillhavefewermanagersandmoredirectreportspermanagerthananorganizationwithawiderspanofcontrol.(False;Moderate;p.163Incentralizedorganizations,decision-makingisdelegateddownandacrossalllevelsofmanagement.(False;Challenging;p.163Decentralizedorganizationsconcentratemostoftheauthorityandresponsibilityformakingdecisionsatthetoplevelsofmanagement.(False;Easy;p.168Operationalefficienciescanbeachievedbyreducingthenumberoflayersandlevelsofmanagementandincreasingthespanofcontrol.(True;Moderate;p.168Organizationdesigndecisionsaretypicallymadebymid-levelmanagers.(False;Moderate;p.160123PartIII-OrganizingThereisapointatwhichthediseconomiesfromdivisionoflaborexceedtheeconomicadvantage.(True;Moderate;p.1461correlatedwithone slevelinthefirm.correlatedwithone slevelinthefirm.Manyorganizationsareincreasingtheirspanofcontrol.(True;Moderate;p.163Thespanofcontroltodayisincreasinglybeingdeterminedbyanalyzingcontingencyvariables.(True;Challenging;p.163Responsibilityreferstotherightsinherentinamanagerialpositiontogiveordersandexpecttheorderstobeobeyed.(False;Moderate;p.163Authorityisrelatedtoone'spositionandhasnothingtodowiththeindividual.(True;Moderate;p.163Nooneshouldbeheldresponsibleforsomethingoverwhichheorshehasnoauthority.(True;Easy;p.163Indifferentiatinglinemanagersfromstaffmanagers,staffemphasizesmanagerswhoseorganizationalfunctioncontributesdirectlytotheachievementoforganizationalobjectives.(False;Moderate;p.164Researchersandpractitionersofmanagementtodayagreewiththehistoricalperspectivethatyouneedtobeamanagertohavepowerandthatpoweris(False;Moderate;p.165-166Thetermsauthorityandpowerarefrequentlyconfused.Authorityisarightbasedonthelegitimacyoftheperson 'spositionintheorganization.Poweristhepersoncapacitytoinflueneedecisions.(True;Moderate;p.166Powerisdefinedbyone'sverticalpositionandone'sdistancefromtheorganization'scenter.(True;Moderate;p.166Legitimatepowerisbasedontheabilitytodistributesomethingthatothersvalue.(False;Challenging;p.168;Ex.55Groupingactivitiesbythefollowingcategorieswouldbeanexampleoffunctionaldepartmentalization:men'sclothing,women'sclothing,tools,homedecorations,andshoes.(False;Moderate;p.169124Chapter5-BasicOrganizationDesigns39.Theparticulartypeofcustomertheorganizationseekstoreachcanalsodictateemployeegrouping.Thetypicaltypesofdepartmentalizationsarecustomer,geographic,anddivisional.(False;Challenging;pp.169-170Anorganicstructurehasmanyruleswithrigidhierarchicalrelationshipsandatallstructure.(False;Moderate;p.172;Ex.57Ratherthanhavingstandardizedjobsandregulations,theorganicorganization'sloosestructureallowsittochangerapidlyasneedsrequire.(True;Challenging;p.172Organizationstructureshouldalwaysprecedeorganizationstrategy.(False;Moderate;p.173Ifacompanychoosestocompetebaseduponcost-leadershipstrategies,thentheorganicstructurewillbethemosteffective.(False;Challenging;p.173Anorganizationwithemployeesover2,000innumberwilltypicallyhaveaveryorganicorganizationalstructure.(False;Moderate;p.173JoanWoodwardfoundthatorganizationaleffectivenesswasrelatedtothe"fit"betweentechnologyandstructure.(True;Moderate;p.174Environmentisamajorinflueneeonstructure.(True;Easy;p.174Thesimplestructureismostwidelyusedinsmallbusinesseswheretheownerandmanagerarethesameperson.(True;Moderate;p.175Thestrengthofthefunctionalstructureliesintheadvantagesthataccruefromworkspecialization.(True;Moderate;p.177Thechiefadvantageofthedivisionalstructureisthatitfocusesonresults.(True;Moderate;p.177Theuniquecharacteristicofthematrixstructureisthatemployeeshaveonlyoneboss.(False;Moderate;p.177Theboundarylessorganizationhasanincreasedinterdependencewithitsenvironment.(True;Moderate;pp.178-179Boundarylessorganizationsaremerelyflatterorganizations.(False;Easy;p.179JeffRaleighownsNewWorldEnterprises.Hisorganizationisconsideredalearning125PartIII-Organizingorganizationbecausetheleadersandemployeeshavedevelopedthecapacitytocontinuouslyadaptandchange;allmemberstakeanactiveroleinidentifyingandresolvingwork-relatedissues.(True;Challenging;pp.179181Information,leadership,andorganizationalcultureareallimportantinshapingalearningorganization.(True;Moderate;p.179Valuesrefertoasystemofsharedmeaningwithinanorganization.(False;Easy;p.181Anorganization'sculturecanactuallysubstitutefortherulesandregulationsthatformallyguideemployees.(True;Moderate;p.182 istheformalrighttogiveorders,makedecisions,andseethattasksarecompleted.CentralizationAuthorityResponsibilityDecentralization(b;Easy;p.163Aconstructionsupervisorsitewhoseesanimpendingthunderstorm,tellsworkerstogohome,andsecuresthesiteisdemonstratingauthority.delegation.accountability.

responsibility(a;Moderate;p.163ssubordinatestTheprocessofassigningauthorityandresponsibilitytoonessubordinatestmanageaprojectiscalledcentralization.supervision.delegation.specialization.(c;Moderate;p.16360.wide;tallwide;flatnarrow;tallnarrow;flat(c;Moderate;p.16361.126Chapter5-BasicOrganizationDesignsflat;tallhomogenous;diverseshort;talltall;short(d;Challenging;p.163 referstotheconcentrationofdecisionauthorityatthetoplevelsoftheorganizationalhierarchy.DepartmentalizationCentralizationFormalizationDecentralization(b;Moderate;p.168 invoIvesthedelegationofdecision-makingandauthoritytolowerlevelsintheorganization.DecentralizationDepartmentalizationSpecializationCentralization(a;Easy;p.168 facilitateseffectivecoordinationofthevariousorganizationalpartsorfunctionsinaconsistentmanner,while providesgreaterflexibilitytorespondtochange.Centralization;decentralizationDecentralization;centralizationSpecialization,centralizationSpecialization,decentralization(a;Moderate;p.168Threebasicapproachestodepartmentalizationareby:formalization,decentralization,andcentralizationfunction,division,andmatrixgeography,customer,andproductauthority,accountability,andresponsibility(c;Moderate;p.170 istheformofdepartmentalizationthatgroupssimilarjobsandactivitiesintodepartments.AproductstructureAdivisionalstructureAmatrixstructureAfunctionalstructure(d;Moderate;p.176Atelecommunicationscompanythatorganizesintoawirelessdivision,ahomeuse127PartIII-Organizingdivision,aIong-linesdivision,andacorporateservicesdivisionisusingwhichapproachtodepartmentalization?AdivisionalstructureAfunctionalstructureAgeographicalstructureAmatrixstructure(a;Easy;p.176Whenadivisionalstructureissuperimposedoverafunctionalstructure,thetypeofstructurethatresultsiscalleda organization.functionaldivisionalmatrixproduct(c;Challenging;p.177 isatypeofdepartmentationthatcouldbecalleda"two-boss"system,becauseeachworkerrespondstodirectivesfromtwosupervisorsfromdifferentunitsordepartments.FunctionalorganizationDivisionalorganizationMatrixorganizationCross-functionalorganization(c;Easy;p.178 isacharacteristicofthematrixorganizationalstructure.AhighdegreeofcentralizationAdual-reportingrelationshipAlackofflexibilityAlackoffunctionalspecialization(b;Moderate;p.178 isnotanadvantageofthematrixstructure.EfficientuseofscarceresourcesReducedconflictaboutrolesandresponsibilitiesDevelopmentofcross-functionalskillsbyemployeesIncreasedemployeeinvoIvement(b;Challenging;p.178 isapotentialdisadvantageofthematrixstructure.InefficientuseofscarceresourcesLackofflexibilityConflictbetweenproductandfunctionalmanagersDevelopmentofcross-functionalskillsbyemployees(c;Moderate;p.178A groupstogetherpeoplewhohavesimilarskillsandwhoperformsimilar128Chapter5-BasicOrganizationDesignstasks.divisionalstructurefunctionalstructurematrixstructureintegratedstructure(b;Easy;p.176Whichofthefollowingstatementsaccuratelydescribesthefunctionalorganizationalstructure?Membersoffunctionaldepartmentssharecommontechnicalexpertise,interests,andresponsibilities.Membersofeachfunctionworkwithintheirareasofspecializationorexpertise.Wheneachfunctiondoesitsjobsproperly,thebusinessoperateseffectively.Alloftheabove.(d;Moderate;p.176A(n groupstogetherpeoplewhoworkonthesameproductorprocesses,servesimilarcustomers,and/rmalstructure.matrixstructure.functionalstructure.(d;Moderate;p.169A(n structureinvoIvescreatingworkunitsbasedonproduct,process,customer,orgeographicterritory.functionaldivisionalorganicmechanistic(d;Moderate;p.169 structuresgrouptogetherjobsandactivitiesthatareperformedinthesameregionorlocation.ProductMarketGeographicCustomer(c;Easy;p.170 contributedirectlytothestrategicgoalsoftheorganization.LinemanagersOperationalmanagersStaffmanagersFrontlinesupervisors(a;Easy;p.16479.129PartIII-Organizingcontributestothebottomline,whereasconsultantsinamanufacturingfirmhaveplanning;lineorganizing;staffline;staffcontrolling;line(c;Moderate;p.164 isthetypeofauthorityheldbyaninformationsystemsmanagerwhoprimarilyrenderstechnicaladvisetothecorporation.LineauthorityStaffauthorityCorporateresponsibilityManagementaccountability(b;Easy;p.164 wouldNOTbeconsideredasourceofpositionorlegitimatepowerforamanager.TheabilitytogivespecialmonetaryrewardstodeservingsubordinatesPossessionofacharismaticpersonalityTheabilitytorecommenddisciplinaryactionforsubordinatesBeingahigh-rankingexecutiveinthecompany(b;Moderate;p.168;Ex.5-5 istheabilitytoinflueneethebehaviorofotherpeoplebecauseofone'scapacitytoofferrewards,orotherdesirableoutcomes.LegitimatepowerExpertpowerCoercivepowerRewardpower(d;Easyp.168;Ex.5-5Whattypeofpowerdoesamanagerexercisewhenheorsheofferspayraises,bonuses,specialassignments,orincentivestosubordinates?LegitimatepowerRewardpowerCoercivepowerExpertpower(b;Easy;p.168;Ex.5-5WhichofthefollowingisNOTlikelytoresultfromincreasingthenumberoflevelsandlayersofmanagementinanorganization?Overheadcostsincrease.Decisionmakingcanbeslowedgreatly.Directcontactwiththeclientorcustomermaybelost.Theorganizationgainsadditionalcompetitiveadvantage.(d;Moderate;p.163Thenumberofpersonsreportingdirectlytoasinglemanagerisanorganizational130Chapter5-BasicOrganizationDesignsissuerelatingto .functionalauthoritycentralizationlineandstaffrelationshipsspanofcontrol(d;Moderate;p.163Thewiderthespanofcontrol,themoretheorganizationwilltendtohavemanylevelsofmanagementbemorecostlythanorganizationswithnarrowerspansofcontrolhaveflatstructureshavetallstructures(c;Moderate;p.163Organizationswithnarrowerspansofcontroltendto .havemanylevelsofmanagementbemorecostlythanorganizationswithnarrowerspansofcontrolhavetallstructureshaveflatstructures(b;Moderate;p.163Inorganizations, personnelprovideexpertadviceandguidaneeto personnel.manufacturing;marketingoperating;salesstaff;lineline;staff(c;Moderate;p.164Organizationdesigndecisionsaretypicallymadebyseniormanagement.mid-levelmanagement.lower-levelmanagement.operatives.(a;Moderate;p.160Theprocessof invoIvesmakingdecisionsabouthowspecializedjobsshouldbeallocated,therulestoguideemployees ors,andatowhavileveldecisionsaretobemade.planningorganizingcontrollingorganizationdesign(d;Moderate;p.16091.131PartIII-Organizingworkspecializationchainofcommandspanofcontroltechnology(d;Moderate;p.160AcomponentoforganizationstructurethatinvoIveshavingeachdiscretestepofajobdonebyadifferentindividualratherthanhavingoneindividualdothewholejobisknownasworkspecialization.chainofcommand.spanofcontrol.departmentalization.(a;Easy;p.161Whichoftheelementsofstructureincludesmakingefficientuseofworkers'diverseskills?workspecializationauthoritychainofcommanddepartmentalization(a;Moderate;p.161WhenfivedifferingworkerseachdoonespecificjobpreparingaBigMacatMcDonald's,theyareengaginginworkspecialization.chainofcommand.spanofcontrol.departmentalization.(a;Moderate;p.16195.fatiguelowproductivitypoorqualitylowerturnover(d;Moderate;p.161Terrimustconstantlyreporttothedepartmentchairaswellasherimmediatesupervisor.Whichofthefollowingisbeingviolated?workspecialization99.99.chainofcommandspanofcontroldepartmentalization(b;Easy;p.162132Chapter5-BasicOrganizationDesigns97.Thenumberofemployeesamanagercandirectefficientlyandeffectivelyisknownaswhichofthefollowing?workspecializationchainofcommandspanofcontroldepartmentalization(c;Easy;p.16398.Earlywritersfavoredaspanofcontrolthatwasnomorethantwo.four.six.eight.(c;Challenging;p.163spanofcontrolformanagers?employeetrainingtaskcomplexitymanagementstylepreferencesexpenses(d;Moderate;p.163Therightsinherentinamanagerialpositiontogiveordersandexpectthemtobeobeyedisknownasresponsibility.spanofcontrol.authority.accountability.(c;Moderate;p.163Jackhasjustbeenpromotedtolinemanagerfortheassemblingplant.SinceJackisnowamanager,whichofthefollowingautomaticallyalsogoeswiththetitleofmanager?respectspanofcontrolauthorityacceptaneebytheemployees(c;Moderate;p.163StanleyMilgram,aYaleUniversitysocialpsychologist,performedanexperimentinwhichsubjectswereinstructedtoadministerashocktolearnerswhentheymadeamistake.Whatcanbeconcludedfromhisexperiments?Mostsubjectsrefusedtoshockthelearneronthebasisofethicalconsiderations.Authorityisapotentsourceforgettingthingsdone.Asubject'sstageofmoraldevelopmentcanbeusedtoexplainhisorherresponsetobeingdirectedtoshockthelearners.Thebaseoftheexperimenter'spowerdeterminesthesubject'sresponsetoinstructions.(b;Challenging;p.164133PartIII-OrganizingWhenmanagersdelegateauthority,theymustallocatecommensurateresponsibility.power.money.influenee.⑻Moderate;p.163 entitlesamanagertodirecttheworkofanemployee.SpanofcontrolLineauthorityStaffauthorityResponsibility(b;Easy;p.164Thosemanagerswhoseorganizationalfunctioncontributesdirectlytotheachievementoforganizationalobjectiveshavespanofcontrol.lineauthority.staffauthority.responsibility.(b;Moderate;p.164Apurchasingdepartmentmaybecreatedbecausethehospitaladministratorcannoteffectivelyhandleallpurchasing.Whattypeofpositionauthorityhasbeencreated?accountabilitylineauthoritystaffauthorityresponsibility(c;Moderate;p.164 isanindividual'scapacitytoinflueneedecisions.SpanofcontrolLineauthorityStaffauthorityPower(d;Challenging;p.166Powercanbeviewedasathree-dimensionalconcept.Itincludesfunctionalandhierarchicaldimensionsaswellasathirddimensioncalledinfluenee.legitimacy.departmentalization.centrality.(d;Challenging;p.166134Chapter5-BasicOrganizationDesigns109.FrenchandRavenidentifiedfivesources,orbases,ofpower.Whichofthefollowingisinflueneecoercivereferentexpert(a;Moderate;p.168;Ex.5-5Itispossibletobelowinthepowerhierarchy,butclosetothe .powerbasepoweraffiliatespowercorepowerinfluenee(c;Challenging;p.166Powerbaseduponone'sexpertise,specialskills,orknowledgeiscoercivepower.legitimatepower.expertpower.referentpower.(c;Moderate;p.168;Ex.5-5Powerbaseduponidentificationwithapersonwhohasdesirableresourcesorpersonaltraitsisknownascoercivepower.legitimatepower.135135expertpower.referentpower.(d;Moderate;p.168;Ex.5-5Jimhastheabilityto"dock"paychecksofemployeeswhoarriveatworkpast9:05AM.WhatkindofpowerdoesJimpossess?coercivepowerlegitimatepowerexpertpowerreferentpower(a;Moderate;p.168;Ex.5-5Harryistheonlypersonwhofullyunderstandsthenewcomputernetworkintheofficearea.Wheneversomeonehasquestions,hegoestoHarry.Harryhas power.coerciverewardexpertreferent(c;Moderate;p.168;Ex.5-5PartIII-Organizing isafunctionofhowmuchdecision-makingauthorityispusheddowntolowerlevelsintheorganization.DepartmentalizationCentralizationSpanofcontrolPower(b;Moderate;p.168Anorganizationwheredecisionsaremadebythoseemployeesclosesttotheproblemsisusingwhichtypeofdecision-makingauthority?centralizationdecentralizationspanofcontrolacceptaneetheory(b;Moderate;p.168Amanagerwhoorganizeshisorherplantbyseparatingengineering,accounting,humanresources,andpurchasingisusing departmentalization.functionalproductcustomergeographic(a;Moderate;p.169Anorganizationthatgroupsactivitiesaccordingtowomen'sfootwear,men'sfootwear,apparel,accessories,andleggingswoulduse departmentalization.functionalproductcustomergeographic(b;Moderate;p.170Anofficesupplyfirmthathasthreedepartmentsbaseduponretail,wholesale,andgovernmentalcustomersisusingwhichofthefollowingtypesofdepartmentalization?functionalproductcustomergeographic(c;Moderate;p.170Anorganizationthathasfoursalesregions,North,Midwest,South,andSouthwestisusing departmentalization.functionalproduct123.123.customergeographic(d;Moderate;p.170136Chapter5-BasicOrganizationDesigns121.Thegroupingofactivitiesbyworkorcustomerflowiswhichofthefollowing?functionaldepartmentalizationprocessdepartmentalizationcustomerdepartmentalizationgeographicdepartmentalization(b;Easy;p.170122.Today'scompetitiveenvironmenthasrefocusedtheattentionofmanagementonits and departmentalization.customers;divisionalbottomline;customerglobalenvironment;customercustomer;customer(d;Challenging;p.170structureforanorganization?strategysizetechnologysales(d;Moderate;p.171Astructurethatishighinspecialization,formalization,andcentralizationisa(anicorganization.matrixorganization.(b;Moderate;p.172;Ex.5-7Julie'sorganizationhasaveryformalstructurewithstrictlinesofcommunicationwheretherearemanyrulesanddutiesarefixed.Thisisanexampleofwhichofthefollowing?strategicorganizationmechanisticorganizationorganicorganizationadvocacy(b;Moderate;p.172;Ex.5-7Fredericworksinanorganizationwherealargeamountofcollaborationoccursanddecision-makingauthorityisdecentralized.Therearefewrules,anddutiesareadaptable.Thisisanexampleofwhichofthefollowing?strategicorganizationmechanisticorganizationorganicorganizationbureaucracy(c;Moderate;172;Ex.5-7137PartIII-OrganizingWhichofthefollowingstructuresislooseandflexibleallowingittochangerapidlyastheneedarises?strategicorganizationmechanisticorganizationorganicorganizationbureaucracy(c;Moderate;p.172Organizationalstructureshouldalways organizationalstrategy.precedeoccuratthesametimeasfollowbeindependentof(c;Challenging;p.172JodyBartholomewisattemptingtoleadhiscompanyinagrowthstrategybyenteringintoglobalmarkets.Hewillneedastructurethatisflexible,fluid,andreadily totheenvironment.responsiveadaptablestableNoneoftheabove.(b;Moderate;p.172Ifthestrategyofacompanyistocompetebasedoncost-leadershipthatrequiresstabilityandefficiency,whichofthefollowingstructureswillbemosteffective?strategicorganizationmechanisticorganizationorganicorganizationmatrixorganization(b;Challenging;pp.171-172Ifacompanyispursuingadifferentiationstrategythatrequiresflexibilityandadaptability,whichofthefollowingstructureswillbemosteffective?strategicorganizationmechanisticorganizationorganicorganizationbureaucracy(c;Challenging;p.172JoanWoodwardfoundthattheeffectivenessoforganizationswasrelatedto"fit"between andstructure.personalitytechnologycorporatecultureproductlifecycle(b;Moderate;p.174138Chapter5-BasicOrganizationDesigns133.Anorganizationthatusestechnologywhichisnonroutine,willprobablyfindwhichstructuretobemosteffective?strategicorganizationmechanisticorganizationorganicorganizationbureaucracy(c;Moderate;p.174Globalcompetitionthatrequiresacceleratedproductinnovation,andincreaseddemandsbyconsumersforhigherqualityandfasterdeliveriesisrequiringorganizationstoadapttowhichtypeofstructureinordertobeabletocompeteeffectively?strategicorganizationmechanisticorganizationorganicorganizationbureaucracy(c;Moderate;p.174 organizationstendtobeillequippedtorespondtorapidenvironmentalchange.OrganicGlobalMechanisticMNC(c;Easy;p.174Thesimplestructureformoforganizationisfast,flexible,andinexpensivetomaintain,andaccountabilityisclear.Itiseffectivein organizations.mechanisticorganicsmallcorporationsmall(d;Moderate;p.175Twoofthemostpopularbureaucraticdesignoptionsgrewoutofthefunctionandproductdepartmentalizations.Theyarecalled structures.functionalandgeographicdivisionalandgeographicproductandfunctionalfunctionalanddivisional(d;Challenging;pp.175-176Thestrengthofthefunctionalstructureiswhichofthefollowing?Itfocusesonresults.Itgainsadvantagesduetoworkspecialization.Employeeshavemorethanoneboss.Itisbasedsolelyonteams.(b;Moderate;p.176139PartIII-Organizing139.economiesofscaleminimizationofduplicationemployeesatisfactionprimarypursuitoffunctionalgoals(d;Challenging;p.176The structureisanorganizationdesignmadeupofself-containedunits.functionalsimpledivisionalmatrix(c;Challenging;p.176Thestrengthofthedivisionalstructureiswhichofthefollowing?Itfocusesonresults.Itgainsadvantagesduetoworkspecialization.Employeeshavemorethanoneboss.Itisbasedsolelyonteams.(a;Challenging;p.177Themajordisadvantageofthedivisionalstructureisdiseconomiesofscale.minimizationofduplication.employeesatisfaction.duplication