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_Chapter15FoundationsofOrganizationStructureMULTIPLECHOICEWhatisOrganizationalStructure?精品文檔放心下載_____defineshowjobtasksareformallydivided,grouped,andcoordinated.感謝閱讀OrganizationalstructureOrganizationalbehaviorFormalizationSpanofcontrol(a;Easy;p.425)Organizationalstructureismadeupofsixkeyelements.Whichofthefollowingisnotoneoftheseelements?精品文檔放心下載centralizationdepartmentalizationcoordinationformalization(c;Moderate;Exh.15-1;p.426)感謝閱讀Workspecializationisthesameas:謝謝閱讀spanofcontrol.divisionoflabor.unityofcommand.jobgrouping.(b;Easy;p.426)Thedegreetowhichtasksaresubdividedintoseparatejobsistermed:感謝閱讀departmentalization.formalization.workspecialization.spanofcontrol._(c;Moderate;p.426)Inthelate1940s,mostmanufacturingjobsinindustrializedcountrieswerebeingdonewithhigh:感謝閱讀departmentalization.formalization.workspecialization.spanofcontrol.(c;Moderate;p.426)Formuchofthefirsthalfofthe20thcentury,managersviewed_____asanunendingsourceofincreasedproductivity.謝謝閱讀departmentalizationformalizationworkspecializationspanofcontrol(c;Moderate;p.426)Whichoneofthefollowingcomponentsoforganizationalstructurespecificallydefineswheredecisionsaremade?謝謝閱讀complexityformalizationcentralizationtechnology(c;Moderate;Exh15-1;p.426)精品文檔放心下載Thebasisbywhichjobsaregroupedtogetheristermed:謝謝閱讀departmentalization.formalization.workspecialization.centralization.(a;Easy;Exh.15-1;p.426)精品文檔放心下載Groupingjobsonthebasisoffunction,product,geography,process,orcustomer謝謝閱讀_isaformof:departmentalization.workspecialization.spanofcontrol.chainofcommand.(a;Moderate;p.427)Oneofthemostpopularwaystogroupactivitiesisby:感謝閱讀cess.(b;Challenging;p.427)Proctor&GambledepartmentalizesbyTide,Pampers,Charmin,andPringles.Thisisanexampleofdepartmentalizationby:精品文檔放心下載duct.(d;Easy;p.428)Amanufacturingmanagerwhoorganizestheplantbyseparatingengineering,accounting,manufacturing,personnel,andpurchasingintodepartmentsispracticing_____departmentalization.謝謝閱讀targetcustomerproductfunctionalgeographic(c;Moderate;p.428)_____departmentalizationachieveseconomiesofscalebyplacingpeoplewithcommonskillsandorientationsintocommonunits.感謝閱讀_FunctionalProcessProductGeographic(a;Moderate;p.428)感謝閱讀AtanAlcoaaluminumtubingplantinupstateNewYork,productionisorganizedintofivedepartments:casting;press;tubing;finishing;andinspecting;packing;andshipping.Thisisanexampleof_____departmentalization.精品文檔放心下載FunctionalProcessProductGeographic(b;Moderate;p.428)15.Theunbrokenlineofauthoritythatextendsfromthetopoftheorganizationtothelowestechelonandclarifieswhoreportstowhomistermed:chainofcommand.authority.power.unityofcommand.(a;Moderate;p.429)Therightinherentinamanagerialpositiontogiveordersandexpectorderstobeobeyedistermed:謝謝閱讀chainofcommand.authority.power.unityofcommand.(b;Moderate;p.429)The_____principlehelpspreservetheconceptofanunbrokenlineofauthority.謝謝閱讀spanofcontrolpower_unityofcommanddecentralization(c;Moderate;p.429)The_____principlestatesthatapersonshouldhaveoneandonlyonesuperiortowhomheorsheisdirectlyresponsible.謝謝閱讀spanofcontrolchainofcommandunityofcommandpower(c;Easy;p.429)The_____referstothenumberofsubordinatesamanagercanefficientlyandeffectivelydirect.謝謝閱讀spanofcontrolunityofcommandchainofcommandorganizationalchart(a;Easy;p.418)Whichofthefollowingisadrawbackofanarrowspanofcontrol?感謝閱讀Itreduceseffectiveness.Itismoreefficient.Itencouragesoverlytightsupervisionanddiscouragesemployeeautonomy.感謝閱讀Itempowersemployees.(c;Challenging;p.430)Whichofthefollowingisnotadrawbackofanarrowspanofcontrol?感謝閱讀Theyareexpensive.Theymakeverticalcommunicationintheorganizationmorecomplex.謝謝閱讀Theyencourageemployeeautonomy.感謝閱讀Theyencourageoverlytightsupervision.謝謝閱讀(c;Challenging;p.430)_Thetrendinrecentyearshasbeentoward:感謝閱讀narrowerspansofcontrol.感謝閱讀widerspansofcontrol.aspanofcontroloffive.精品文檔放心下載anidealspanofcontrolofeight.感謝閱讀(b;Moderate;p.430)Ifyouhaveanarrowspanofcontrol,youhavea_____organization.精品文檔放心下載multi-levelshorttallmatrix(c;Moderate;p.430)_____areconsistentwithrecenteffortsbycompaniestoreducecosts,cutoverhead,speedupdecisionmaking,increaseflexibility,getclosertocustomers,andempoweremployees.謝謝閱讀WiderspansofcontrolNarrowerspansofcontrolFlatterorganizationsFormalization(a;Moderate;p.430)Thebestdefinitionforcentralizationis:感謝閱讀decisiondiscretionispusheddowntolowerlevelemployees.感謝閱讀decisionmakingisconcentratedatasinglepointintheorganization.精品文檔放心下載decisionmakingdependsonthesituation.感謝閱讀decisionmakingisdoneineachdepartmentandthensenttothepresidentforthefinaldecision.精品文檔放心下載(b;Moderate;p.431)Thecomponentofstructurewhichconsiderswheredecision-makingauthorityliesis:謝謝閱讀_plexity.centralization.(d;Moderate;p.431)Inanorganizationthathashighcentralization:謝謝閱讀thecorporateheadquartersislocatedcentrallytobranchoffices.謝謝閱讀alltoplevelofficialsarelocatedwithinthesamegeographicarea.精品文檔放心下載topmanagersmakeallthedecisionsandlowerlevelmanagersmerelycarryouttopmanagement’sdirections.感謝閱讀actioncanbetakenmorequicklytosolveproblems.感謝閱讀(c;Moderate;p.431)Themorethatlower-levelpersonnelprovideinputorareactuallygiventhediscretiontomakedecisions,themore_____thereis.謝謝閱讀centralizationdecentralizationworkspecializationdepartmentalization(b;Moderate;p.431)Ifajobishighlyformalized,itwouldnotincludewhichofthefollowing?感謝閱讀clearlydefinedproceduresonworkprocesses謝謝閱讀explicitjobdescriptionhighemployeejobdiscretion精品文檔放心下載alargenumberoforganizationalrules精品文檔放心下載(c;Moderate;p.431)Explicitjobdescriptions,lotsofrules,andclearlydefinedproceduresconcerningworkprocessesareconsistentwith:謝謝閱讀highformalization.technologicalinnovation.highcentralization._anorganicmodel.(a;Challenging;pp.431-432)謝謝閱讀Employeediscretionisinverselyrelatedto:感謝閱讀complexity.standardization.centralization.technology.(b;Challenging;p.432)CommonOrganizationalDesigns精品文檔放心下載Whichofthefollowingisnotacommonorganizationaldesign?精品文檔放心下載simplestructurebureaucracycentralizedstructurematrixstructure(c;Easy;p.433)The_____ischaracterizedbyalowdegreeofdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalization.感謝閱讀bureaucracymatrixorganizationsimplestructureteamstructure(c;Moderate;p.433)Whichoneofthefollowingisconsistentwithasimplestructure?精品文檔放心下載highcentralizationhighhorizontaldifferentiation感謝閱讀highformalizationhighdepartmentalization(a;Moderate;p.433)_The____isaflatorganization.謝謝閱讀simplestructurebureaucracycentralizedstructurematrixstructure(a;Moderate;p.433)Simplestructuresarecharacterizedby:謝謝閱讀sharedauthority.anarrowspanofcontrol.lotsofformalization.alowdegreeofdepartmentalization.(d;Moderate;p.433)精品文檔放心下載The___ismostwidelypracticedinsmallbusinessesinwhichthemanagerandownerareoneandthesame.感謝閱讀simplestructurebureaucracycentralizedstructurematrixstructure(a;Moderate;p.433)Thebureaucracyischaracterizedbyallofthefollowingexcept:精品文檔放心下載highlyroutineoperatingtasks.精品文檔放心下載formalizedrulesandregulations.謝謝閱讀tasksthataregroupedintofunctionaldepartments.感謝閱讀decentralizeddecisionmaking.感謝閱讀(d;Moderate;p.434)Thekeyunderlyingallbureaucraciesis:a.flexibility.謝謝閱讀_standardization.duallinesofauthority.widespanofcontrol.(b;Moderate;p.434)感謝閱讀The____ischaracterizedbyhighlyroutineoperatingtasksachievedthroughspecialization.謝謝閱讀simplestructurebureaucracycentralizedstructurematrixstructure(b;Moderate;p.434)Thestrengthofthesimplestructureliesinits:精品文檔放心下載rmationprocessing.(b;Easy;p.433)Whichofthefollowingisnotaweaknessofthesimplestructure?謝謝閱讀Itisrmationoverloadaccountabilityisclearslowerdecisionmaking(c;Moderate;p.433)Specializationcreatessubunitconflictsinthe:感謝閱讀simplestructure.bureaucracy.centralizedstructure.matrixstructure.(b;Moderate;p.434)_Thestructurethatcreatesduallinesofauthorityandcombinesfunctionalandproductdepartmentalizationisthe:精品文檔放心下載simplestructure.bureaucracy.matrixstructure.virtualorganization.(c;Moderate;p.435)Thematrixstructurecombineswhichtwoformsofdepartmentalization?謝謝閱讀simpleandfunctionalfunctionalandproductproductandorganicorganicandmechanistic(b;Challenging;p.435)The_____violatestheunityofcommandconcept.感謝閱讀simpleandfunctionalfunctionalandproductproductandorganicorganicandmechanistic(c;Challenging;p.435)Whichoneofthefollowingproblemsismostlikelytooccurinamatrixstructure?感謝閱讀decreasedresponsetoenvironmentalchange感謝閱讀decreasedemployeemotivation謝謝閱讀lossofeconomiesofscale謝謝閱讀employeesreceivingconflictingdirectives精品文檔放心下載(d;Moderate;p.436)Thestrengthofthematrixstructureisits:精品文檔放心下載abilitytofacilitatecoordination.精品文檔放心下載economiesofscale.adherencetochainofcommand.謝謝閱讀predictability._(a;Moderate;p.436)Themajordisadvantageofthematrixstructureis:感謝閱讀theconfusionitcreates.itspropensitytofosterpowerstruggles.感謝閱讀thestressitplacesonindividuals.謝謝閱讀alloftheabove(d;Challenging;p.436)NewDesignOptionsTheprimarycharacteristicsofthe_____structurearethatitbreaksdowndepartmentalbarriersanddecentralizesdecisionmakingtotheleveloftheworkteam.謝謝閱讀virtualorganizationteamboundarylessfeminineorganization(b;Moderate;p.436)Inlargerorganizations,theteamstructurecomplementswhatistypicallya:感謝閱讀virtualorganization.bureaucracy.simplestructure.boundarylessorganization.謝謝閱讀(b;Challenging;p.437)Asmall,coreorganizationthatoutsourcesmajorbusinessfunctionsisthe_____謝謝閱讀organization.teamvirtualboundarylessmatrix_(b;Moderate;p.437)The____isalsocalledthenetworkormodularorganization.謝謝閱讀virtualorganizationteamstructurepyramidboundarylessorganization(a;Moderate;p.437)Theprototypeofthevirtualstructureistoday’s:感謝閱讀automobilemanufacturers.movie-makingorganizations.感謝閱讀fast-foodrestaurants.softwarecompanies.(b;Challenging;p.437)Themajoradvantageofthevirtualorganizationisits:感謝閱讀control.predictability.flexibility.empowerment.(c;Moderate;p.438)The_____organizationstandsinsharpcontrasttothetypicalbureaucracythathasmanyverticallevelsofmanagementandwherecontrolissoughtthroughownership.感謝閱讀virtualteamlimitlessmatrix(a;Challenging;p.438)Theboundarylessorganizationreliesheavilyon:a.informationtechnology.感謝閱讀_verticalboundaries.horizontalboundaries.externalbarriers.(a;Moderate;p.438)Anorganizationthatseekstoeliminatethechainofcommand,havelimitlessspansofcontrol,andreplacedepartmentswithempoweredteamsisthe:謝謝閱讀virtualorganization.boundarylessorganization.精品文檔放心下載matrixorganization.teamstructure.(b;Moderate;p.438)Theonecommontechnologicalthreadthatmakestheboundarylessorganizationpossibleis:精品文檔放心下載reengineering.MBA’workedcomputers.mainframes.(c;Moderate;p.439)WhyDoStructuresDiffer?The_____isastructurecharacterizedbyextensivedepartmentalization,highformalization,alimitedinformationnetwork,andcentralization.感謝閱讀mechanisticmodelorganicmodeltechnologymodelboundarylessorganization(a;Moderate;p.440)Whichofthefollowingisnotacharacteristicofamechanisticstructure?感謝閱讀extensivedepartmentalization謝謝閱讀highformalization_limitedinformationnetwork精品文檔放心下載flexibility(d;Easy;p.440)Ifthereislowformalization,acomprehensiveinformationnetwork,andhighparticipationindecisionmaking,onewouldexpecta(n):謝謝閱讀bureaucracy.mechanisticanicstructure.stablestructure.(c;Challenging;p.440)Allofthefollowingarecharacteristicsoftheorganicmodelexcept:精品文檔放心下載cross-functionalteams.rigiddepartmentalization.精品文檔放心下載crosshierarchicalteams.freeflowofinformation.(b;Moderate;p.440)Whichofthefollowingisnotadeterminantofanorganization’sstructure?謝謝閱讀strategyorganizationsizeindustrytechnology(c;Moderate;pp.440-444)感謝閱讀Changesincorporatestrategyprecedeandleadto:精品文檔放心下載changesintheenvironment.感謝閱讀bettercommunication.increasedproductivity.changesinanorganization’sstructure.謝謝閱讀(d;Challenging;p.440)Astrategythatemphasizestheintroductionofmajornewproductsandservicesisa(n)_____strategy.感謝閱讀_innovationcost-minimizationimitationorganic(a;Moderate;p.441)Theinnovationstrategyischaracterizedby:謝謝閱讀avoidingunnecessarycosts.感謝閱讀amixtureofloosewithtightproperties.精品文檔放心下載lowspecializationandlowformalization.謝謝閱讀tightcontrolsovercurrentactivity.感謝閱讀(c;Challenging;p.441)_____referstohowanorganizationtransfersitsinputsintooutputs.精品文檔放心下載ImitationTechnologyOperationsInnovation(b;Moderate;p.441)Whichofthefollowingisnotpartoftheorganization’senvironment?謝謝閱讀publicpressuregroupscustomerstechnologycompetitors(c;Easy;p.443)The_____ofanenvironmentreferstothedegreetowhichitcansupportgrowth.謝謝閱讀capacityvolatilitycomplexitynurturance(a;Moderate;p.443)_____referstothedegreeofinstabilityofanenvironment.謝謝閱讀_CapacityVolatilityComplexityEquilibrium(b;Easy;p.443)Threekeydimensionstoanyorganization’senvironmenthavebeenfound.Whichofthefollowingisnotoneofthesekeydimensions?感謝閱讀volatilitycapabilitycomplexitycapacity(b;Moderate;p.443)The_____ofanenvironmentreferstothedegreeofheterogeneityandconcentrationamongenvironmentalelements.精品文檔放心下載capacityvolatilitycomplexitycreativity(c;Moderate;p.443)OrganizationDesignsandEmployeeBehavior精品文檔放心下載Whichofthefollowinggeneralizationsaboutorganizationalstructuresandemployeeperformanceandsatisfactionismosttrue?感謝閱讀Thereisfairlystrongevidencelinkingdecentralizationandjobsatisfaction.感謝閱讀Itisprobablysafetosaythatnoevidencesupportsarelationshipbetweenspanofcontrolandemployeeperformance.謝謝閱讀Theevidencegenerallyindicatesthatworkspecializationcontributestoloweremployeeproductivity.精品文檔放心下載Noonewantsworkthatmakesminimalintellectualdemandsandisroutine.謝謝閱讀(b;Challenging;pp.445-446)感謝閱讀______modelsoforganizationalstructureareperceptionsthatpeopleholdregardingstructuralvariablesformedbyobservingthingsaroundtheminanunscientificfashion.精品文檔放心下載ExplicitImplicitStrategicIntuitive(b;Challenging;p.447)TRUE/FALSEOrganizationshavedifferentstructures,butthestructurehaslittlebearingonemployeeattitudesandbehavior.感謝閱讀(False;Easy;p.425)WhatisOrganizationalStructure?感謝閱讀Specializationdefineshowjobtasksareformallydefined,grouped,andcoordinated.謝謝閱讀(False;Moderate;p.426)Managersneedtoaddresssixkeyelementswhentheydesigntheirorganization’sstructure:workspecialization,departmentalization,chainofcommand,spanofcontrol,centralizationanddecentralization,andformalization.謝謝閱讀(True;Moderate;p.426)Thedegreetowhichtasksintheorganizationaresubdividedintoseparatejobsistermeddepartmentalization.謝謝閱讀(False;Moderate;p.426)Workspecializationanddivisionoflaborarethesamething.(True;Easy;p.426)精品文檔放心下載Workspecializationcanbecarriedtoofarandmayresultinemployeeboredom,stress,andabsenteeism.精品文檔放心下載_(True;Moderate;p.427)Formuchofthefirsthalfofthiscentury,managersvieweddepartmentalizationas精品文檔放心下載anunendingsourceofincreasedproductivity.謝謝閱讀(False;Moderate;p.427)Thestrengthoffunctionaldepartmentalizationisputtingsimilarspecialists謝謝閱讀together.(True;Moderate;p.428)Organizationsmaychooseonlyoneoftheformsofdepartmentalizationatatime.(False;Moderate;p.429)感謝閱讀Theinherentrightinamanagerialpositiontogiveordersandexpecttheorderstobeobeyedistermedauthority.感謝閱讀(True;Moderate;p.429)Departmentalizationanswersquestionsforemployeesuchas“TowhomdoIgo精品文檔放心下載ifIhaveaproblem?”(False;Moderate;p.429)87.Theunbrokenlineofauthoritythatextendsfromthetopoftheorganizationtothelowestechelonistermedthechainofcommand.(True;Easy;p.429)Theprincipleofunityofcommandsuggeststhatmanagersshouldbackoneanotherupwhenadirectivehasbeengiven.精品文檔放心下載(False;Challenging;p.429)謝謝閱讀Thetrendinrecentyearshasbeentowardwiderspansofcontrol.(True;Easy;p.430)感謝閱讀Spanofcontroldeterminesthenumberoflevelsandmanagersanorganization謝謝閱讀has.(True;Moderate;pp.429-430)精品文檔放心下載_Allthingsbeingequal,thewiderorlargerthespan,themoreefficienttheorganization.謝謝閱讀(True;Moderate;pp.429-430)感謝閱讀Flatorganizationalstructuresresultfromnarrowspansofcontrol.(False;Moderate;Exh.15-3;p.430)感謝閱讀Narrowspansofcontrolencourageoverlytightsupervisionanddiscourage謝謝閱讀employeeautonomy.(True;Moderate;p.430)Havingtoomanypeoplereporttoyoucanundermineyoureffectiveness.(True;Challenging;p.430)謝謝閱讀Themorethatlower-levelpersonnelprovideinputorareactuallygiventhediscretiontomakedecisions,themorecentralizedtheorganization.精品文檔放心下載(False;Moderate;p.431)Adecentralizedorganizationismorelikelytoresultinafeelingofalienationby感謝閱讀employeesthanacentralizedorganization.精品文檔放心下載(False;Challenging;p.431)精品文檔放心下載Therehasbeenamarkedtrendtowarddecentralizeddecisionmaking.(True;Moderate;p.431)謝謝閱讀Increaseinthenumberofrulesandregulationsresultsinincreasedformalization.(True;Moderate;pp.431-432)謝謝閱讀Thegreatertheformalization,thelessinputanemployeehasintohowhisorher感謝閱讀workisdone.(True;Moderate;p.432)Autonomyandformalizationareinverselyrelated.謝謝閱讀_(True;Moderate;p.432)CommonOrganizationalDesigns精品文檔放心下載Thesimplestructureisfast,flexible,inexpensivetomaintain,andaccountabilityis謝謝閱讀clear.(True;Moderate;p.433)Thestrengthofthebureaucracyliesinitssimplicity.It’sfast,flexible,and謝謝閱讀inexpensivetomaintain.(False;Moderate;p.433)Onemajorstrengthofthesimplestructureisit’seasytomaintaininanysize.(False;Moderate;p.433)精品文檔放心下載Thesimplestructureisriskysinceeverythingdependsononeperson.感謝閱讀(True;Easy;p.434)Standardizationisthekeythatunderliesallbureaucracies.(True;Easy;p.434)精品文檔放心下載Thesimplestructureischaracterizedbyhighlyroutineoperatingtasksachievedthroughspecialization.感謝閱讀(False;Moderate;p.434)Amajorweaknessofthebureaucracyislackofattentiontorules.(False;Easy;p.434)謝謝閱讀Thebureaucracyisefficientonlyaslongasemployeesconfrontproblemsthattheyhavepreviouslyencountered.精品文檔放心下載(True;Easy;p.434)Astructurethatcreatesduallinesofauthorityandcombinesfunctionaland謝謝閱讀productdepartmentalizationisthematrixstructure.精品文檔放心下載(True;Moderate;p.435)_Thestrengthofthebureaucracyisitsabilitytofacilitatecoordinationwhentheorganizationhascomplexandinterdependentactivities.感謝閱讀(False;Moderate;p.436)Thematrixstructurefacilitatestheallocationofspecialists.(True;Challenging;p.436)謝謝閱讀Themajordisadvantagesofthematrixlieintheconfusionitcreates,itspropensity謝謝閱讀tofosterpowerstruggles,andthestressitplacesonindividuals.謝謝閱讀(True;Challenging;p.436)謝謝閱讀NewDesignOptionsTheteamstructurebreaksdowndepartmentbarriersanddecentralizesdecision精品文檔放心下載makingtotheleveloftheworkteam.感謝閱讀(True;Moderate;p.436)Often,particularlyamonglargerorganizations,theteamstructurecomplementswhatistypicallyabureaucracy.感謝閱讀(True;Moderate;p.437)Theprimarycharacteristicsofthevirtualorganizationarethatitbreaksdowndepartmentbarriersanddecentralizesdecisionmakingtotheleveloftheworkteam.謝謝閱讀(False;Moderate;p.437)Youhavedecidedtohireasmallshoptodoallyourduplicatingandprinting.Thisisanexampleofoutsourcing.感謝閱讀(True;Moderate;p.437)Thevirtualorganizationisalsocalledthenetworkormodularorganization.(True;Moderate;p.437)感謝閱讀_Themajoradvantagetothevirtualorganizationisitsflexibility.(True;Easy;p.438)謝謝閱讀Thevirtualorganizationwascreatedtoobtainmaximumstability.(False;Moderate;p.438)精品文檔放心下載JackWelchcoinedthetermboundarylessorganization.精品文檔放心下載(True;Easy;p.438)Anorganizationthatseekstoeliminatethechainofcommandisaboundaryless謝謝閱讀organization.(True;Moderate;p.438)Statusandrankareminimizedintheboundarylessorganization.True;Moderate;p.439)感謝閱讀Globalizationismoredifficultinaboundarylessorganization.(False;Challenging;p.439)精品文檔放心下載Theonecommontechnologicalthreadthatmakestheboundarylessorganization感謝閱讀possibleisnetworkedcomputers.精品文檔放心下載(True;Moderate;p.439)WhyDoStructuresDiffer?Theorganicstructureischaracterizedbyextensivedepartmentalization,highformalization,alimitedinformationnetwork,andcentralization.感謝閱讀(False;Easy;p.440)Theboundarylessorganizationisanexampleoftheorganicmodelof感謝閱讀organizationaldesign.(True;Easy;p.440)Mechanisticstructuresarehighinformalization.精品文檔放心下載_(True;Moderate;p.440)Mechanisticstructureshavehighparticipationindecisionmaking.(False;Moderate;p.440)謝謝閱讀Strategydoesnotimpactanorganization’sstructure.精品文檔放心下載(False;Easy;p.440)Aninnovationstrategyworkswellonlyforsimplechange.(False;Moderate;p.441)感謝閱讀Anorganizationthattightlycontrolscosts,refrainsfromincurringunnecessary精品文檔放心下載innovationormarketingexpenses,andcutspricesinsellingabasicproductpursuesacost-minimizationstrategy.感謝閱讀(True;Moderate;p.441)Aninnovationstrategyseekstomoveintonewproductsornewmarketsonlyaftertheirviabilityhasbeenproven.精品文檔放心下載(False;Moderate;p.441)Sizeappearstohaveadecreasingrateofimpactoncomplexityofstructure.(True;Challenging;pp.441-442)謝謝閱讀Adding500employeestoanorganizationthathasonly300membersislikelytoresultinashifttowardamoreorganicstructure.精品文檔放心下載(False;Challenging;p.442)感謝閱讀Technologyreferstohowanorganizationtransfersitsinputsintooutputs.(True;Moderate;p.442)謝謝閱讀Thethreekeydimensionstoanorganization’senvironmenthavebeenfoundto謝謝閱讀be:capacity,complexity,andtechnology.精品文檔放心下載(False;Challenging;p.443)精品文檔放心下載Theenvironmentofanorganizationneedstobeassessedintermsofcapacity,感謝閱讀_whichisthedegreeofheterogeneityandconcentrationamongenvironmentalelements.謝謝閱讀(False;Challenging;p.443)謝謝閱讀Themorescarce,dynamic,andcomplextheenvironment,themoreorganica謝謝閱讀structureshouldbe.(True;Moderate;p.444)OrganizationalDesignsandEmployeeBehavior感謝閱讀Researchsupportsthenotionthatemployeespreferanorganicstructure.(False;Moderate;p.445)精品文檔放心下載Thereisfairlystrongevidencelinkingworkspecializationtopositivejobsatisfaction.感謝閱讀(False;Challenging;p.445)謝謝閱讀Areviewoftheresearchindicatesthatthereisnoevidencetosupporta謝謝閱讀relationshipbetweenspanofcontrolandemployeeperformance.感謝閱讀(True;Challenging;p.445)精品文檔放心下載Organizationsthatarelesscentralizedhaveagreateramountofparticipativedecisionmaking.感謝閱讀(True;Easy;p.446)SCENARIO-BASEDQUESTIONSApplicationofSixKeyQuestionsThatManagersNeedtoAnswerinDesigningtheProperOrganizationalStructure謝謝閱讀We-Train-Emhashiredyoutodeveloptrainingmaterialsfortheirseminars.Yourfirstassignmentistowriteatrainingmanualthatwillassistnewmanagersindesigninganappropriatestructurefortheirpartofanorganization.Includedinthemanualwillbeinformationaboutthekeyquestionsthattheymustanswerindecidingaboutthebest謝謝閱讀_organizationalstructure.Oneofthequestionsincludedinthetrainingmanualis“Towhatdegreearetaskssubdividedintoseparatejobs?”Thisquestionaddressestheissueof:感謝閱讀formalization.workspecialization.spanofcontrol.chainofcommand.(b;Moderate;Exh.15-1;p.426)精品文檔放心下載_____isaddressedbyaskingthequestion“Onwhatbasiswilljobsbegroupedtogether?”謝謝閱讀DepartmentalizationWorkspecializationCentralizationanddecentralization精品文檔放心下載Formalization(a;Challenging;Exh.15-1;p.426)謝謝閱讀Thedegreeofrulesandregulationsthatdirectemployeesandmanagersistermed:精品文檔放心下載chainofcommand.formalization.spanofcontrol.departmentalization.(b;Moderate;Exh.15-1;p.426)精品文檔放心下載ApplicationofDepartmentalization謝謝閱讀Youhavedividedthejobsdonebyyourdepartmentthroughworkspecializationandarenowtryingtodecidehowtobestgroupthemforefficiencyandservicetothecustomer.Youareconsideringgroupingactivitiesbyfunction,product,process,orcustomer.精品文檔放心下載Youhavedecidedthatsinceyouareanoviceatdepartmentalization,youwillgo精品文檔放心下載withthemostpopularmethod.Youwillprobablychoose_____謝謝閱讀_departmentalization.functionproductprocesscustomer(a;Moderate;pp.427-429)精品文檔放心下載Youareorganizingintosouthern,midwestern,western,andeasternregions.This精品文檔放心下載istermed______ departmentalization.感謝閱讀processcustomergeographyfunction(c;Easy;pp.427-429)Youfindthatthereseemstobeacommonsetofproblemsamongcertaintypesofbuyersofyourproduct.Youwillprobablychoose:精品文檔放心下載functiondepartmentalization.謝謝閱讀productdepartmentalization.感謝閱讀processdepartmentalization.感謝閱讀customerdepartmentalization.感謝閱讀(d;Easy;pp.427-429)ApplicationofSpanofControl謝謝閱讀Matthewisanewdivisionalmanager.Inreorganizinghisdepartment,hemustmakesomedecisionsregardingthespanofcontrol.精品文檔放心下載Thequestionofspanofcontroldetermines:精品文檔放心下載whoreportstowhom.thenumberoflevelsandmanagersanorganizationhas.感謝閱讀wheredecisionsaremade._howjobswillbegrouped.(b;Moderate;pp.429-430)精品文檔放心下載Widerspansaremoreefficientintermsofcost.However,atsomepoint:感謝閱讀employeeperformancesoars.感謝閱讀supervisorshavemoretimetoprovidesupport.精品文檔放心下載widerspansreduceeffectiveness.謝謝閱讀theorganizationbecomestaller.感謝閱讀(c;Challenging;pp.429-430)精品文檔放心下載Bykeepingthespanofcontrolto5or6employees,whichofthefollowingisnot精品文檔放心下載drawback?Itisexpensive.Verticalcommunicationismorecomplex.感謝閱讀Decisionmakingissloweddown.感謝閱讀Uppermanagementislessisolated.精品文檔放心下載(d;Challenging;pp.429-4