fom6_tif05 管理学双语

Chapter 5Basic Organization DesignsTRUE/FALSE QUESTIONSanizational design is the organization’s formal framework by which job tasks aredivided, grouped, and coordinated.(False; difficult; p. 132)2.The concept of work specialization can be traced back to Adam Smith’s discussion ofdivision of labor in the 1700s.(True; moderate; p. 132)3.When work specialization was originally implemented, employee productivity rose. (True; moderate; p. 133)4.Today, most managers see work specialization as a source of ever-increasingproductivity.(False; moderate; p. 133)5.The unity of command is logical in today’s workplace, considering the advances intechnology that increase access to information.(False; moderate; p.134)6. A line manager carries out an organizational function that contributes directly toachieving the organization’s objectives.(True; moderate; p. 135)7.When decisions tend to be made at lower levels in an organization, the organization issaid to be decentralized.(True; moderate; p. 139)8.The concept of centralization-decentralization is absolute.(False; moderate; p. 139)9. A term for increased decentralization is employee empowerment, which is givingemployees more authority to make decisions.(True; easy; p. 140)10.Grouping jobs on the basis of major product areas is termed customerdepartmentalization.(False; moderate; p. 141)11.An organic organization tends to be characterized by high specialization, extensivedepartmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision making by low-level employees.(False; moderate; pp. 142-143)12.An organic organization would likely be very flexible.(True; moderate; p. 143)13.Innovators need the efficiency, stability, and tight controls of the mechanisticstructure.(False; moderate; p. 143)14.The relationship between organizational size and structure tends to be linear. (False; difficult; p. 144)15.Joan Woodward attempted to view organizational structure from a technologicalperspective.(True; moderate; p. 144; AACSB: Technology)16.Woodward’s findings support that there is ―one best way‖ to organize amanufacturing firm.(False; moderate; p. 144; AACSB: Technology)17.The strength of the functional structure is that it focuses on results.(False; moderate; p. 145)18.A simple structure is an organizational design that groups similar or relatedoccupational specialties together.(False; easy; p. 145)19.In divisional structures, the parent corporation typically acts as an external overseer tocoordinate and control the various divisions.(True; easy; p. 146)20.Employees in an organization with a matrix design have at least two bosses. (True; easy; p. 147)21.A significant advantage of the matrix structure is the clear chain of command fromtop to bottom of the organization.(False; moderate; p.147)22.Employee empowerment is a crucial aspect of team structure because there is no lineof managerial authority from top to bottom.(True; moderate; p. 147)23.A team-based pay plan for employees participating in work groups or teams is oftennecessary to retain the advantages of the team structure.(True; moderate; p.148)24.Internal boundaries are boundaries that separate the organization from its customers,suppliers, and other stakeholders.(False; moderate; p. 148)25.To minimize or eliminate boundaries, managers might use virtual or networkstructural designs.(True; easy; p. 148)26.The distinct characteristics of a learning organization are organizational design,information sharing, leadership, and span of control.(False; easy; p. 149)27.An organizational culture refers to a system of shared meaning.(True; moderate; p. 150)anizational cultures influence how employees behave in an organization. (True; moderate; p. 150)29.Presently, there is no method for analyzing or assessing organizational culture. (False; moderate; p. 150)30.An organization’s founder has little influence on its culture.(False; moderate; p. 150)MULTIPLE-CHOICE QUESTIONSFor each of the following choose the answer that most completely answers the question.anizational design is based on six elements of structure, including ____________.a. work specialization and mechanismsb. chain of command and span of controlc. centralization and matricesd. strategy and structure(b; moderate; p. 132)32.In describing the degree to which tasks in an organization are divided into separatejobs, managers use the term ___________.a. work specializationb. departmentalizationc. chain of commandd. span of control(a; moderate; pp. 132-133)33.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 entireactivity.c. Jobs are ranked relative only to their worth or value to the businesses.d. It clarifies who reports to whom.(b; difficult; p. 133)34.During the _______________, managers viewed work specialization as a reliablesource of increased productivity.a. first half of the twentieth centuryb. 1960sc. 1970s and 1980sd. 1990s and beginning of the twenty-first century(a; moderate; p. 133)35.In some jobs, _______________ work specialization more than offset the economicadvantages.a. distrust ofb. human diseconomies fromc. disgust ofd. employees’ excitement ab out(b; difficult; p. 133)36.The line of authority that extends from the upper levels of management to the lowestlevels of the organization is ____________.a. authorized line of responsibilityb. unity of commandc. responsibility factord. chain of command(d; moderate; p. 134)37.The theory that a person should report to only one manager is called ____________.a. authorized line of responsibilityb. unity of commandc. responsibility factord. chain of command(b; moderate; p. 134)38.Concepts such as chain of command are considerably less relevant today because ofthings like _______________.a. information technologyb. span of controlc. conflicting demands of multiple bossesd. empowerment(a; difficult; p. 134; AACSB: Technology)39.The traditional view was that managers should not directly supervise more than______________ subordinates.a. three or fourb. five or sixc. seven or eightd. nine or ten(b; moderate; p. 134)40.The concept that defines the number of subordinates that report to a manager and thatindirectly specifies the number of levels of management in an organization is called _____________.a. authorized line of responsibilityb. unity of commandc. responsibility factord. span of control(d; difficult; p. 134)41.Trends in the past few years have centered on a ____________ span of control toreduce costs and speed decision making.a. narrowerb. widerc. deeperd. stable(b; moderate; p. 134)42.______________ refers to the rights inherent to a position that allow a manager to tellsubordinates what to do and expect them to do it.a. Responsibilityb. Unity of commandc. Chain of commandd. Authority(d; moderate; p. 134)43.________________ is the obligation or expectation to perform a duty.a. Responsibilityb. Unity of commandc. Chain of commandd. Span of control(a; moderate; p. 135)44.A construction supervisor site who sees an impending thunderstorm, tells workers togo home, and secures the site is demonstrating _______________.a. authorityb. delegationc. accountabilityd. responsibility(a; moderate; p. 134)45.In a consulting firm, the consultants have ___________ authority because their workdirectly contributes to the bottom line, whereas consultants in a manufacturing firm have __________ authority because they are used in an advisory capacity.a. planning; lineb. organizing; staffc. line; staffd. controlling; line(c; moderate; p. 135)46.______________ is the power that rests on the leader’s ability to punish or control.a.Reward powerb.Coercive powerc.Expert powerd.Referent power(b; moderate; p. 139)47.______________ is the power to give positive benefit or rewards.a.Reward powerb.Coercive powerc.Expert powerd.Referent power(a; moderate; p. 139)48.Your firm’s attorney has ______________ power when giving legal advice.a.legitimateb.statusc.expertd.coercive(c; moderate; p. 139)49.__________ is the power that arises because of a person’s desirable resources orpersonal traits.a.Expert powerb.Referent powerc.Reward powerd.Legitimate power(b; moderate; p. 139)50.When a young child emulates a pr ofessional sports star’s behavior, the star has whatkind of power over the child?a.legitimateb.expertc.coercived.referent(d; difficult; p. 139)51.The degree to which decision-making is pushed down to lower levels in anorganization is described as ____________.a. unity of commandb. chain of commandc. span of managementd. decentralization(d; moderate; pp. 139-140)52.In recent years, there has been a movement to make organizations more flexible andresponsive through _____________.a. centralizationb. decentralizationc. alternative organizational structured. customer-based structure(b; moderate; p. 140)53.Functional departmentalization groups jobs by ______________.a. tasks they performb. territories they servec. products or services they manufacture or produced. type of customer they serve(a; moderate; p. 141)54.__________ departmentalization is based on sales territory or the physical location ofcustomers.a. Functionalb. Productc. Geographicd. Matrix(c; easy; pp. 141-142)55.______________ departmentalization is based on the product or customer flowthrough the organization.a. Productb. Functionalc. Processd. Organizational structure(c; moderate; p. 142)56.What kind of departmentalization would be in place in a government organizationwhere different public service responsibilities are divided into activities for employers, children, and the disabled?a. productb. geographicc. outcomed. customer(d; moderate; pp. 141-142)57.______________ departmentalization is used more in recent years to better monitorthe needs of customers and to respond to changes in those needs.a. Needs-basedb. Functionalc. Processd. Customer(d; moderate; pp. 141-142)58.A(n) ____________ organization has a high degree of specialization, formalization,and centralization.a. organicb. horizontalc. learningd. mechanistic(d; moderate; p. 142)59.Which of the following would likely be found in mechanistic organizations?a. wide span of controlb. empowered employeesc. decentralized responsibilityd. standardized job specialties(d; difficult; p. 142)60.A(n) ____________ organization is able to change rapidly as needs require.a. organicb. horizontalc. verticald. mechanistic(a; moderate; p. 142)61.In describing the relationship between structure and strategy, it can be said that_____________ .a. structure follows strategyb. strategy follows structurec. strategy and structure are always handled equallyd. strategy follows structure in smaller organizations(a; moderate; p. 143)62.Structure is related to the size of the organization, such that larger organizations tendto have ____________ than smaller organizations.a. more specializationb. less departmentalizationc. less centralizationd. fewer rules and regulations(a; moderate; p. 144)63.Structure is related to the size of the organization, such that larger organizations aremore _____________.a. mechanisticb. organicc. structurally weakd. decentralized(a; difficult; p. 144)64.The appropriate structure for an organization is based on four contingency variables:strategy, size, the environment, and _________________.a. technologyb. historyc. leadershipd. intensity of competition(a; easy; p. 144; AACSB: Technology)65.As a type of technology, _____________ centers on large-batch production andrequires moderate levels of complexity and sophistication.a. unit productionb. mass productionc. process productiond. service production(b; moderate; p. 144; AACSB: Technology)66.In Joan Woodward’s study of the relationship between technology and structu re, thestructure that was the most technically complex was ______________.a. unit productionb. mass productionc. process productiond. technological production(c; moderate; p. 144; AACSB: Technology)67.The greater the environmental uncertainty, the more an organization needs to become_______________.a. organicb. mechanisticc. technologically pured. supportive of technological change(a; moderate; p. 144)68.Global competition, accelerated product development by competitors, and increaseddemands by customers for better service have encouraged organizations to become more _____________.a. organicb. mechanisticc. technologically pured. task oriented(a; moderate; p. 144)69.Traditional organizational designs tend to be more mechanistic, and include_______________.a. simple and corporate structuresb. simple and business unit structuresc. functional and business unit structuresd. functional and divisional structures(d; moderate; p. 145)70.What is a strength of a simple structure?a. Employees are grouped with others who have similar tasks.b. It focuses on results.c. It is inexpensive to maintain.d. There are cost-saving advantages from specialization.(c; easy; p. 145)71.What is a weakness of a simple structure?a. Duplication of activities and resources increases costs and reduces efficiency.b. Functional specialists become insulated and have little understanding of whatother units are doing.c. Pursuit of functional goals can cause managers to lose sight of what’s best for theoverall organization.d. Reliance on one person is risky.(d; easy; p. 145)72.The strength of a _____________ structure is based on results of managers, but it hasa weakness because duplication can occur easily within the organization.a. simpleb. functionalc. divisionald. matrix(c; difficult; p. 146)73.A small business with low departmentalization, wide spans of control, centralizedauthority, and limited formalization can be said to possess a ________________structure.a. simpleb. functionalc. divisionald. matrix(a; easy; p. 145)74.An online wine retailer that sells and ships hundreds of wines to customers all overthe world with a payroll of six employees, most likely has what kind of organizational structure?a. bureaucraticb. simplec. functionald. divisional(b; difficult; p. 145; AACSB: Globalizations)75.As the number of employees in an organization grows, structure tends to becomemore ______________.a. bureaucraticb. informalc. centralizedd. relaxed(a; easy; p. 145)76.What type of organizational structure is made up of autonomous, self-contained units?a. bureaucraticb. simplec. functionald. divisional(d; moderate; p. 146)77.When an organization assigns specialists to groups according to the projects they areworking on, this is called a ________________.a. divisional structureb. functional structurec. product structured. matrix structure(d; difficult; p. 146-147)78.A matrix structure mixes characteristics of functional departmentalization and_______________.a. product departmentalizationb. process departmentalizationc. a dual chain of commandd. a narrow span of control(a; difficult; p. 146-147)79.A matrix structure violates a key element of organizational design called___________________.a. unity of commandb. chain of commandc. span of managementd. decentralization(a; moderate; p. 147)80.What is an advantage of a team structure?a. Employees are more involved and empowered.b. The fluid and flexible design can respond to environmental changes.c. It draws on talent wherever it is found.d. It allows for faster decision making.(a; easy; pp. 147-148)81.A _____________ design is not limited to horizontal, vertical, or external boundaryimposed by a conventional structure.a. learning organization’sb. threatened organization’sc. functionald. boundaryless organization’s(d; difficult; p. 148)82.A learning organization develops the capability to ______________.a. add new training programs even when competitors are going bankruptb. accept the conventional wisdom of the industryc. continuously learn, adapt, and changed. attract new employees who work well in teams(c; moderate; p. 148)83.Knowledge management involves encouraging the members of the organization to________________.a. improve the educational level of the average employeeb. develop new training programs to help new employees learn their jobsc. develop a corporate university like Hamburger University at McDonald’sd. systematically gather information and share it with others(d; moderate; pp. 148-149)84.All of the following are characteristic of learning organizations except_______________.a. a strong sense of communityb. a collaborative environmentc. managers who serve as facilitatorsd. fear of making mistakes(d; moderate; pp. 149-150)anizational learning can’t take place without ____________.a. motivationb. goalsc. sharing informationd. structure(c; moderate; p. 149)86.A ______________ organization is one that has developed the capacity tocontinuously learn, adapt, and change.a. virtualb. learningc. traditionald. bureaucratic(b; moderate; p. 148-149)87.The culture of an organization is analogous to the _____________ of an individual.a. skillsb. personalityc. motivationd. ability(b; easy; p. 150)88.Which of the following phrases is associated with the definition of organizationalculture?a. individual responseb. shared valuesc. diversity of thoughtd. explicit directions(b; easy; p. 150)89.Which of the following represents the most significant ways through which corporatecultures are transmitted to employees?a. rituals, myths, competitions, and languageb. symbols, rituals, language, and business systemsc. stories, rituals, symbols, and languaged. language, stories, rituals, and rewards(c; moderate; p. 150)90.The original source of an organiza tion’s culture usually ________________.a. is shared among the first workers hired into the organizationb. is formulated by the board of directors when the organization is formedc. identifies what the organization is successful doingd. reflects the vis ion or mission of the organization’s founder(d; moderate; p. 150)91.Which of the following is not considered to be a characteristic of organizationalculture?a. group emphasisb. people focusc. purchasing policiesd. conflict tolerance(c; moderate; p. 151)92.Which of the following characteristics of organizational culture is defined as thedegree to which rules, regulations, and direct supervision are used to oversee and control employee behavior.?a. means-end orientationb. controlc. group emphasisd. risk tolerance(b; easy; p. 151)93.A company whose managers focus on results, rather than how results are achieved,most likely possesses a high degree of which of the following?a. means-end orientationb. people focusc. group emphasisd. conflict tolerance(a; moderate; p. 151)94.Sony Corporation’s focus on product innovation is an example of which of thefollowing dimensions of organizational culture?a. member identityb. people focusc. risk toleranced. conflict tolerance(c; moderate; p. 151)95.Which of the following most accurately reflects the difference between strongcultures and weak cultures?a. Strong cultures tend to encourage employee innovation, while weak cultures donot.b. Weak cultures are found in most organizations, whereas strong cultures arerelatively rare.c. Strong cultures have less of an influence on employee behavior than do weakcultures.d. Company values are more deeply held and widely shared in strong cultures thanin weak cultures.(d; moderate; p. 151)SCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question. Eric the Redd (Scenario)Eric Redd graduated from college and was hired by a corporation that manufactured parts for the automotive industry. The employees on the assembly line seemed bored, and their motivation was low. Eric’s employer decided to try to reorganize to increase productivity. During his career, Eric will see his job change from an engineer to a more complex job assignment.96.The jobs of assembly-line employees are to be changed to allow more tasks to bedone by individual workers. This is a reduction in ______________.a. work specializationb. departmentalizationc. chain of commandd. centralization(a; difficult; p. 132-133)97.Eric majored in engineering and really enjoyed the work assignment. Thereorganization changed some of his work assignments to include working on a team with production workers and marketing specialists designing the newest products the company will offer. This could be described as a(n) ________________.a. alternative work assignmentb. career degrading assignmentc. centralized work assignmentd. team assignment(d; moderate; pp. 147-148)98.Eric is offered a chance to help direct the efforts of some employees assigned to hiswork group. This is a chance of Eric to experience _______________.a. functional structureb. divisional structurec. responsibilityd. authority(d; moderate; pp. 134-135)99.Eric sees this new assignment as an increase in _______________, or an obligation orexpectation for him to perform at a new level.a. functional structureb. divisional structurec. responsibilityd. authority(c; moderate; p. 135)General Hospital (Scenario)Michelle is a registered nurse in charge of a new unit at her hospital. She would like to have a more laidback approach in dealing with her new staff, but the hospital demands that there be strict hierarchical levels and that all decisions must be signed off by Michelle. Sometimes this drives Michelle nuts—the constant filling out of forms, and so forth. She also feels that the numerous levels of hierarchy are unnecessary and place barriers between herself and her staff. She isn’t sure why things have to be so ―organized‖ and is thinking about speaking with her boss to attempt chang ing her unit to have more flexibility and fewer rules.100.Michelle is very concerned about the formal framework by which job tasks within her nursing unit are divided, grouped, and coordinated. This framework is known as the unit’s ______________.a. formal organizational chartb. organizational structurec. staffd. span of control(b; moderate; p. 132)101.Michelle has noticed that everyone is very concerned about the line of authority within the organization. The line of authority within the organization is also called a(n) ______________.a. responsibilityb. chain of commandc. span of controld. organizational strategy(b; easy; p. 134)102.Michelle is required to sign off on all decisions, suggesting the hospital has what kind of decision-making authority?a. centralizedb. formalc. autocraticd. strict(a; moderate; p. 139)103.Michelle’s unit specializes in cardiology cases. Dividing work units up in such a manner is most representative of _____________ departmentalization.a. functionalb. productc. processd. customer(d; moderate; p. 141)Crazy Powermakers, Inc. (Scenario)Crazy Powermakers, Inc., was a unique company in that its philosophy was to prevent any one person from having too much power in the company. Therefore, any power found to exist in the company was distributed to someone who did not have any power yet. As a result, Tamera was the person employees went to when disciplinary action had to be taken; Kayse was the supervisor that the employees went to for general decisions that needed to be made; Clay was the person employees went to when they were to receive special recognition; Juan was the person employees went to when knowledge of a topic was needed; and Franklin was the person employees went to when they needed resources or sought his charisma.104.Tamera held ___________ power.a.legitimateb.coercivec.rewardd.expert(b; easy; p. 139)105.Kayse held ______________ power.a.rewardb.expertc.legitimated.coercive(c; easy; p. 139)106.Clay held ___________ power.a.rewardb.legitimatec.coercived.referent(a; easy; p. 504)107.Juan held ______________ power.a.legitimateb.rewardc.referentd.expert(d; easy; p. 139)108.Franklin held _______________ power.a.legitimateb.referentc.rewardd.expert(b; easy; p. 139)You Can Take That to the Bank (Scenario)Changes in banking regulations, a series of loan defaults by dotcom customers and a decline in the California real estate market have forced Western Bank, a large regional West Coast bank, to downsize in an effort to improve profitability and bolster its sagging stock price. Susan Q., a regional branch supervisor for the Sacramento district, has been tasked with preparing a management report concerning how these cuts are affecting bank operations and customer service. Susan believes that the most important problem that has emerged concerns span of control and decision-making authority within the bank. In the past, bank policy was that no manager should supervise more than six subordinates and only managers could make decisions for their individual units. However, with many of the cuts coming in middle management, upper management has increased its span of control while still insisting on managerial-only decision making at the unit level. The result is that upper managers spend all of their time putting out fires and subordinates feel they are getting answers too slowly. As a result, lower level employees are requesting greater authority to make decisions on their own. However, they are not as experienced at making decisions as upper-level managers. Susan Q believes that structural changes must be made that reflect Western Bank’s new situation.109.Based upon the preceding description of Western Bank’s situation, which aspect of the current situation is inconsistent with Western Bank’s decision to maintain a centralized form of decision making?a. Lower-level managers want a voice in decisions.b. Lower-level managers are not as experienced at making decisions as upper-levelmanagers.c. The company is large.d. The organization is facing a crisis.(a; moderate; p. 139)110.Susan believes that Western Bank should be more highly adaptive and flexible.She would like Western Bank to possess more of a(n) ___________ structure?a. organicb. mechanisticc. formalizedd. technological(a; easy; pp. 142-143)。