Designing Organizational Structures

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Questions Bank

Introduction to the Field of Organizational Behaviour
Individual Behaviour
Perceiving Ourselves and Others in Organizations
Workplace Emotions
Foundations of Employee Motivation
Applied Performance Practices
Decision Making and Creativity
Team Dynamics
Communicating in Organizations
Power and Influence in the Workplace
Conflict and Negotiation in the Workplace
Leadership in Organizational Settings
Designing Organizational Structures
Organizational Culture
Organizational Change

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Question 1

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Organizational structures are tools for change.

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Question 2

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The two fundamental requirements of all organizational structures are divisionalization and decentralization.

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Question 3

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Division of labour leads to increased job specialization.

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Question 4

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True/False

When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert.

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Question 5

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Informal communication is a coordination mechanism only in small and a few medium-sized organizations.

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Question 6

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Large organizations can encourage coordination through informal communication by assigning liaison roles to employees.

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Question 7

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Organizing employees from several departments into temporary teams encourages informal communication as a coordinating mechanism.

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Question 8

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Informal communication as a coordinating mechanism is ineffective in nonroutine situations.

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Question 9

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Integrator roles increase informal communication as a coordinating mechanism

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Question 10

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Formal hierarchy is the least time-consuming coordinating mechanism where employees work in nonroutine and ambiguous situations.

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Question 11

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The formal hierarchy can be used to coordinate the work of front-line workers and executives through the division of organizational activities.

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Question 12

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One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.

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Question 13

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Job descriptions and training are examples of coordination through standardization.

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Question 14

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Job descriptions, goal setting, and training are applications of coordination through standardization.

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Question 15

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Standardizing processes is less effective in nonroutine and complex work.

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Question 16

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When work activities are too complex to standardize through extensive training for employees, companies need to coordinate work effort through precise job descriptions.

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Question 17

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Training is a form of standardization through skills

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Question 18

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Henri Fayol set the maximum span of control at 20 people, but this number may be higher where work activities are routine and standardized.

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Question 19

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A narrower span of control is necessary when employees perform novel or complex tasks.

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Question 20

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Generally, a narrow span of control is necessary where employees perform highly interdependent work with others.

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