Chapter 10: OrganizingRevision exercises….Kamal AL MASRI

By Kamal ALMASRI 2

True or false questions (1/5) ( ) Highly formalized jobs offer little discretion over what is to be done.

( ) High formalization means fewer constraints on how employees do their work.

( ) Overspecialization can result in human diseconomies such as boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.

( ) Unity of Command refers to the concept that a person should have one boss and should report only to that person.

( ) Authority refers to the rights inherent in a managerial position to tell people what to do and to expect them to do it.

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True or false questions (2/5) ( ) Centralization is the degree to which decision

making is concentrated at upper levels in the organization.

() Decentralization means that top managers make all the decisions and lower-level employees simply carry out those orders.

() Span of Control refers to the number of employees who can be effectively and efficiently supervised by a manager.

() Employee empowerment means increasing the decision-making authority (power) of employees.

( ) Employee Empowerment is common in centralized organizations.

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True or false questions (3/5) ( ) When environment is stable organization should be

more centralized. ( ) Centralization is suitable when lower-level

managers are not as capable or experienced at making decisions as upper-level managers.

( ) Centralization is suitable when decisions are relatively minor.

( ) Centralization is suitable when organization is facing a crisis or the risk of company failure.

( ) Mechanistic organizational structures tend to be most effective in stable and simple environments.

( ) The flexibility of organic organizational structures is better suited for dynamic and complex environments.

( ) Centralization is suitable when company is large.

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( ) Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.

( ) Centralization is suitable when effective implementation of company strategies depends on managers retaining say over what happens.

( ) As an organization grows larger, its structure tends to change from organic to mechanistic.

() As an organization grows larger, its structure tends to change from mechanistic to organic.

( ) Mechanistic structure of organizations means increased specialization, departmentalization, centralization, and rules/regulations.

( ) Highly formalized jobs offer little discretion over what is to be done.

True or false questions (4/5)

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( ) Departmentalization by product line allows specialization in particular products and services.

( ) Departmentalization by product line allows specialization in particular products and services.

( ) Departmentalization by product line enhances the view of organizational goals.

( ) Departmentalization by region allows to handle specific regional issues.

( ) Departmentalization by region may make employees feel isolated from other organizational areas.

( ) Standardization of tasks can dramatically affect the span of management.

( ) We can say that there is a strong relationship between centralization and formalization.

( ) Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.

True or false questions (4/5)

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Functional.Product.Geographical.All of the above.

The following are types of departmentalization:

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Grouping jobs by functions performed.Grouping jobs by product line.Grouping jobs on the basis of territory or geography.All of the above.

Functional departmentalization means:

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High specialization and rigid departmentalization

Clear chain of command and narrow spans of control

Centralization and high formalization

All of the above

Mechanistic Structures are characterized by :

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Decentralization and free flow of information Clear chain of commandNarrow spans of controlCentralizationHigh formalization

Mechanistic Structures are characterized by the following except :

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Skills and abilities of the managerSimilarity and Complexity of tasksPhysical proximity of subordinatesStandardization of tasksStrength of the organization’s culture

All of the above.

Can affect the span of management:

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Work specializationDepartmentalizationChain of commandSpan of controlCentralization and decentralization

FormalizationAll of the above

Is/are element/s of the process of organizational design:

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Product departmentalizationProduct departmentalizationGeographical departmentalizationCustomer departmentalizationProcess departmentalizationAll of the above

Is/are type/s of departmentalization:

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Contrast Mechanistic and Organic Structures.

Discuss the factors that affect the span of management.

Contrast centralization and decentralization.

Short questions: