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Homework answers / question archive / Quiz 6 1
Quiz 6
1.As task uncertainty and interdependence increase, ________ are a more effective coordination mechanism than ________.
2. When a firm decides to outsource its manufacturing operations, a ________ allows it to maintain close contact with the firms to which it is outsourcing the work.
3. Ken Langley is a production supervisor in an automobile manufacturing firm. After evaluating Ken's managerial capabilities, some members of the senior management feel that average productivity would improve if more workers are assigned to him. However, some managers are skeptical about Ken's ability to handle more workers. Which of the following statements, if true, would support the argument favoring increased span of control?
4. A ________ is one that has multiple layers with significant vertical differentiation.
5. The ________ specifies the number of employees reporting to a given supervisor.
6. In which of the following ways are product and customer structures similar?
7. "White water" environments are ________.
8. A ________ consists of two organizational structures superimposed on each other. As a consequence, one person essentially reports to two bosses.
9. Which of the following is true about a divisional structure?
11. Because many organizational environments have become more dynamic, managers often respond by trying to "flatten" their organizational structures, often removing whole levels of hierarchy and people in the process. This process is often referred to as ________.
12. A manager in the promotion department of a record company would find it most difficult to use ________ for coordination and integration to implement concert cancellations due to weather, travel problems for the band, or any number of other unpredictable factors.
13. What is meant by the term unity of command?
14. A bank organizes itself around the basic services it provides: personal banking, corporate and business banking, and rural banking. Each service group has its own finance, marketing, operations, and human resource management departments. The bank is using a ________.
15. Japanese multinational firms tend to operate as ________, announcing decisions from home offices to subsidiaries. European multinational operations tend to operate as ________, pushing decision-making authority to the lowest possible level.
16. A company is likely to use a "local approach" to doing business abroad if the benefits from location-specific differentiation and adaptation are significant and economies of scale are small.
17. Environmental dynamism is the breadth and depth of differences and similarities in an organization's external environment.
18. In a low-networked structure, the quantity and magnitude of externally networked activities are limited.
19. Organizational structuring is the process of assessing the organization's strategy and environmental demands and then determining the appropriate organizational design.
20. A major principle in the relationship between organizational strategy and structure is that the structure should complement and leverage the strategy.
21. A product structure reduces the duplication of the firm's functional resources.
22. Companies in relatively stable and static environments can use rules effectively to achieve integration.
23.In conditions of high task uncertainty and interdependence, values are a better integrating mechanism than goals.
24. Multinational firms rarely employ a regional structure.
25. In a functional structure, the firm is organized around specific products (or services) or related sets of products (or services).
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