Designing and Changing Organization Theory, 6th Edition Jones... Chapter 4: Fundamental Challenges in Organizational Design 1. Differentiation involves the establishment and control of departments - [PDF document] (2023)

Chapter 4: Fundamental challenges in organizational design

1. Differentiation involves establishing and controlling the division of labor.

Answer: True False Diff: 2 Type: TF Number of Pages: 114

2. BAR a Grille is a good example of the challenges of diversity.

Answer: True False Diff: 2 Type: TF Number of Pages: 114

3. In a simple organization, differentiation is low because the division of labor is low.

Answer: True False Diff: 1 Type: TF Number of Pages: 112

4. In a complex organization, both division of labor and differentiation are high.

Answer: True False Diff: 1 Type: TF Number of Pages: 112

5. Sub-unit orientation is the tendency to view one's role in the organization solely from one's own perspective

own department or department.

Answer: True False Diff: 1 Type: TF Number of Pages: 121

6. To avoid sub-unit orientation, management should have clear job descriptions.

Answer: True False Diff: 2 Type: TF Number of Pages: 121

7. Integration is the way in which a company allocates people and resources to organizational tasks.

Answer: True False Diff: 2 Type: TF Number of Pages: 121

8. If an organization has a high level of integration, it should have a low level of diversity.

Answer: True False Diff: 2 Type: TF Number of Pages: 121

9. The simplest integration mechanism is simply direct contact between people in different sub-units.

Answer: True False Diff: 2 Type: TF Number of Pages: 122

10. The main difference between a task force and a team is that a task force is temporary.

Answer: True False Diff: 2 Type: TF Number of Pages: 123

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11. An organization that diversifies too much incurs higher time costs

to coordinate activities.

Answer: True False Diff: 2 Type: TF Number of Pages: 125

12. An organization that integrates too much has a higher cost in terms of time

coordinate activities.

Answer: True False Diff: 2 Type: TF Number of Pages: 125

13. Formalization is more appropriate in an environment that requires a high degree of mutual adaptation.

Answer: True False Diff: 2 Type: TF Number of Pages: 128

14. External rules often become internalized norms.

Answer: True False Diff: 2 Type: TF Number of Pages: 129

15. Mechanistic structures are usually highly formalized.

Answer: True False Diff: 2 Type: TF Number of Pages: 132

16. The organization is very aware of its status in the mechanistic structure.

Answer: True False Diff: 2 Type: TF Number of Pages: 132

17. Employees are encouraged to use their own judgment when making decisions within the mechanistic framework.

Answer: True False Diff: 2 Type: TF Number of Pages: 132

18. Organic structures promote flexibility.

Answer: True False Diff: 2 Type: TF Number of Pages: 132

19. Lawrence and Lorsch studied three industries: plastics, food processing, and automotive

Production.

Answer: True False Diff: 2 Type: TF Number of Pages: 134

20. Lawrence and Lorsch discovered that organizational subunits respond to parts of the environment.

Answer: True False Diff: 2 Type: TF Number of Pages: 134

21. Research by Burns and Stalker supports the thesis that top managers find themselves in a rapidly changing environment

They should make all the important decisions because they have experience and knowledge.

Answer: True False Diff: 1 Type: TF Number of Pages: 137

22. McDonald's has made its organizational structure more organic.

Answer: True False Diff: 1 Type: TF Number of Pages: 140

23. McDonald's solved most of its organizational problems by becoming more organic.

Answer: True False Diff: 2 Type: TF Number of Pages: 140

24. ________ is the process by which an organization allocates people and resources to organizational tasks and

establishes relationships between tasks and authorities in order to achieve goals.

Structure

B. Management

C. Differentiation

Mister strategy

Answer: C Diff: 1 Type: MC Number of Pages: 114

25. At the B.A.R and Grille, Bob and Amanda took turns cooking and tending the tables. This guy

The organization is ________ .

Complex

B. simple

C. Specialist

D. coordinated

Answer: B Diff: 1 Type: MC Number of Pages: 114

26. As B.A.R. and the Grille Restaurant grew, Bob and Amanda didn't:

A. Allocate resources to tasks.

B. complete all tasks independently.

C. increase the division of labour.

D. Assign tasks to people.

Answer: B Diff: 2 Type: MC Number of Pages: 114

27. In a simple organization, differentiation and division of labor are ________.

A. low/high

B. low/low

C. high/high

D high/low

Answer: B Diff: 2 Type: MC Number of Pages: 114

28. In a complex organization, differentiation is ________ and division of labor is ________.

A. low/high

B. low/low

C. high/low

D. high/high

Answer: D Diff: 2 Type: MC Number of Pages: 114

29. ________ are job-related behaviors required for a position in the organization.

A. Standards

B. Control

C. Organizational Roles

Rules

Answer: C Diff: 2 Type: MC Number of Pages: 116

30. ________ is the power to hold people accountable for their actions and to make decisions about their use

Resources.

steering

B. Power

C. Differentiation

D. Function

Answer: B Diff: 1 Type: MC Number of Pages: 117

31. ________ is a sub-unit consisting of a group of people working together who have a similar skill or application

They have the same knowledge, tools, or techniques to do their jobs.

Rolle

B. function

C. Hierarchies

D. norma

Answer: B Diff: 1 Type: MC Number of Pages: 117

32. The two main sub-units developing in the organization are:

A. Functions and Departments.

B. Marketing and Research and Development.

C. Organizational Roles and Functions.

D. horizontal and vertical differentiation.

Answer: A Diff: 2 Type: MC Number of Pages: 117

33. Which of the following functions helps the organization to control its relationship with its environment and environment?

Stakeholder?

Production

B. Support

C. Management

D. Adaptive

Answer: B Diff: 2 Type: MC Number of Pages: 118

34. Personnel is the function of ________.

Help

B. Conductive

C. Production

D. Maintenance

Answer: D Diff: 3 Type: MC Number of Pages: 118

35. Which of the following is an adaptive function?

A. Public Relations

B. Sales

C. Engineering

D. Long-term planning

Answer: D Diff: 3 Type: MC Number of Pages: 118

36. Which of the following features is not a maintenance feature?

A. Market Research

B. Cleaning

C. Engineering

D. Personal

Answer: A Diff: 3 Type: MC Number of Pages: 118

37. Which of the following functions controls the conversion process?

Production

B. Maintenance

C. Management

Support

Answer: A Diff: 2 Type: MC Number of Pages: 118

38. A subset of people who have similar skills or use the same techniques in their work is

is referred to as(n)________ subunit.

Work

B. Abteilung

C. Department

D. Task

Answer: A Diff: 1 Type: MC Number of Pages: 117

39. An organizational chart is a drawing that primarily shows ________.

A. Socialization

B. Differentiation

C. Integration

D. Standardization

Answer: B Diff: 2 Type: MC Number of Pages: 115

40. ________ is a classification of persons by authority and rank.

Hold

B. norma

C. Hierarchies

D. Rola

Answer: C Diff: 2 Type: MC Number of Pages: 119

41. Determining the number of levels in the hierarchy is part of ________.

A. Mutual Matching

B. horizontal differentiation

C. Vertical Differentiation

D. Standardization

Answer: C Diff: 2 Type: MC Number of Pages: 119

42. What does not belong to horizontal differentiation?

A. Specialization

B. Division of labor

C. Increased productivity

D. Centralization

Answer: D Diff: 2 Type: MC Pages: 120

43. Grouping tasks into roles is part of ________.

A. Integration

B. Formalization

C. horizontal differentiation

D. vertical differentiation

Answer: C Diff: 2 Type: MC Number of Pages: 120

44. ________ causes functions or departments to develop orientations for sub-units.

A. Horizontal Differentiation

B. Integration

C. Vertical Differentiation

D. force

Answer: A Diff: 2 Type: MC Number of Pages: 120

45. At the BAR & Grille, Bob and Amanda noticed conflicts between the cooks and waiters.

Both

side

War

Act like they matter most to the restaurant's success. The chefs noted: “Without us

"We didn't want customers," while waiters cited excellent service as a reason for their success.

Example __________.

A. Alignment of the subunits

B. to integrate complex mechanisms

C. minus the vertical differentiation

D. Integration for simple mechanisms

Answer: A Diff: 2 Type: MC Number of Pages: 121

46. ​​The alignment of the subunits results from differences in:

A. Personalities of the leaders of the organization.

B. official purposes.

C. Perspectives on timeframes and goals between departments.

D. External environments between departments.

Answer: C Diff: 2 Type: MC Number of Pages: 121

47. Manufacturing aims to reduce costs in the short term, while research and development is about innovation.

What is long term? This is an example ________.

A. Educational Differences

B. Standardization

C. Alignment of subunit

D. Integration

Answer: C Diff: 2 Type: MC Number of Pages: 121

48. Which of the following is the simplest integration mechanism?

A. Task Force

B. The role of the connection

C. Direct contact

D. The hierarchy of power

Answer: D Diff: 2 Type: MC Number of Pages: 118

49. Which of the following integrative mechanisms are listed in order from simplest to most complex?

A. Liaison roles, integrative roles, teams, task forces

B. Direct contact, liaison roles, task forces, teams

C. Liaison Roles, Integrative Roles, Task Forces, Teams

D. Liaison roles, direct contact, teams, integrative roles

Answer: B Diff: 2 Type: MC Number of Pages: 121

50. The seller refers to the sales manager of the computer company. This integration mechanism is ________.

A. Task Force

B. magthierarki

hold C

D. A connection role

Answer: B Diff: 2 Type: MC Number of Pages: 122

51. A committee is formed to find new ways of recycling cans at a container company. This integrative mechanism

Called ________.

A. direct contact

B. magthierarki

C. integrative Rolle

D. Task Force

Answer: D Diff: 2 Type: MC Number of Pages: 122

52. The waiter makes an appointment with the chef to discuss why the meal is taking so long to prepare. The

The integration mechanism is called ________.

A. magthierarki

B. direct contact

C. integrative Rolle

D. Task Force

Answer: B Diff: 1 Type: MC Number of Pages: 122

53. The waiter arranges to meet his boss to see if he can meet the chef and find out why the food is durable

Cooking takes so long. This integration mechanism is called ________.

A. A connection role

B. magthierarki

C. Task Force

D. direct contact

Answer: A Diff: 2 Type: MC Number of Pages: 122

54. There are so many conflicts between chefs and waiters in a restaurant that they assign a manager to serve

Communication between the two functions. Created __________.

A. Task Force

B. integrative Rolle

C. direct contact

D. Level i Hierarchy

Answer: B Diff: 2 Type: MC Number of Pages: 122

55. A manager is responsible for coordinating the diaper and baby soap departments to improve marketing

classes. Which of the following integration mechanisms is used in this example?

A. The role of the connection

B. Direct contact

C. Integrative Rolle

D. The hierarchy of power

Answer: C Diff: 2 Type: MC Number of Pages: 122

56. Face-to-face contact is an inclusive mechanism that:

A. Authorizes a feature manager to tell another feature manager how to resolve the issue.

B. involves a face-to-face meeting between the Vice President and the two functional managers to resolve their issue.

C. is more complex than an integrative role.

At D., two function managers meet to solve a common problem.

Answer: D Diff: 2 Type: MC Number of Pages: 122

57. The relationship between teams and task forces as integrative mechanisms is as follows:

A. Task Forces span multiple departments, while Teams span only a few departments.

B. Task forces are formally set up and teams are formed.

C. Task teams are used to solve routine problems and teams are formed to solve specific problems.

D. Teams are permanent task forces.

Answer: D Diff: 2 Type: MC Number of Pages: 123

58. One of the important differences between the integrative role and the liaison role is:

A. The liaison role is a formal position in one of the departments and the integrative role is informal.

B. an integrative role is a formal position in one of the departments and the liaison role is informal.

C. The integrative role is outside of the coordinated departments.

D. The role of the connector is a more complex integration mechanism.

Answer: C Diff: 3 Type: MC Number of Pages: 125

59. Which of the following integrative mechanisms is/are independent of the existence of subunits or branches?

integrated?

A. Connection roles

B. Role integration

C. Task Forces

D. Hold

Answer: B Diff: 3 Type: MC Number of Pages: 125

60. An important consequence of high diversity in an organization is that:

A. Controlling the environment will be difficult.

B. The power hierarchy will be the most important integration mechanism.

C. Coordination between departments will be difficult.

D. The organization becomes more organic.

Answer: C Diff: 3 Type: MC Number of Pages: 125

61. ________ is the process of coordinating different tasks, functions, and departments to work and not work together

conflicting goals.

A. Integration

B. Organizational behavior

C. Oversight

D. Alignment of subunits

Answer: A Diff: 1 Type: MC Number of Pages: 125

62. Which of the following integration mechanisms is most appropriate for a low-level organization?

Differentiation?

Hold

B. Role integration

C. Direct contact

D. Task Forces

Answer: C Diff: 2 Type: MC Number of Pages: 122

63. A large computer manufacturer produces complex products such as notebooks and multimedia

Software. This company uses direct contact and a hierarchy of power to coordinate and control activities.

What design challenge does this organization face?

A. Balance between centralization and decentralization

B. Balance between standardization and mutual adaptation

C. Balance between differentiation and integration

D. Coordination of informal and formal organizations

Answer: C Diff: 3 Type: MC Number of Pages: 125

64. Company XYZ loses many new opportunities because employees do not take responsibility and risks.

What is the biggest design challenge for this organization?

A. Balance between centralization and decentralization

B. Determination of horizontal and vertical levels of differentiation

C. Coordination of formal and informal organization

D. Balance between differentiation and integration

Answer: A Diff: 3 Type: MC Number of Pages: 125

65. ________ means that the authority to make important decisions rests with the leaders at the top

Hierarchy.

A. Centralization

B. Decentralization

C. Integration

D. Koordination

Answer: A Diff: 1 Type: MC Number of Pages: 126

66. ________ enables top managers to align the organization with organizational goals.

A. Horizontal Differentiation

B. Decentralization

C. Mutual Matching

D. Centralization

Answer: D Diff: 2 Type: MC Number of Pages: 126

67. ________ means the authority to make important decisions about organizational and new resources

Projects are delegated to managers at all levels of the hierarchy.

standardization

B. Decentralization

C. Centralization

D. Direct Contact

Answer: B Diff: 1 Type: MC Number of Pages: 126

68. The disadvantage of centralization is that:

A. It is difficult to predict employee behavior.

B. It makes coordination difficult.

C. Top managers may fail to make strategic decisions regarding future organizational activities, e.g

Decide which strategy you want to use for global expansion.

D. Top managers may not make operational decisions related to day-to-day activities such as hiring employees.

Answer: C Diff: 2 Type: MC Number of Pages: 127

69. The advantage of centralization is that:

A. Enables top management to align the organization with organizational goals.

B. promotes flexibility.

C. gives top managers time to focus on strategic decisions.

D. increases the motivation of middle managers.

Answer: A Diff: 2 Type: MC Number of Pages: 125

70. The advantage of decentralization is that:

A. Enables top management to align the organization with organizational goals.

B. simplifies the coordination process.

C. It can increase the motivation of managers.

D. Ensures predictable behavior.

Answer: C Diff: 2 Type: MC Number of Pages: 127

71. One of the disadvantages of decentralization is that:

A. The decision-making process is inflexible.

B. It can be difficult to motivate executives.

C. Coordinating activities can be difficult.

D. Top managers may fail to make strategic decisions.

Answer: C Diff: 2 Type: MC Number of Pages: 127

72. A regular customer walked into a retail store where two forms of ID were required to process a check. Because

The customer only had ID, the clerk refused to accept the check, and this action was successful

in a losing deal. What design challenge does this organization face?

A. Balance between centralization and decentralization

B. Balance between differentiation and integration

C. Coordination of informal and formal organizations

D. Balance between standardization and mutual adaptation

Answer: D Diff: 3 Type: MC Number of Pages: 128

73. IBM had coordination and communication problems due to ineffective ________.

A. Formalization

B. Differentiation

C. Standardization

D. Integration

Answer: D Diff: 3 Type: MC Number of Pages: 128

74. The opposite of standardization is ________.

A. Destandardization

B. Decentralization

C. Mutual Matching

D. Customization

Answer: C Diff: 2 Type: MC Number of Pages: 128

75. When people use their own judgment instead of relying on rules, it is called ________.

A. Decentralization

B. Authorization

C. Standardization

D. Mutual Adjustment

Answer: D Diff: 2 Type: MC Number of Pages: 128

76. ________ is compliance with specific models defined by regulations and standards that are deemed appropriate

given situation.

A. Integration

B. Management

C. Standardization

D. Differentiation

Answer: C Diff: 1 Type: MC Number of Pages: 128

77. ________ is a process where people follow their own judgment and not standard rules

solve problems, guide decision-making and promote coordination.

standardization

B. Formalization

C. Centralization

D. Mutual Matching

Answer: D Diff: 1 Type: MC Number of Pages: 128

78. Which of the following options would be the least appropriate for a company that wants flexibility?

decentralization

B. Organic structure

C. Mutual Matching

D. Standardization

Answer: D Diff: 2 Type: MC Number of Pages: 128

79. ________ is the extent to which the organization relies on policies and procedures.

formalization

B. Horizontal differentiation

C. Socialization

D. Vertical Differentiation

Answer: A Diff: 2 Type: MC Number of Pages: 128

80. ________ is the process by which members of the organization learn the norms of the organization.

A. Mutual Matching

B. Standardization

C. Socialization

D. Integration

Answer: C Diff: 2 Type: MC Number of Pages: 130

81. Task Forces and Teams may increase ________.

A. Mutual Matching

B. Standardization

C. Vertical Differentiation

D. horizontal differentiation

Answer: A Diff: 3 Type: MC Number of Pages: 129

82. Top managers in a telecommunications company have to make complex decisions, for example about participation

unstable developing countries. These managers most often rely on ________ for coordination and control

their decision to expand globally.

A. Formalization

B. Standardization

C. Hierarchies

D. Mutual Adjustment

Answer: B Diff: 2 Type: MC Number of Pages: 128

83. Standards that:

A. Formal written statements that control behavior.

B. Often founded by an informal organization.

C. Easier to change than rules.

D. Only used at lower levels of the organization.

Answer: B

Differences: 2 Type: MC Page Reference: 129

84. Mutual adjustment is:

A. The process of using the power hierarchy to integrate sub-units.

B. A process of strict adherence to written rules.

C. The process of solving the problem through judgment.

D. Effect of centralization.

Answer: C Diff: 2 Type: MC Number of Pages: 128

85. When an organization is highly formalised, it will generally:

A. Encourage innovation and flexibility.

B. Decentralize decision-making powers.

C. Centralization of decision-making powers.

D. Promote mutual adaptation.

Answer: C Diff: 2 Type: MC Number of Pages: 126

86. "Lodge" means:

A. fined for violating the norm by working too slowly.

B. punished because they violate the norm by working too fast.

C. is punished by managers for breaking the rules.

D. praised because they slow down the pace of work.

Answer: A Diff: 3 Type: MC Number of Pages: 126

87. „Stakes Busters“ sind:

A. fined for violating the norm by working too slowly.

B. being punished by managers for rule violations.

C. are penalized for breaking the norm by working too fast.

D. praised because they slow down the pace of work.

Answer: C Diff: 3 Type: MC Number of Pages: 126

88. Amazon.com provided customer support for all project opportunities except ________.

A. Centralized control

B. mutual adaptation

C. Authorization

D. Decentralized control

Answer: A Diff: 2 Type: MC Number of Pages: 130

89. The primary integration mechanism used in the mechanistic structure is ________.

A. direct contact

B. magthierarki

C. Task Forces

D. Connection Roles

Answer: B Diff: 2 Type: MC Number of Pages: 132

90. ________ Structures are designed to encourage people to behave in predictable and responsible ways.

A. Decentralized

B. Mechanistic

C. Cinema

D. Proste

Answer: B Diff: 2 Type: MC Number of Pages: 132

91. ________ Structures promote flexibility so that people can initiate changes and adapt quickly

Conditions.

A. Mechanistic

B. Cinema

C. Complex

D. Formalized

Answer: B Diff: 1 Type: MC Number of Pages: 132

92. If a company desires predictable behavior, it should approve and implement a ________ structure.

A. Decentralized/Mechanistic

B. Centralization/Mechanism

C. Centralized/Organic

D. Decentralized/Organic

Answer: B Diff: 2 Type: MC Number of Pages: 133

93. The mechanistic structure is characterized by:

A. Loosely defined rules.

B. High degree of standardization.

C. Complex integrative mechanisms.

D. Decentralization.

Answer: B Diff: 2 Type: MC Number of Pages: 132

94. Which of the following features is not a feature of a mechanistic structure?

A. The roles are clearly defined.

B. The informal organization is very aware of its status.

C. Complex integration mechanisms are used.

D. The flow of information is mainly vertical.

Answer: C Diff: 2 Type: MC Number of Pages: 132

95. The organic structure is characterized by:

A. Simple integrative mechanisms.

B. High degree of standardization.

C. Loosely defined roles.

D. Centralization.

Answer: C Diff: 2 Type: MC Number of Pages: 132

96. Which of the following structures is most appropriate for a stable organization?

Surroundings?

A. Mechanistic

B. Cinema

C. Varied

D. Systematic

Answer: A Diff: 2 Type: MC Number of Pages: 132

97. Which of the following structures is best suited for a dynamic organization?

Surroundings?

A. Varied

B. Systematic

C. Cinema

D. Mechanistic

Answer: C Diff: 2 Type: MC Number of Pages: 132

98. Status in an ecological organization is determined by:

A. organizational structure.

B. The team the person belongs to.

C. magthierarki.

D. Creative management skills.

Answer: D Diff: 2 Type: MC Number of Pages: 132

99. Which of the following properties is not a characteristic of an organic structure?

A. Coordination is achieved through standardization.

B. Both informal and formal power relations change in response to internal changes

Conditions.

C. Integration mechanisms are complex.

D. Roles are loosely defined.

Answer: A Diff: 2 Type: MC Number of Pages: 132

100. ________ states that in order to manage effectively, an organization should design its structure accordingly

Surroundings.

A. Contingency Theory

B. Organisationstheorie

C. Organizational Conduct

D. The wealth of the environment

Answer: A Diff: 2 Type: MC Number of Pages: 133

101. Trader Joe's success in the high-end supermarket can be attributed to the following:

A. A mechanistic structure that allows them to sell exclusive products at a lower price.

B. An organic structure that allows for better customer focus.

C. Integration of cost equalization mechanisms into customer service.

D. Successful deployment of the emergency structure.

Answer: B Diff: 2 Type: MC Number of Pages: 134

102. Study by Lawrence and Lorsch:

A. analyzes mechanistic and organic structures.

B. supports the resource dependency theory.

C. supports the contingency theory.

D. supports the theory of transaction costs.

Answer: C Diff: 2 Type: MC Number of Pages: 134

103. According to Lawrence and Lorsch, a mismatch between an organization and its environment leads to ________.

Fail

B. Success

C. Profit Minimization

D. Efficiency

Answer: A Diff: 2 Type: MC Number of Pages: 134

104. Which of the following discoveries did Lawrence and Lorsch make?

A. Organizations that operate in certain environments have been more efficient when they use standardization

instead of adapting to each other.

B. Efficient companies in a stable environment were less formal.

C. Organizations operating in uncertain environments have been more successful when trusted

Standardization instead of mutual adaptation.

D. All efficient companies used complex integration mechanisms.

Answer: A Diff: 2 Type: MC Number of Pages: 136

105. Centralization is most effective when an organization:

A. have complex environmental forces.

B. works in a bad environment.

C. works in a stable environment.

D. works in a dynamic environment.

Answer: C Diff: 2 Type: MC Number of Pages: 137

106. Decentralization is most effective when an organization:

A. operates in a complex environment.

B. works in a single environment.

C. works in a stable environment.

D. works in a rich environment.

Answer: A Diff: 2 Type: MC Number of Pages: 137

107. According to Burns and Stalker, an organization should ________ adapt its structure to its environment

efficiency.

A. Simplify

B. Centralize

Set C

D. decentralized

Answer: C Diff: 2 Type: MC Number of Pages: 137

108. According to Burns and Stalker, in a stable environment, an organization should:

A. adopt a mechanistic structure.

B. use complex integrative mechanisms.

C. adopt an organic structure.

D. Leverage Mutual Matching.

Answer: A Diff: 2 Type: MC Number of Pages: 137

109. McDonald's faced competition from Olive Garden and Chili's and therefore adopted a more ________ structure.

A. He was

B. Centralized

C. Standardized

D. mechanistic

Answer: A Diff: 2 Type: MC Number of Pages: 140

110. McDonald's early attempts at restructuring were disastrous in part because ________.

A. The pricing strategy was poorly planned

For example, the structure of some departments did not allow adjustment to the major changes that had occurred

C. the environment was stable and required a more mechanistic structure

D. Changes came too late

Answer: B Diff: 3 Type: MC Pages: 140

111. A small group of scientists began to look for ways to cure a certain disease. They developed a drug that was

extremely successful and had to employ 300 people to manufacture and sell the drug. The company used to be

innovative but are currently struggling to get products to market quickly. The founder wonders why big

The division of labor proved ineffective.

Answer: This division of labor led to the alignment of the sub-units. Marketing is about that

meet customers' needs. The focus of production is on cost, and the focus of research and development is on innovation.

The company probably didn't introduce more complex integration mechanisms to make things easier

Communication and coordination between departments. Initially only simple integrative mechanisms, such as e.g

B. direct contact, were necessary because the division of labor was low. However, the company does

it is growing and becoming more diverse, so it needs more complex integration mechanisms. The

The company should consider using teams to facilitate cross-functional coordination and communication.

These more complex integration mechanisms will improve efficiency. Difference: 2 Type: ES Number of pages: 121

112. A large defense company decided to open a nuclear power plant as a subsidiary. What design features

should have the structure of this plant?

Answer: The organization wants employee behavior to be predictable and should therefore use a mechanistic mechanism

Structure. Decision-making and standardization should be highly centralized

main controls. Employees must follow the rules to prevent disasters.

Employees are evaluated according to the following principles and are not given much leeway for their own judgement

in decision making. The power hierarchy will be the basic integration mechanism. There will be roles

The work processes must be clearly arranged and the workers are closely supervised. Most of the information will flow

upright. This rigid structure ensures that the correct procedures are followed to prevent accidents. Differences: 2 Type: ES Ref. Page: 131

113. How can a company structure itself to support innovative behavior?

Answer: If a company wants innovation and flexibility, it should adopt an organic structure. decision making

should be decentralized to lower managerial levels to improve customer responsiveness and speed up processing

decision-making process. Roles should be loosely defined to give employees freedom of action

Risk. Employees should be encouraged to use their own judgment in making decisions, rather than relying on them

only rules. Teams and task forces can be used for mutual adjustment. The company can

In addition, innovative norms are to be introduced in the organization, for example the allocation of employees' working hours

individual projects regardless of their formal responsibilities. Leaders need to do the same

Understand and use informal organization to promote greater flexibility. Differences: 1 Type: ES Ref. Page: 131

114. At BAR & Grille, Bob and Amanda noticed serious conflicts between cooks and cooks

Servant. Both departments seem to be making multiple mistakes and each side blames the other. they set up

Creation of an integration mechanism consisting of 'face to face' through weekly meetings. that's not the case

the work. What should Bob and Amanda try next?

Answer: Make sure the students understand that the integration mechanism has to fit the complexity

Problem. Direct contact most likely didn't work because it was too easy. Bob and Amanda

he should therefore try something more complex, such as a connection that can mediate conflict

between pages regular diff: 2 type: ES ref. page number: 122

115. At BAR & Grille, Bob and Amanda noticed serious conflicts between cooks and cooks

Servant. Both departments seem to be making multiple mistakes and each side blames the other. they set up

create an integrating mechanism consisting of a new department. This department had several teams

Members whose responsibility was to resolve conflicts before they affected the client. Do you

Do you accept this solution? Why or why not?

Answer: The integration mechanism must solve the problem but not be too complicated. In this case you need to create a file

The entire department probably wouldn't be profitable in a single restaurant operation. Make sure

Students know that cost is a factor in solving design problems. Difference: 2 Type: ES Number of pages: 122

116. Discuss the advantages and disadvantages of an organization with centralized decision-making authority.

Answer: Centralized authority allows top management to coordinate and focus the organization on its tasks

Goal. This can result in executives becoming too engrossed in day-to-day decisions and not focusing on them

long-term elements such as strategic planning. Difference: 2 Type: ES Number of pages: 126

117. Define “mutual adaptation”. Give an example of a chef in a restaurant using reciprocal matching.

Answer: Mutual adjustment is when people use their own judgment to solve problems, rather than applying rules and rules

Procedure. Depending on the customer's request, the restaurant's chef can replace the rice with baked potatoes

At the customer's request, requesting or preparing food that is not on the menu. Difference: 1 Type: SA Page Reference: 128

118. The manager of a highly mechanical nuclear power plant read about the advantages of a flexible,

organic structure. He believes this will encourage creativity and teamwork and wants to restructure. What

will you afford it?

Answer: Organic is not necessarily better than mechanistic. Students need to understand the structure

It has to fit the task, and in this case creativity would probably come at the expense of safety. AND

A nuclear power plant has to function smoothly and follow very detailed rules to be ecological

structure ineffective. One of the best answers involves a discussion of "The Theory of Contingency." Differences: 2 Type: ES Ref. Page: 131

1. SAND

2. SAND

3. SAND

4. SAND

5. SAND

6. WRONG

7. WRONG

8. WRONG

9. WRONG

10. SAND

11. SAND

12. SAND

13. SAND

14. SAND

15. SAND

16. SAND

17. WRONG

18. TRUTH

19. WRONG

20. TRUTH

21. WRONG

22. TRUTH

23. WRONG

24. Jh

25.B

26.B

27.B

28. D

29. Jh

30. B

31.B

32.A

33.B

34. D

35.D

36.A

37.A

38.A

39. B

40. Jh

41. C

42. D

43. C

44.A

45.A

46th century

47. C

48.D

49.B

50. B

51.D

52.B

53.A

54.B

55. Jh

56.D

57.D

58. C

59.B

60. Jh

61.A

62. C

63. C

64.A

65.A

66.D

67.B

68. C

69.A

70. Jh

71. C

72.D

73.D

74. C

75. D

76. C

77.D

78.D

79.A

80. Jh

81.A

82.B

83.B

84. C

85. C

86.A

87. C

88.A

89.B

90.B

91.B

92.B

93.B

94. C

95. Jh

96.A

97. C

98.D

99.A

100.A

101.B

102. C

103.A

104.A

105. C

106.A

107. C

108.A

109.A

110.B

111. This division of labor led to the alignment of subdivisions. Marketing is about satisfaction

customer needs. The focus of production is on cost, and the focus of research and development is on innovation. The company probably

have not introduced more complex integration mechanisms to facilitate communication and coordination between departments.

Initially, due to the division of labor, only simple integrative mechanisms such as direct contact were required

was low. However, as the business has grown and become more diverse, more complex integration is required

mechanisms. The company should consider using teams to facilitate cross-functional coordination

Notice. These more complex integration mechanisms will improve efficiency.

112. The organization wants employee behavior to be predictable and should therefore adopt a mechanistic structure.

Decision-making power should be highly centralized and standardization should be the primary means of control.

Employees must follow the rules to prevent disasters. The employees are evaluated as follows

rules and do not have much leeway for their own judgment in decision-making. There will be a hierarchy of power

basic integration mechanism. Roles are clearly defined and employees are closely monitored. Much

Information will flow vertically. This rigid structure ensures that the correct procedures are followed

prevent accidents.

113. If a company wants innovation and flexibility, it should adopt an organic structure. Decision making should be

decentralized to lower-level managers to improve customer responsiveness and accelerate decision-making

treat. Roles should be loosely defined to give employees the freedom to take risks. It has to be the employees

are encouraged to use their own judgment in making decisions rather than relying solely on principles. Teams and task forces can

are used to facilitate mutual matching. The company can also introduce innovative standards in the organization, such as

Allocate time for employees to work on individual projects, regardless of their formal duties. IN

In addition, managers should understand and use informal organization to encourage greater flexibility.

114. Make sure the students understand that the integration mechanism has to match the complexity of the problem. The

Direct contact most likely didn't work because it was too easy. So Bob and Amanda should try something

more complex, such as a contact person who can continuously mediate in conflicts between the parties

115. The integration mechanism must solve the problem but not be too complicated. In this case, create a whole

would probably not be profitable as part of a single restaurant operation. Make sure the students are aware of this price

is a factor in solving design problems.

116. Centralized authority enables top management to coordinate and align the organization towards its goals. So maybe

result in top managers focusing too much on day-to-day decisions instead of focusing on long-term issues such as

strategic planning.

117. Mutual adjustment is when people use their own judgment to solve problems rather than conforming to rules and procedures.

The chef in the restaurant can replace the baked potatoes with rice or prepare the meal at the customer's request

not on the menu at the request of the customer.

118. Ecological is not necessarily better than mechanistic. Students need to understand that the structure must match

task, and in this case creativity would probably come at the expense of security. The nuclear power plant has to work

seamlessly and according to very detailed rules, rendering the organic structure ineffective. The best answers include:

Discussion of the “Contingency Theory”.

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