Prepared by TA Pham Le Bao Tran

1. Organization structure has six key elements. Which of the following is not one of these
elements?
A. centralization
B. departmentalizaton
C. work specialization
D. formalization
E. location of authority
2. A task that is subdivided into many separate jobs is considered to have _____.
A. a high degree of departmentalization
B. a low degree of decentrakization
C. a high degree of work specialization
D. a low degree of structure
E. a high degree of matrix structuring
3. Which of the following is not a benefit achieved from work specialization?
A. decreased time in changing tasks
B. decreased training cost
C. increased investment in machinery
D. increased efficiency and productivity
E. decreased time in putting away tools
4. Stalsberry Company has employees in personnel, sales, and accounting. This divison of
an organization into groups according to work functions is an example of _____, the
second element of structural organization.
A. social clustering
B. bureaucracy
C. specialization
D. centralization
E. departmentalization
5. Which one of the following is not one of the primary ways to group jobs?
A. skill
B. customer
C. function
D. product
E. service
6. AgriProducers has customers all over the United States that need their soil tested in
their labs as well as their products for their crops. The crops and soil are different in the
various large areas of the nation, such as thw West Coast, and the Mid-West. Which
type of departmentalization would be best for AgriProducers?
A. functional
B. process
C. product
D. geographic
E. temporal
7. Proctor & Gamble departmentalizes bt Tide, Pampers, Charmin, and Pringles. This is
an example of departmentalization by _____.
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A. function
B. process
C. geography
D. product
E. interest
8. The unbroken line of authority that extends from the top of the organization to the
lowest echelon and clarifies who reports to whom is termed _____.
A. chain of command
B. authority
C. span of control
D. unity of command
E. web of authority
9. The _____ principle helps preserve the concept of an unbroken line of authority.
A. span of control
B. chain of command
C. cross-functionality
D. centralization
E. unity-of-command
10. The unity-of-command principle states which of the following?
A. Managers should limit their oversight to a maximum of 12 employees.
B. Managers should oversee 1-4 employees on average.
C. An individual should be directly responsible to only one supervisor.
D. Managers should provide directiob to their employees in a unified fashion.
E. Employees should report directly to two supervisors to maintain task balance.
11. The _____ refers to the number of subordinates that a manager directs.
A. span of control
B. unity of command
C. chain of command
D. decentralization
E. leadership web
12. Maya’s company needs to dramatically cut costs. Which of the following structural
decisions will help her immediately reduce costs?
A. doubling the span of control
B. decreasing the unity of command
C. increasing the chain of command
D. decentralizing management decisions
E. formalizing work processes
13. Which of the following is a drawback of a narrow span of control? It _____.
A. reduces effectiveness
B. is more efficient
C. encourages overly tight supervision amd discourages employee autonomy
D. empowers employees
E. increases participatory decision-making
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14. _____ are consistent with recent efforts by companies to reduce costs, cut overhead,
speed up decision making, increase flexibility, get closer to customers, and empower
employees.
A. Wider spans of control
B. Narrower spans of contrl
C. Matrix structures
D. Simple structures
E. None of the above
15. Which one of the following dichotomies of organizational structures specifically
defines where decisions are made?
A. complexity/simplicity
B. formalization/informalization
C. centralization/decentralization
D. specialization/enlargement
E. affectivity/reflexivity
16. In an organization that has high centralization, _____.
A. the corporate headquarters is located centrally to branch offices
B. all top level officials are located within the same geographic area
C. action can be taken more quickly to solve problems
D. new employees have a great deal of legitimate authority
E. top managers make all the decisions and lower level management merely carry out
directions
17. The more that lower-level personnel provide input or are actually given the discretion
to make decisions, the more _____ there is within an organization.
A. centralization
B. disempowerment
C. work specialization
D. departmentalization
E. decentralization
18. If a job is highly formalized, it would not include which of the following?
A. clearly defined procedures on work processes
B. explicit job description
C. high employee job discretion
D. a large number of organizational rules
E. a consistent and uniform output
19. Employee discretion is inversely related to _____.
A. complexity
B. standardization
C. specialization
D. departmentalization
E. empowerment
20. _____ is characterized by a low degree of departmentalization, wide spans of controls,
authority centralized in a single person, and little formalization.
A. Bureaucracy
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B. Matrix organization
C. Simple structure
D. Team structure
E. Centralized structure
21. Kyle runs a dog boarding keenel. He has seven employees that all report directly to him
and he makes all the decisions regarding the dogs, accounting, and technology. Which
type of organizational structure does Kyle’s kennel have?
A. bureaucracy
B. virtual structure
C. matrix structure
D. complex structure
E. simple structure
22. The simple structure is most widely practiced in small businesses in which _____.
A. the owner also manages the company
B. management is limited to one individual
C. managers have a high degree of influence with the company’s owner
D. managers are hired directly by the company’s owner
E. training budgets are limited
23. A bureaucracy is characterized by all of the following except _____.
A. highly routine operating tasks
B. formalized rules and regulations
C. tasks that are grouped into functional departments
D. decentralized decision making
E. specialization
24. The key underlying concept of all bureaucracies is _____.
A. efficiency
B. standardization
C. centralization
D. span of control
E. specialization
25. Which of the following is not a strength of bureaucracies?
A. ability to perform standardized tasks and efficiently
B. functional departments resulting in economies of scale
C. high concern with rules and regulations
D. minimum duplication of personnel and equipment
E. unified jargon or “language” among employees
26. The structure that creates dual lines of authority is the _____.
A. organizational structure
B. bureaucracy
C. matrix structure
D. virtual organization
E. simple structure
27. Which one of the following problens is most likely to occur in a matrix structure?
A. decreased response to environmental change
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B. decreased employee motivation

C. loss of economies of scale
D. increases in groupthink
E. employees receiving conflicting directives
28. The virtual organization is also called the _____ or _____ organization.
A. network; modular
B. team; social
C. pyramid; multi-level
D. boundaryless; global
E. simple; unitary
29. The major advantage of the virtual organization is its _____.
A. control
B. predictability
C. flexibility
D. empowerment
E. complexity
30. The _____ is a structure characterized by extensive departmentalization, high
formalization, a limited information network, and centralization.
A. mechanistic model
B. organic model
C. traditional model
D. bureaucracy organization
E. simple structure
31. If there is low formalization, a comprehensive information network, and high
participation in decision making, one would expect a(n) _____ structure.
A. simple
B. mechanistic
C. organic
D. stable
E. matrix
32. All of the following are characteristics of the organic model except _____.
A. cross-functional teams
B. narrow spans of control
C. cross-hierarchical teams
D. employee discretion
E. flatness
33. Which of the following is not a determinant of an organization’s structure?
A. strategy
B. organization size
C. diversity
D. technology
E. environment
Prepared by TA Pham Le Bao Tran

34. Organization following a(n) _____ strategy try to both minimize risk and maximize
opportunity for profit, moving into new products or new markets only after innovators
have proven their viability.
A. innovation
B. cost-cutting
C. imitation
D. technology
E. mechanistic
35. An organization’s _____ refers to the way in which it transfers its inputs into outputs.
A. strategy
B. profits
C. imitation
D. technology
E. environment
36. A strategy that emphasizes the introduction of major new products and services is a(n)
_____ strategy.
A. innovation
B. enhancement
C. progressive
D. organic
E. matrix
37. A company oriented around cost minimization is best served by which type of
structure?
A. virtual
B. combination
C. mechanistic
D. organic
E. targeted
38. What are the key dimensions to any organization’s environment?
A. stable, abundant, and simple
B. complexity, volatility, and capacity
C. complex, scarce, and dynamic
D. innovative, cost-cutting, and imitation
E. specialization, departmentalization, centralization
39. The _____ of an environment refers to the degree to which it can support growth.
A. capacity
B. qualifications
C. potential
D. capa
E. permeability
40. Volatility refers to the degree of _____ within an environment.
A. support
B. instability
C. flexibility
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D. resources
E. pressures
41. The _____ of an environment refers to the degree of heteroheneity and concentration
among environmental elements.
A. density
B. simplicity
C. complexity
D. intricacy
E. permeability
42. Evidence indicates that _____ is positively related to job satisfaction.
A. span of control
B. high specialization
C. decentralization
D. complexity
E. centralization