1. Personnel is a ________ function.
a. support
b. production
c. maintenance
d. managerial
2. Which of the following is an adaptive function?
a. sales
b. public relations
c. engineering
d. long-range planning
3. Which of the following is not a maintenance function?
a. personnel
b. engineering
c. market research
d. janitorial services
4. Which of the following functions manages the conversion process?
a. support
b. production
c. maintenance
d. managerial
5. A subunit of people who possess similar skills or use the same kind of techniques to perform
their jobs are termed a ________ subunit.
a. function
b. task
c. division
d. department
6. An organizational chart is a drawing that primarily depicts ________.
a. differentiation
b. integration
c. socialization
d. standardization
7. A ________ is a classification of people according to authority and rank.
a. team
b. hierarchy
c. norm
d. role
8. Motivation problems occur in a tall hierarchy because:
a. managers have more authority at each level.
b. managers have more responsibility at each level.
c. managers have less authority at each level.
d. managers make more decisions.
9. Adding more managers to a company results in:
a. better decision making.
b. flattening of the organizational structure.
c. improved communication.
d. higher bureaucratic costs.
10. Parkinson said that the number of managers grows because:
a. more decisions can be made.
b. managers want to multiply subordinates not rivals.
c. managers want fewer subordinates.
d. efficiency can be improved.
11. Parkinson's Law states that:
a. a division of labor increases efficiency.
b. the hierarchy should be based on rational-legal authority.
c. organizations should have a maximum of 10 hierarchical levels.
d. hierarchies grow because managers make work for one another.
12. ________ states that work expands to fi ll the time available.
a. Parkinson's Law
b. The Principle of the minimum chain of command
c. Organizational theory
d. Span of control
13. ________ states that an organization should choose the minimum number of hierarchical levels
consistent with its goals and the environment in which it operates.
a. Parkinson's Law
b. The Principle of the minimum chain of command
c. Organizational theory
d. Span of control
14. Production, marketing and sales have little opportunity to specialize in the needs of a
customer group. This is a ________ problem associated with a functional structure.
a. communication
b. customer
c. location
d. strategic
15. Top managers spend so much time resolving everyday problems that they can't address
long-term company issues. This is a ________ problem associated with the functional
structure.
a. customer
b. location
c. measurement
d. strategic
16. Location problems occur in a ________ structure.
a. functional
b. geographic
c. multidivisional
d. matrix
17. ________ can sometimes overcome control problems in a functional structure, making it
unnecessary to move to a more complex structure.
a. Improving integration
b. Increasing horizontal differentiation
c. Increasing vertical differentiation
d. Diversification
18. The move to a more complex structure is based on all design choices except:
a. increasing vertical differentiation.
b. increasing horizontal differentiation.
c. increasing integration.
d. increasing formalization.
19. When a company moves from a functional structure to a divisional structure, it generally:
a. increases horizontal differentiation and reduces vertical differentiation.
b. increases vertical differentiation and decreases horizontal differentiation.
c. increases vertical differentiation and increases horizontal differentiation.
d. does not change differentiation but increases integration.
20. Which of the following is a disadvantage of the institutionalized role orientation?
a. Many members do not "fi t in."
b. Members have difficulty responding to changing conditions.
c. Managers have difficulty creating an ethical culture.
d. Members behave in unpredictable ways.
21. Which of the following allows new organizational members to try new norms and values?
a. an individualized role orientation
b. an institutionalized role orientation
c. socialization
d. a narrow stance on social responsibility
22. ________ role orientation results when individuals are taught to respond to a new context in
the same way that existing organizational members respond to it.
a. Institutional
b. Individual
c. Informal
d. Decentralized
23. ________ role orientation results when individuals are allowed and encouraged to be creative
and to experiment with changing norms and values to better achieve organizational values.
a. Cultural
b. Formal
c. Individual
d. Social
24. Which of the following socialization tactics leads to an institutionalized role orientation?
a. Informal
b. Serial
c. Disjunctive
d. Investiture
25. Which of the following socialization tactics leads to an individualized role orientation?
a. formal
b. serial
c. disjunctive
d. divestiture
Text:
Organizational Theory, Design and Change
Sixth Edition, 2010
ISBN-10: 0-13-608731-0
Gareth R. Jones
Pearson Prentice Hall
a. support
b. production
c. maintenance
d. managerial
2. Which of the following is an adaptive function?
a. sales
b. public relations
c. engineering
d. long-range planning
3. Which of the following is not a maintenance function?
a. personnel
b. engineering
c. market research
d. janitorial services
4. Which of the following functions manages the conversion process?
a. support
b. production
c. maintenance
d. managerial
5. A subunit of people who possess similar skills or use the same kind of techniques to perform
their jobs are termed a ________ subunit.
a. function
b. task
c. division
d. department
6. An organizational chart is a drawing that primarily depicts ________.
a. differentiation
b. integration
c. socialization
d. standardization
7. A ________ is a classification of people according to authority and rank.
a. team
b. hierarchy
c. norm
d. role
8. Motivation problems occur in a tall hierarchy because:
a. managers have more authority at each level.
b. managers have more responsibility at each level.
c. managers have less authority at each level.
d. managers make more decisions.
9. Adding more managers to a company results in:
a. better decision making.
b. flattening of the organizational structure.
c. improved communication.
d. higher bureaucratic costs.
10. Parkinson said that the number of managers grows because:
a. more decisions can be made.
b. managers want to multiply subordinates not rivals.
c. managers want fewer subordinates.
d. efficiency can be improved.
11. Parkinson's Law states that:
a. a division of labor increases efficiency.
b. the hierarchy should be based on rational-legal authority.
c. organizations should have a maximum of 10 hierarchical levels.
d. hierarchies grow because managers make work for one another.
12. ________ states that work expands to fi ll the time available.
a. Parkinson's Law
b. The Principle of the minimum chain of command
c. Organizational theory
d. Span of control
13. ________ states that an organization should choose the minimum number of hierarchical levels
consistent with its goals and the environment in which it operates.
a. Parkinson's Law
b. The Principle of the minimum chain of command
c. Organizational theory
d. Span of control
14. Production, marketing and sales have little opportunity to specialize in the needs of a
customer group. This is a ________ problem associated with a functional structure.
a. communication
b. customer
c. location
d. strategic
15. Top managers spend so much time resolving everyday problems that they can't address
long-term company issues. This is a ________ problem associated with the functional
structure.
a. customer
b. location
c. measurement
d. strategic
16. Location problems occur in a ________ structure.
a. functional
b. geographic
c. multidivisional
d. matrix
17. ________ can sometimes overcome control problems in a functional structure, making it
unnecessary to move to a more complex structure.
a. Improving integration
b. Increasing horizontal differentiation
c. Increasing vertical differentiation
d. Diversification
18. The move to a more complex structure is based on all design choices except:
a. increasing vertical differentiation.
b. increasing horizontal differentiation.
c. increasing integration.
d. increasing formalization.
19. When a company moves from a functional structure to a divisional structure, it generally:
a. increases horizontal differentiation and reduces vertical differentiation.
b. increases vertical differentiation and decreases horizontal differentiation.
c. increases vertical differentiation and increases horizontal differentiation.
d. does not change differentiation but increases integration.
20. Which of the following is a disadvantage of the institutionalized role orientation?
a. Many members do not "fi t in."
b. Members have difficulty responding to changing conditions.
c. Managers have difficulty creating an ethical culture.
d. Members behave in unpredictable ways.
21. Which of the following allows new organizational members to try new norms and values?
a. an individualized role orientation
b. an institutionalized role orientation
c. socialization
d. a narrow stance on social responsibility
22. ________ role orientation results when individuals are taught to respond to a new context in
the same way that existing organizational members respond to it.
a. Institutional
b. Individual
c. Informal
d. Decentralized
23. ________ role orientation results when individuals are allowed and encouraged to be creative
and to experiment with changing norms and values to better achieve organizational values.
a. Cultural
b. Formal
c. Individual
d. Social
24. Which of the following socialization tactics leads to an institutionalized role orientation?
a. Informal
b. Serial
c. Disjunctive
d. Investiture
25. Which of the following socialization tactics leads to an individualized role orientation?
a. formal
b. serial
c. disjunctive
d. divestiture
Text:
Organizational Theory, Design and Change
Sixth Edition, 2010
ISBN-10: 0-13-608731-0
Gareth R. Jones
Pearson Prentice Hall
