组织行为学 英语习题 (2)

1、Chapter 15 Foundations of Organization StructureMULTIPLE CHOICE What is Organizational Structure?1._ defines how job tasks are formally divided, grouped, and coordinated.a.Organizational structureb.Organizational behaviorc.Formalizationd.Span of control(a; Easy; p. 425)2.Organizational structure is

2、made up of six key elements. Which of the following is not one of these elements?a.centralizationb.departmentalizationc.coordinationd.formalization(c; Moderate; Exh. 15-1; p. 426)3.Work specialization is the same as:a.span of control.b.division of labor.c.unity of command.d.job grouping.(b; Easy; p.

3、 426)4.The degree to which tasks are subdivided into separate jobs is termed:a.departmentalization.b.formalization.c.work specialization.d.span of control.(c; Moderate; p. 426)5.In the late 1940s, most manufacturing jobs in industrialized countries were being done with high:a.departmentalization.b.f

4、ormalization.c.work specialization.d.span of control.(c; Moderate; p. 426)6.For much of the first half of the 20th century, managers viewed _ as an unending source of increased productivity.a.departmentalizationb.formalizationc.work specializationd.span of control(c; Moderate; p. 426)7.Which one of

5、the following components of organizational structure specifically defines where decisions are made?plexityb.formalizationc.centralizationd.technology(c; Moderate; Exh 15-1; p. 426)8.The basis by which jobs are grouped together is termed:a.departmentalization.b.formalization.c.work specializatio

6、n.d.centralization.(a; Easy; Exh. 15-1; p. 426)9.Grouping jobs on the basis of function, product, geography, process, or customer is a form of:a.departmentalization.b.work specialization.c.span of control.d.chain of command.(a; Moderate; p. 427)10.One of the most popular ways to group activities is

7、by:cess.(b; Challenging; p. 427)11.Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by:duct.(d; Easy; p. 428)12.A manufacturing manager who organizes the pla

8、nt by separating engineering, accounting, manufacturing, personnel, and purchasing into departments is practicing _ departmentalization.a.target ductc.functionald.geographic(c; Moderate; p. 428)13._ departmentalization achieves economies of scale by placing people with common skills and

9、 orientations into common units.a.Functionalb.Processc.Productd.Geographic(a; Moderate; p. 428)14.At an Alcoa aluminum tubing plant in upstate New York, production is organized into five departments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is an example of _dep

10、artmentalization.a.Functionalb.Processc.Productd.Geographic(b; Moderate; p. 428)15.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.power.d.unity of command.(a; Moderate; p.

11、 429)16.The right inherent in a managerial position to give orders and expect orders to be obeyed is termed:a.chain of command.b.authority.c.power.d.unity of command.(b; Moderate; p. 429)17.The _ principle helps preserve the concept of an unbroken line of authority.a.span of controlb.powerc.unity of

12、 commandd.decentralization(c; Moderate; p. 429)18.The _ principle states that a person should have one and only one superior to whom he or she is directly responsible.a.span of controlb.chain of commandc.unity of commandd.power(c; Easy; p. 429)19.The _ refers to the number of subordinates a manager

13、can efficiently and effectively direct.a.span of controlb.unity of commandc.chain of anizational chart(a; Easy; p. 418)20.Which of the following is a drawback of a narrow span of control?a.It reduces effectiveness.b.It is more efficient.c.It encourages overly tight supervision and discou

14、rages employee autonomy.d.It empowers employees.(c; Challenging; p. 430)21.Which of the following is not a drawback of a narrow span of control?a. They are expensive.b. They make vertical communication in the organization more complex.c. They encourage employee autonomy.d. They encourage overly tigh

15、t supervision.(c; Challenging; p. 430)22.The trend in recent years has been toward:a. narrower spans of control.b. wider spans of control.c. a span of control of five.d. an ideal span of control of eight.(b; Moderate; p. 430)23.If you have a narrow span of control, you have a _ organization.a. multi

16、-levelb. shortc. talld. matrix(c; Moderate; p. 430)24._ 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 controlb. Narrower spans of controlc. Flatter organi

17、zationsd. Formalization(a; Moderate; p. 430)25.The best definition for centralization is:a. decision discretion is pushed down to lower level employees.b. decision making is concentrated at a single point in the organization.c. decision making depends on the situation.d. decision making is done in e

18、ach department and then sent to the president for the final decision.(b; Moderate; p. 431)26.The component of structure which considers where decision-making authority lies is:plexity.d.centralization.(d; Moderate; p. 431)27.In an organization that has high centrali

19、zation:a.the corporate headquarters is located centrally to branch offices.b.all top level officials are located within the same geographic area.c.top managers make all the decisions and lower level managers merely carry out top managements directions.d.action can be taken more quickly to solve prob

20、lems.(c; Moderate; p. 431)28.The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more _ there is.a.centralizationb.decentralizationc.work specializationd.departmentalization(b; Moderate; p. 431)29.If a job is highly formalized, it would not i

21、nclude which of the following?a.clearly defined procedures on work processesb.explicit job descriptionc.high employee job discretiond.a large number of organizational rules(c; Moderate; p. 431)30.Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processes are c

22、onsistent with:a.high formalization.b.technological innovation.c.high centralization.d.an organic model.(a; Challenging; pp. 431-432)31.Employee discretion is inversely related to:plexity.b.standardization.c.centralization.d.technology.(b; Challenging; p. 432)Common Organizational Designs32.Whi

23、ch of the following is not a common organizational design?a. simple structureb. bureaucracyc. centralized structured. matrix structure(c; Easy; p. 433)33.The _ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formali

24、zation.a.bureaucracyb.matrix organizationc.simple structured.team structure(c; Moderate; p. 433)34.Which one of the following is consistent with a simple structure?a.high centralizationb.high horizontal differentiationc.high formalizationd.high departmentalization(a; Moderate; p. 433)35.The _ is a f

25、lat organization.a. simple structureb. bureaucracyc. centralized structured. matrix structure(a; Moderate; p. 433)36.Simple structures are characterized by:a.shared authority.b.a narrow span of control.c.lots of formalization.d.a low degree of departmentalization.(d; Moderate; p. 433)37.The _ is mos

26、t widely practiced in small businesses in which the manager and owner are one and the same.a. simple structureb. bureaucracyc. centralized structured. matrix structure(a; Moderate; p. 433)38.The bureaucracy is characterized by all of the following except:a.highly routine operating tasks.b.formalized

27、 rules and regulations.c.tasks that are grouped into functional departments.d.decentralized decision making.(d; Moderate; p. 434)39.The key underlying all bureaucracies is:a.flexibility.b.standardization.c.dual lines of authority.d.wide span of control.(b; Moderate; p. 434)40.The _ is characterized

28、by highly routine operating tasks achieved through specialization.a. simple structureb. bureaucracyc. centralized structured. matrix structure(b; Moderate; p. 434)41.The strength of the simple structure lies in its: a. formalization.b. simplicity.c. centralization.d. information processing.(b; Easy;

29、 p. 433)42.Which of the following is not a weakness of the simple structure?a. It is risky.b. information overloadc. accountability is cleard. slower decision making(c; Moderate; p. 433)43.Specialization creates subunit conflicts in the:a. simple structure.b. bureaucracy.c. centralized structure.d.

30、matrix structure.(b; Moderate; p. 434)44.The structure that creates dual lines of authority and combines functional and product departmentalization is the:a.simple structure.b.bureaucracy.c.matrix structure.d.virtual organization.(c; Moderate; p. 435)45.The matrix structure combines which two forms

31、of departmentalization?a.simple and functionalb.functional and duct and anic and mechanistic(b; Challenging; p. 435)46.The _ violates the unity of command concept.a.simple and functionalb.functional and duct and anic and mechanistic(c; Challenging; p.

32、435)47.Which one of the following problems is most likely to occur in a matrix structure?a.decreased response to environmental changeb.decreased employee motivationc.loss of economies of scaled.employees receiving conflicting directives(d; Moderate; p. 436)48.The strength of the matrix structure is

33、its:a.ability to facilitate coordination.b.economies of scale.c.adherence to chain of command.d.predictability.(a; Moderate; p. 436)49.The major disadvantage of the matrix structure is:a.the confusion it creates.b.its propensity to foster power struggles.c.the stress it places on individuals.d.all o

34、f the above(d; Challenging; p. 436)New Design Options50.The primary characteristics of the _ structure are that it breaks down departmental barriers and decentralizes decision making to the level of the work team.a.virtual organizationb.teamc.boundarylessd.feminine organization(b; Moderate; p. 436)5

35、1.In larger organizations, the team structure complements what is typically a:a. virtual organization.b. bureaucracy.c. simple structure.d. boundaryless organization.(b; Challenging; p. 437)52.A small, core organization that outsources major business functions is the _ organization.a.teamb.virtualc.

36、boundarylessd.matrix(b; Moderate; p. 437)53.The _ is also called the network or modular organization.a. virtual organizationb. team structurec. pyramidd. boundaryless organization(a; Moderate; p. 437)54.The prototype of the virtual structure is todays: a. automobile manufacturers.b. movie-making org

37、anizations.c. fast-food restaurants.d. software companies.(b; Challenging; p. 437)55.The major advantage of the virtual organization is its:a.control.b.predictability.c.flexibility.d.empowerment.(c; Moderate; p. 438)56.The _ organization stands in sharp contrast to the typical bureaucracy that has m

38、any vertical levels of management and where control is sought through ownership.a.virtualb.teamc.limitlessd.matrix(a; Challenging; p. 438)57.The boundaryless organization relies heavily on:a. information technology.b. vertical boundaries.c. horizontal boundaries.d. external barriers.(a; Moderate; p.

39、 438)58.An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams is the:a.virtual organization.b.boundaryless organization.c.matrix organization.d.team structure.(b; Moderate; p. 438)59.The one common technological th

40、read that makes the boundaryless organization possible is:a.reengineering.b.MBAworked computers.d.mainframes.(c; Moderate; p. 439) Why Do Structures Differ?60.The _ is a structure characterized by extensive departmentalization, high formalization, a limited information network, and centraliza

41、tion.a.mechanistic anic modelc.technology modeld.boundaryless organization(a; Moderate; p. 440)61.Which of the following is not a characteristic of a mechanistic structure?a.extensive departmentalizationb.high formalizationc.limited information networkd.flexibility(d; Easy; p. 440)62.If th

42、ere is low formalization, a comprehensive information network, and high participation in decision making, one would expect a(n):a.bureaucracy.b.mechanistic anic structure.d.stable structure.(c; Challenging; p. 440)63.All of the following are characteristics of the organic model except

43、:a.cross-functional teams.b.rigid departmentalization.c.cross hierarchical teams.d.free flow of information.(b; Moderate; p. 440)64.Which of the following is not a determinant of an organizations structure?a. strategyb. organization sizec. industryd. technology(c; Moderate; pp. 440-444)65.Changes in

44、 corporate strategy precede and lead to:a.changes in the environment.b.better communication.c.increased productivity.d.changes in an organizations structure.(d; Challenging; p. 440)66.A strategy that emphasizes the introduction of major new products and services is a(n) _ strategy.a.innovationb.cost

45、-anic(a; Moderate; p. 441)67.The innovation strategy is characterized by:a.avoiding unnecessary costs.b.a mixture of loose with tight properties.c.low specialization and low formalization.d.tight controls over current activity.(c; Challenging; p. 441)68._ refers to how an

46、 organization transfers its inputs into outputs.a. Imitationb. Technologyc. Operationsd. Innovation(b; Moderate; p. 441)69.Which of the following is not part of the organizations environment?a. public pressure groupsb. customersc. technologyd. competitors(c; Easy; p. 443)70.The _ of an environment r

47、efers to the degree to which it can support plexityd.nurturance(a; Moderate; p. 443)71._ refers to the degree of instability of an environment.a.Capacityb.Volatilityc.Complexityd.Equilibrium(b; Easy; p. 443)72.Three key dimensions to any organizations environment ha

48、ve been found. Which of the following is not one of these key dimensions?plexityd.capacity(b; Moderate; p. 443)73.The _ of an environment refers to the degree of heterogeneity and concentration among environmental plexityd.creativity(c

49、; Moderate; p. 443)Organization Designs and Employee Behavior74.Which of the following generalizations about organizational structures and employee performance and satisfaction is most true?a.There is fairly strong evidence linking decentralization and job satisfaction.b.It is probably safe to say t

50、hat no evidence supports a relationship between span of control and employee performance.c.The evidence generally indicates that work specialization contributes to lower employee productivity.d.No one wants work that makes minimal intellectual demands and is routine.(b; Challenging; pp. 445-446)75._

51、 models of organizational structure are perceptions that people hold regarding structural variables formed by observing things around them in an unscientific fashion.a.Explicitb.Implicitc.Strategicd.Intuitive(b; Challenging; p. 447)TRUE/FALSE76.Organizations have different structures, but the struct

52、ure has little bearing on employee attitudes and behavior.(False; Easy; p. 425)What is Organizational Structure?77.Specialization defines how job tasks are formally defined, grouped, and coordinated.(False; Moderate; p. 426)78.Managers need to address six key elements when they design their organiza

53、tions structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.(True; Moderate; p. 426)79.The degree to which tasks in the organization are subdivided into separate jobs is termed departmentalization.(False; Modera

54、te; p. 426)80.Work specialization and division of labor are the same thing.(True; Easy; p. 426)81.Work specialization can be carried too far and may result in employee boredom, stress, and absenteeism.(True; Moderate; p. 427)82.For much of the first half of this century, managers viewed departmentalization as an unending source of increased productivity.(False; Moderate; p. 427)83.The strength of funct