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第2章决策一、思考题1．为什么决策经常被描述为管理者工作的本质？答：决策是指为了实现某一目的而制定行动方案并从若干个可行方案中选择一个满意方案的分析过程，它具有目标性、选择性、可行性、过程性和动态性。
决策是管理的核心，是管理者工作的本质，管理的各项职能（计划、组织、领导、控制和创新）都离不开决策，决策贯穿于管理的全过程和各个方面。
管理实际上是一个不断地作出决策和实施决策的过程，如果没有决策，也就没有了管理。
一切管理职能中都渗透着决策职能，无论是计划、控制、组织，还是人事、沟通、激励，都离不开决策这一职能，每一个管理者都必须掌握并运用决策职能。
（1）计划工作的每一个环节都涉及决策，如目标的确立、预测方法和分析方法的选取、行动方案的选择等都离不开决策。
（2）组织、领导、控制等管理职能的发挥也离不开决策，如组织结构形式、部门化方式的选择，职责和权限的分配，以及各职位人员的选配等，这些都是组织工作中的决策问题。
而人员配备以后如何加以使用和激励，这属于领导职能，也同样有一系列的决策要作。
至于控制职能中，绩效标准的制定，实际成绩与绩效标准之间偏差容许范围的确定，以及纠正偏差措施的选择等方面，也都需要进行决策。
因此，决策贯穿于整个管理过程。
在一次管理循环中，计划是开端，实施决策过程中的控制是终点，自始至终都是离不开决策的。
（3）一切管理人员都是决策者，都必须在自己的职责范围内作出决策，实施决策。
决策是一切管理者都要承担的基本任务。
公司的总经理、董事长是决策者，车间的班组长、工段长也是决策者，不同的只是决策内容。
（4）正确的决策能够指导组织沿着正确的方向、合理的路线前进，克服所遇到的困难和解决遇到的问题等；而错误的决策会使组织走上错误的道路，使组织的正常发展受到影响，降低组织的发展速度，严重者甚至可能会使组织遭到毁灭性的打击。
因此可以说，决策正确，相当于行动成功了一半。
现代企业管理学认为，企业管理的重点是在经营，而经营的中心又是决策。
第4章全球环境中的管理4.1 中文答案详解一、思考题1．无边界组织对管理造成的潜在影响是什么？答：无边界组织指消除产生人为的地理界限的结构划分，从而使管理结构更有效的实现全球化的组织。
其对管理造成的潜在影响有：（1）企业的生产管理活动范围将拓展到全球。
不能仅靠利用本国资源来谋求发展，而是必须广泛地利用世界各国的资金、技术、劳动力等生产要素发展自己，以求实现资源的最佳配置；同时，其生产协作关系也不再局限于国内，而是要在全球范围内寻求合作伙伴；而且，企业的发展也不仅仅受国内经济形势、资源环境等因素的影响，同时也要受到国际经济形势、资源、环境等因素的制约。
（2）在无边界组织产生的背景下，企业管理必须建立高效、便捷、可靠的全球化要素传输流动网络，采用各种先进的要素传输手段，特别是信息传输手段。
否则，企业就无法在国际竞争中取胜，这对企业的组织结构设计提出了新的要求。
企业管理组织将呈现追求网络化、扁平化、柔性化的发展趋势，21世纪企业内部组织结构，将一改占主流地位的“金字塔”式的层级组织结构形态，中间管理层将失去原有的价值，企业的管理组织将呈现扁平状态，弹性化。
（3）企业管理的重点已从内部控制性管理转向了外部适应性管理，要素效率不再成为企业追求的惟一目标。
世界经济一体化趋势的加强，一方面拓宽了企业竞争和合作的边界，另一方面则增大了企业的外部不确定性。
因此，如何充分利用现代信息技术的先进手段来重新设计企业内部组织和企业之间的界面关系，充分关注企业的顾客资本以及客户关系管理，这些课题都对企业管理提出了新的挑战。
（4）无边界组织对管理的影响还要求处理好各国文化的差异。
各国的文化对雇员与工作相关的价值观和价值取向有着重大的影响。
因此，企业在进行跨国经营之前，必须对东道国的投资环境做出具体的分析与评估，从而做出理性的决策。
而在投资环境的因素中，文化是一个十分重要的因子，尤其是文化距离。
否则，这会给企业跨国经营带来一定的投资风险与经营阻碍。
第5章管理多样性一、思考题1．组织对多样性有一个清晰的定义为什么重要？答：员工多样性是指使得组织中的人不同和相似的方式。
员工多样性是客观存在的现实，它既有可能因观念不同而造成摩擦和冲突，影响正常工作秩序，也有可能通过正确的引导和管理发挥多样化员工队伍的优势。
因此，让组织中的每个人都能够正确看待和理解多样性是十分必要的。
对员工多样性的管理有助于管理者最大限度地将员工多种多样的能力和才华转化为组织的有效产出。
员工多样性主要从人力资源管理、组织绩效及战略层面等三个方面给组织带来积极的影响和利益。
（1）在人员管理方面，对员工多样性的管理首先有助于降低组织的劳动力成本；其二足有助于吸引和留住有才华的、多样化的员工；其三是多样化员工组成的工作团队因为差异的存在更容易出现不同意见的碰撞而产生更有创造力的创意和解决方案。
（2）在组织绩效方面，员工的多样性带来的利益包括节省成本和改善组织运营效率。
对员工多样性的管理为不同的员工充分发挥其与众不同的独特能力创造了条件，从而降低员工辞职率、缺勤率和法律诉讼案件来大量减少非生产性成本。
此外，与员工多样性相伴的多种技能提高组织解决问题的能力和系统灵活性。
（3）在战略层面上，员工多样性的第一个战略利益是能够促使组织更好地预见不断变化的消费者需求，并为组织提供多种多样的视角和及时抓住机遇的方法，从而改进营销方式，充分挖掘公司提高销售额和市场份额的潜力。
第二个战略利益是存在多种不同声音和观念的内部环境有助于激发创新，引导活跃的、创造性的辩论以产生新的创意。
在全球化数字化的时代，创新能力是组织竞争优势最重要的来源。
第三个战略利益是员工多样性体现了企业为所有的人提供平等机会、公正对待每位员工的道德信念，提升了企业重视每一位员工并为他们获得成功创造条件的道德责任，为企业树立了值得信任的良好公众形象。
2．区别表层多样性和深层多样性。
理解这二者之间的差异为什么重要？答：（1）表层多样性和深层多样性的差异表层多样性包括可以触发特定的刻板印象，但不一定会反映出人们思考和感受的方式易于识别的差异。
罗宾斯《管理学》课后习题答案第Ⅰ篇绪论第一章管理与组织导论一、谁是管理者1.管理者在哪些方面不同于非管理人员？答：协调其他人的工作——区分了管理岗位与非管理岗位。
2.说明为什么并不总能很容易地确定谁是组织中的管理员。
答：组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限，许多传统的职位现在都包括了管理性的活动，特别是在团队中（团队成员通常要制定计划、决策以及监督自己的绩效），非管理雇员也承担着过去是管理者的一部分职责。
补充：⑴管理者：管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。
3.对比三种不同的管理层次。
答：①基层管理者是最低层的管理人员，他们管理着非管理雇员所从事的工作，这些工作生产和提供组织的产品。
②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者，这些管理者管理着基层管理者。
③高层管理者处于或接近组织顶层，他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。
注：并不是所有的组织都具有金字塔形的组织结构，但都需要某个人来扮演管理者的角色，即需要有人来协调工作和活动，以便能够同别人一起或者通过别人来实现组织的目标。
二、什么是管理补充：⑴管理：定义为一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。
要点：①过程代表了一系列进行中的有管理者参与的职能或活动，这些职能一般划分为计划、组织、领导和控制。
②协调其他人的工作——区分了管理岗位与非管理岗位。
③有效率和有效果地完成组织的工作活动。
4.如何理解管理是一个过程。
答：上面要点①。
5.定义效率和效果。
答：①效率是指以尽可能少的投入获得尽可能多的产出。
通常指的是“正确地做事”，即不浪费资源。
②效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。
③可见，效率是关于做事的方式；效果是指实现组织目标的程度，涉及事情的结果。
6.解释效率和效果对管理的重要性。
罗宾斯《管理学》课后习题第11章管理沟通与信息技术一、思考题1．为什么有效的沟通并不是达成一致意见的同义词？答：有效的沟通并不是达成一致意见的同义词，主要由有效沟通的定义和作用体现的。
沟通是指可理解的信息或思想在两个或两个以上人群中的传递或交换的过程，目的是激励或影响人的行为。
在组织内部，有员工之间的交流、员工与工作团队之间的交流、工作团队之间的交流；在组织外部，有组织与客户之间的交流、组织之间的交流。
（1）有效的沟通包括人际沟通、团队沟通和组织间沟通①在组织中，人际沟通构成组织沟通最普遍的形式。
在一般意义上，组织中的人际沟通是指组织中个体成员如何将个体目标和组织目标相联系的过程。
人际沟通是由人的自私行为的客观性和多样性决定的。
②团队沟通是指组织中以工作团队为基础单位对象进行的信息交流和传递的方式。
团队成员工作在一起，以便完成任务，团队的沟通结构既影响团队绩效又影响员工的满意度。
③组织间的沟通。
组织间的沟通是指组织之间如何加强有利于实现各自组织目标的信息交流和传递的过程。
组织间沟通的目的，是通过协调共同的资源投入活动，实现有利于合作各方的共同利益。
（2）沟通的主要作用①通过沟通，能够把组织中的各种要素有机结合起来，增强组织的凝聚力和竞争力；②通过沟通，领导者能够全面、及时、准确的了解组织情况，激发下属员工的工作热情，有力的实现领导职能；③通过沟通，组织能够与外部环境之间建立联系，从而为其生存和发展赢得更大的空间；④通过沟通，员工能够理解并愿意执行组织的决策，以达成统一的思想和一致的行动。
由上可知，达成一致意见只是有效沟通的一个方面，而不能认为两者是同义的。
2．正确表述与积极倾听，何者对管理者更为重要？为什么？答：正确表述与积极倾听对管理者都是非常重要的，并不存在孰轻孰重的问题，因为这两方面都是有效沟通不可缺少的内容。
通常，员工会从管理者和他们的沟通中寻找蛛丝马迹。
他们很注意管理者说了什么，以及没说什么。
14.2 课后习题详解一、思考题1．对于组织中不同层级的管理人员来说，组织行为学领域的知识对他们的重要性是否不同？请具体说明。
答：对于组织中不同层级的管理人员来说，组织行为学领域的知识对他们的重要性是不同的。
具体说明如下：（1）管理人员的层级划分为三层：高层管理人员、中层管理人员、基层管理人员。
其具体的职责分别为：①高层管理人员是对整个组织的管理负有全面责任的人，他们的主要职责是：制定组织的总目标、总战略，掌握组织的大政方针并评价整个组织的绩效。
其在与外界的交往中，往往代表组织以“官方”的身份出现；②中层管理人员是处于高层管理人员和基层管理人员之间的一个或若干个中间层次的管理人员，他们的主要职责是：贯彻执行高层管理人员所制定的重大决策，监督和协调基层管理人员的工作，与高层管理人员相比，中层管理人员更注意日常的管理事务；③基层管理人员是组织中处于最低层次的管理者，他们所管辖的仅仅是作业人员而不涉及其他管理者。
其主要职责是：给下属作业人员分派具体工作任务，直接指挥和监督现场作业活动，保证各项任务的有效完成。
（2）组织行为学领域的知识主要包括个体、群体和组织。
其具体的内容如下：①个体是构成组织的最基本细胞，是组织行为学研究的基础和出发点。
在这个层面上，通常应用心理学的理论和方法研究个体特征对人们在组织中的工作行为和工作表现的影响，要考虑诸如价值观、知觉、归因、态度、个性、意志和情感等因素，并对他们在工作中的个体行为、作风与绩效的影响进行研究。
同时要研究个体行为以及他们对不同的组织政策、实践和过程的反应，有关人性、需要、动机和激励等方面的理论可以用来说明单个组织成员的行为和绩效；②群体的内容包括运用社会心理学的知识和理论分析工作群体的特征、结构、功能、发展过程和内聚力，就构成了组织行为学研究群体的重要部分；③组织作为一个整体的特征如组织结构、组织文化对个体和群体行为，从而对组织效率和气氛有重要的影响。
把整个组织作为一个层面来研究的宏观方法是建立在社会学的理论和概念之上的。
第七章一、选择题1·( )是正式计划而非非正式计划的特征。
a．组织内部很少或没有共同目标 b．计划工作是普遍的c．为实现目标存在具体的行动计划 d．关注结果2·( )属于计划工作的四个原因之一。
a．计划自动地增加灵活性 b．计划减少不确定性c．计划即使不确定也具有价值d·计划不是件容易的工作，需要经过高强度训练才能制定好的计划3·( )是个体、群体和整个组织期望的产出。
a．计划 b．目 c．战略 d．政策4·( )是组织向外界宣称的试图使各种利益相关群体相信的正式的陈述。
a．真实目标 b．陈述目标c·目标管理 d．方向性计划5．不是融资目标例子的是( )。
a．较大的现金流 b．较高的分红、c·较高的红利和较好的信用等 d．较大的市场份额6·( )构成了组织的整体目标，( )具体表明整体目标怎样达到。
a．战略计划；运营计划 b．长期计划；短期计划c．具体计划；方向性计划 d．持续性计划；一次性计划7．长期计划的时间框架是( )。
a·小于一年 b．大于一年c·超过两年 d．超过三年8·短期计划的时间框架是( )。
a．一年左右 b．两年左右 c．三年左右 d．四年左右9·制定一般指导原则的灵活性计划是( )。
a·运营计划 b．战略计划 c．具体计划 d．方向性计划l0·当环境的不确定性很高时，( )更好。
a·战略计划 b．方向性计划c·运营计划 d．持续性计划11为满足特定情况需要，对非程序性决策作出反应而制定的计划是L )。
a·短期计划 b．具体计划 c．方向性计划 d．一次性计划12·( )计划提供了对重复进行的活动的持续指导。
a·方向性 b．持续性c·运营 d．一次性13‘窑三…：中j首先设立组织的最高目标，然后将其分解为每一个组织层次的子目标。
第7章计划的基础7.1 中文答案详解一、思考题1．在未来，计划工作对管理者是更重要还是更不重要？为什么？答：我认为，在未来，计划工作对管理者更重要。
计划是指对行动的预先设计，它是在决策目标的指导下，以预测工作为基础，对实现目标的途径做出具体安排的一项活动。
计划作为管理的第一个职能还指任何一个管理者，不论他居于什么层次，在什么样的部门负责，都必须做好计划工作。
计划职能的重要性表现在以下几方面：（1）计划建立了协调，它给出了管理者和非管理者努力的方向。
在未来，组织管理更加强调“以人为本”，强调管理工作中员工的“自我控制”，要实施以人为本的管理和实现员工的自我控制，编制计划为员工设置一定的目标，就显得更加必要了。
当员工认识到组织的方向以及他们如何为达到目标做出贡献时，他们会自觉地协调他们的活动，相互合作，以及采取措施实现目标。
（2）计划还可以降低不确定性，通过使管理者具有前瞻性来降低不确定性。
现代社会信息传递更加快速，交通更加快速，组织一直处在高速变化的环境之中。
这个时候，计划的作用就相当突出了。
尽管计划不能消除变化，但管理者可以通过预测变化，考虑这些变化的冲击和制定适当的措施来响应变化。
计划还将阐明管理者所采取的行动的结果。
（3）计划可以减少活动的重叠和浪费。
当工作和活动围绕已经确立的计划进行时，时间和资源的浪费以及冗余就会被减小到最低的程度。
进一步，当手段和结果通过计划规定得很清晰时，无效的活动或者低效率的活动就会被减至最小的程度。
（4）计划设定目标和标准，这些目标和标准可以用于控制。
在计划工作中，管理者开发目标和计划，并通过控制，将实际的绩效与目标进行比较，发现存在的重要差异，以及采取必要的纠正活动。
没有计划是不可能进行控制的。
（5）计划职能的重要性还表现在，它与管理的其他职能密切相关：①计划工作具有首位性，先于其他管理职能；②计划工作是各项管理工作有效实施的前提；③计划服务于其他管理职能，是有效进行其他管理活动的必要工具。
True/False QuestionsA MANAGER’S DILEMMA1.According to the boxed feature, “A Manager’s Dilemma,” Nokia was once involved in industriesranging from paper to chemicals and rubber.True (moderate)2.A ccording to the boxed feature, “A Manager’s Dilemma,” Nokia has been competing in thetelecommunications industry since 1965.False (moderate)DEFINING ORGANIZATIONAL STRUCTUREanizational design is the organization's formal framework by which job tasks are divided,grouped, and coordinated.False (difficult)4. The concept of work specialization can be traced back a couple of centuries to AdamSmith's discussion of division of labor.True (moderate)5. The degree to which tasks in an organization are divided into separate jobs is divisionof labor.True (moderate)6. Historically, many organizations have grouped work actions by functiondepartmentalization.True (moderate)7. Grouping jobs on the basis of product or customer flow is termed customerdepartmentalization.False (moderate)8.Geographic departmentalization has greatly increased in importance as a result oftoday’s competitive business environmentFalse (moderate)9. A group of individuals who are experts in various specialties and who work together isa cross-functional team.True (moderate)10. Authority is the individual's capacity to influence decisions.False (difficult)11. Authority is synonymous with responsibility.False (easy)12. Responsibility is the rights inherent in a managerial position.False (easy)13. A manager's span of control refers to the number of subordinates who can be effectively and efficiently supervised.True (moderate)14. The classical view of unity of command suggests that subordinates should have only one superior to whom they report.True (easy)15. The trend in recent years has been toward smaller spans of control.False (easy)16. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.True (moderate)17. Decentralization describes the degree to which decision making is concentrated at a single point in the organization.False (moderate)18. In the last 35 years, there has been a trend of organizations moving toward increased decentralization.True (easy)19. Appropriate organizational structure depends on four variables: the organization's strategy, size, technology, and degree of environmental uncertainty.True (difficult)20. Standardization refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.False (moderate)ORGANIZATIONAL DESIGN DECISIONS21. An organic organization tends to be characterized by high specialization, extensive departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision-making by low-level employees.False (moderate)22. An organic organization would likely be very flexible.True (moderate)23. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.False (easy)24.The relationship between organizational size and structure tends to be linear.False (difficult)25. Joan Woodward attempted to view organizational structure from a technological perspective.True (moderate)26. Woodward demonstrated that organizational structures adapted to their technology.True (moderate)firm.False (moderate)28.The strength of the functional structure is that it focuses on results.False (moderate) it is the strength of divisional structure.29.According to the text, a functional structure creates strategic business units.False (moderate)COMMON ORGANIZATIONAL DESIGNS30. Project structures tend to be rigid and inflexible organizational designs.False (easy)Multiple ChoiceA MANAGER’S DILEMMA31.According to the company profile in “A Manager’s Dilemma,” the organizationalstructure of Nokia is best described as ______________.a.mechanisticanic (moderate)c.centralizedd.formalized32.The factor contributing the most to Nokia’s success in the mobile phone industryaccording to the company profile in “A Manager’s Dilemma” is ______________.a.new product development (moderate)ernment subsidiesc.national trade barriersd.weak competition33.______________ is the process of creating an organization's structure.a. H uman resource managementb. Leadingc. O rganizing (moderate)d. Planninge. D epartmentalizationDEFINING ORGANIZATIONAL STRUCTURE34. According to the text, a(n) ______________ is the formal framework by which jobtasks are divided, grouped, and coordinated.a.mission statementb.environmental scanc.internal resource analysisanizational structure (moderate)35. Which of the following is not one of the six key elements in organizational design?a. w ork specializationb. departmentalizationc. c hain of commandd. bureaucratic design (difficult)e. s pan of control36. Work specialization is also known as ______________.a. d epartmentalization.c. s pan of control.d. formalization.e. division of labor. (easy)37. The term ______________ is used to describe the degree to which tasks in an organization are divided into separate jobs.a.work ethicsb.managerial capitalismc.social responsibilityd.work specialization (moderate)38.When did the idea of enlarging, rather than narrowing, job scope begin?a. 1950sb. 1960s (moderate)c. 1970sd. 1980se. 1990s39.Which of the following is not an example of the classical view of division of labor?a. a ssembly-line productionb. Burger Kingc. T aco Belld. TQM (moderate)e. K entucky Fried Chicken40. ______________ is the basis on which jobs are grouped in order to accomplish organizational goals.a.Departmentalization (moderate)b. Centralizationc. F ormalizationd. Coordinatione. E fficiency41. A local manufacturing organization has groups of employees who are responsible for sales, marketing, accounting, human resources, etc. These are examples of what concept?a. a uthorityb. chain of commandc. e mpowermentd. departmentalization (moderate)e. s ocial grouping42. Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is an example of what kind departmentalization?a. c ustomerb. product (easy)c. g eographicd. processe. o utcomewestern regions would be an example of ______________ departmentalization.a. p roductb. geographic (easy)c. p rocessd. outcomee. c ustomer44.Grouping activities on the basis of customer flow is ______________.a. f unctional departmentalization.b. product departmentalization.c. g eographical departmentalization.d. process departmentalization. (moderate)e. t echnological departmentalization.45. What type of departmentalization expects that each department will specialize in one specific phase of the process or product production?a. p roductb. geographicc. p rocess (easy)d. outcomee. c ustomer46. What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employers, children, and the disabled?a. p roductb. geographicc. p rocessd. outcomee. customer (moderate)47. Which of the following is not a form of departmentalization suggested by your text?a. f unctional departmentalizationb. product departmentalizationc. g eographical departmentalizationd. process departmentalizatione. technological departmentalization (difficult)48. Today's competitive business environment has greatly increased the importance of what type of departmentalization?a. g eographicb. customer (difficult)c. p roductd. processe. o utcome49. According to the text, managers are using ______________, which are groups of individuals who are experts in various specialties and who work together.a.specialized teamsb.cross-demanded teamsc.cross-functional teams (moderate)d.simple structured teams50. Which of the following is a contemporary addition to the historical view of departmentalization?a. i ncreased rigidityb. cross-functional teams (moderate)d. elimination of product departmentalizatione. a ddition of sales departmentalization51. Bringing together the company's legal counsel, research engineer, and marketing specialist for a project is an example of a(n) ______________.a. e mpowered team.b. process departmentalization.c. p roduct departmentalization.d. cross-functional team. (moderate)e. c ontinuous improvement team.52. The ______________ is the continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom.a.chain of demandb.chain of command (easy)c.demand hierarchyd.continuous design structure53. To whom a worker reports concerns which aspect of organizational structure?a.chain of command (moderate)b. departmentalizationc. p ay structured. line of commande. a uthority framework54. ______________ entitles a manager to direct the work of a subordinate.a. R esponsibilityb. Legitimate powerc. R ankd. Operating responsibilitye. Authority (moderate)55. ______________ is the obligation to perform assigned activities.a. A uthorityb. Responsibility (easy)c. C hain of commandd. Unity of commande. F ormalization56. The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept of a continuous line of authority.a.unity of demandb.unity of command (moderate)c.demand structured.continuous demand57. Span of control refers to which of the following concepts?a. h ow much power a manager has in the organizationb. the geographic dispersion of a manager's subunits of responsibilityc. h ow many subordinates a manager can effectively and efficiently supervise (moderate)d. the number of subordinates affected by a single managerial ordere. t he amount of time it takes to pass information down through a manager's line of command58. Other things being equal, the wider or larger the span of control, the more ______________ the organizational design.a. b ureaucraticb. democraticc. e ffectived. efficient (difficult)e. c lassical59. Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what effect on organizations?a.reduced effectiveness (difficult)b. increased turnoverc. l oss of managerial powerd. customer dissatisfactione. r igid chains of command60. An organization that spends money on maintaining a well-trained work force can expect which of the following span-of-control outcomes?a. i ncreased contempt for managementb. increased voluntary turnoverc. c entralized authorityd. less direct supervision (moderate)e. i ncreased need for managerial-level employees61. A high-tech manager who supervises the development of a new computer chip needs ______________ compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.a. a bout the same span of controlb. a narrower span of control (difficult)c. a wider span of controld. a more informal span of controle. e limination of the span of control62. In general, span of control is ______________ for managers.a.increasing (easy)b. decreasingc. s taying the samed. significantly decreasinge. n o longer important63. ______________ describes the degree to which decision making is concentrated at a single point in the organization.a.Decentralizationb.Centralization (moderate)c.Transnationalismd.Cross sectional analysis64. If lower-level employees provide input or are actually given the discretion to make decisions, the organization is ______________.a. f ormalized.c. d ecentralized. (easy)d. mechanistic.e. o rganic.65. Recently, there has been a distinct trend toward ______________.a. smaller spans of control.b. decentralized decision-making. (moderate)c. d ecreased flexibility.d. emphasis on chain of command.e. m echanistic organizations.66. Which of the following factors WOULD NOT influence an organization to have a higher degree of centralization?a. E nvironment is stable.b. Company is geographically dispersed. (difficult)c. C ompany is large.d. Decisions are significant.e. O rganization is facing a crisis.67. ______________ refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.a. S tandardizationb. Centralizationc. C hain of commandd. Strategye. Formalization (moderate)68. All of the following factors indicate that a decentralized organization would be most effective EXCEPT when ______________.a. t he environment is complex.b. decisions are relatively minor.c. t he organization is facing a crisis. (difficult)d. the company is geographically dispersed.e.effective implementation of strategies depends on managers having involvement andflexibilityto make decisions.69. Which of the following factors describes an environment in which a high degree of decentralization is desired?a.Environment is complex, uncertain. (moderate)b. Lower-level managers do not want to have a say in decisions.c. D ecisions are significant.d. Company is large.e. O rganization is facing a crisis or the risk of company failure.70. The ______________ organizational structure is characterized by high specialization, extensive departmentalization, narrow spans of control and high formalization.a.mechanistic (easy)b. organicc. c ontingencye. f unctional71. Which of the following is NOT a characteristic of a mechanistic organization?a. h igh specializationb. wide spans of control (moderate)c. h igh formalizationd. limited information networke. e xtensive departmentalization72. What type of organizational form follows classical principles such as unity of command?a. o rganicb. linearc. d ecentralizedd. mechanistic (moderate)e. a dhocracyORGANIZATIONAL DESIGN DECISIONS73. Which of the following would likely be found in mechanistic organizations?a. w ide span of controlb. empowered employeesc. d ecentralized responsibilityd. few rules and/or regulationse. standardized job specialties (difficult)74. All of the following are characteristics of an organic organization EXCEPT:a.narrow spans of control. (moderate)b. cross-hierarchical teams.c. free flow of information.d. low formalization.e. cross-functional teams.75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operated with few work rules was an example of what type of organization?a. b ureaucraticb. mechanisticc. v olatiled. nouvellee. organic (difficult)76. Which of the following is true concerning an organic organization's problem-response time?a. I t requires strict adherence to efficiently developed rules.b. Its speed demands clear lines of command.c.Response times are slower than mechanistic organizations, but answers tend to bemoreaccurate.d. Professional standards guide behavior. (difficult)e. T he response time is quick due to the centralized design.77. Which of the following is not one of the four contingency variables that help determine appropriate organizational structure?a. o rganizational sizeb. organizational strategyc. o rganizational technologyd. organizational age (moderate)e. d egree of environmental uncertainty78. Which of the following is an accurate statement?a.Strategy follows structure.c.Strategy and structure are not linked.d.Structure follows strategy. (moderate)e.Mechanistic and organic organizations have distinct differences in the application ofthe relationship between strategy and structure.79. Most current strategy-structure contingency frameworks tend to focus on threestrategy dimensions. These dimensions are ______________.a. r evenue maximization, customer satisfaction, and visibility.b. customer satisfaction, employee satisfaction, and ethics.c. i nnovation, cost minimization, and imitation. (difficult)d. legal considerations, profit maximization, and innovation.e. l ong-term survival, profit maximization, and customer satisfaction.80. What kind of relationship is there between organizational size and degree of mechanistic structure?a. -1.0b. unclearc. p ositive (moderate)d. bimodale. e xponential81. Joan Woodward's research was the first major attempt to view organizational structure from a ______________ perspective.a. s trategicb. contingencyc. s ized. departmentale. technological (easy)82. The three production categories that Joan Woodward divided organizations into inorder to uncover relationships between organizational structure and technology are ______________.a.unit, mass, process (difficult)b. unit, product, costc. p roduct, cost, customerd. mass, process, coste. p rocess, unit, product83. According to Woodward's studies, what type of production works best with a mechanistic structure?a. u nitb. processc. p roductd. mass (moderate)e. j ust-in-time84. Which of the following is not a characteristic that would suggest unit production wouldbe a best "fit"?a. l ow horizontal differentiationb. low vertical differentiationc. s mall-batch, custom productse. mechanistic structure (difficult)85. A characteristic that both unit production and process production have is that the most effective organizational structure for both technologies is ______________.anic. (difficult)b. mechanistic.c. a dhocracy.d. matrix.e. t eam.86. Woodward's studies generally demonstrate that organization ______________ should adapt to their ______________.a. p rocesses; environmentb. employees; leadersc. t echnologies; legal constraintsd. structures; technology (moderate)e. o utputs; resources87. Which type of environment is best suited for mechanistic organizations?a. d ynamicb. manufacturingc. s erviced. combinatione. stable (moderate)88. According to the text, all of the following are examples of the more traditional organizational designs EXCEPT:a.the simple structure.b.the functional structurec.the matrix structure (moderate)d.the divisional structure89. Which of the following is not characteristic of a simple organizational structure?a.narrow spans of control (moderate)b. low degree of departmentalizationc. c entralized decision-makingd. little formalizatione. i nformation arrangement of employeesCOMMON ORGANIZATIONAL DESIGNS90. Which of the following terms is associated with a simple organizational structure?a. e laborateb. high-complexityc. f ormald. decentralizede. flat (moderate)91. A wine store that employs six people most likely has what kind of organizational structure?a. b ureaucracyb. simple (difficult)c. f unctionald. divisionale. t eam-based92. All of the following are strengths of a simple organizational structure EXCEPT:a. I t's fast.b. It's inexpensive to maintain.c. I t's less risky. (moderate)d. Accountability is clear.93. A bureaucratic or mechanistic design may use a ______________ structure which groups similar or related occupational specialties together.a. m atrixb. functional (moderate)c. d ivisionald. geographice. t eam-based94. A ______________ structure creates strategic business units.a. m atrixb. functionalc. d ivisional (difficult)d. geographice. t eam-based95. What type of organizational structure is made up of autonomous, self-contained units?a. b ureaucracyb. simplec. f unctionald. divisional (moderate)e. t eam-based96. In what type of organizational structure is empowerment most crucial?a. b ureaucracyb. simplec. f unctionald. divisionale. team-based (easy)97. The ______________ is an organizational structure that assigns specialists from different functional departments to work on one or more projects being led by project managers.a.functional structureb.simple structurec.matrix structure (moderate)d.divisional structure98. The matrix approach violates what classical principle?a.unity of command (moderate)b. decentralizationc. c ustomer focusd. linear lines of responsibilitye. l arge spans of control99. What type of organization assigns specialists from different functional departments to work on one or more projects led by a project manager?a. c lassicalb. contemporaryc. m atrix (easy)d. evolutionarye. p roduct-based100. A ______________ organization is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure.a. t eam-basedb. boundarylessc. m echanisticd.project (moderate)e. s imple101. A ______________ organization has developed the continuous capacity to adapt and change.a. s impleb. mechanisticc. b ureaucraticd. team-basede. learning (moderate)MANAGING IN AN E-BUSINESS WORLD102. According to the boxed feature, “Manag ing in an E-Business World,” all of the following are needed for E-business to achieve the characteristic necessary for success in the digital world EXCEPT:a.high vertical, horizontal, and lateral communication.b.cross-hierarchical and cross-functional teams.c.extensive employee empowerment.d.high formalization. (moderate)103. According to the boxed feature, “Managing in an E-Business World,” ’s organizational structure is best described as ______________.a.mechanisticanic (moderate)c.formald.diagonal104. According to the boxed feature, “Managing in an E-Business World,” the ______________ organization is the concept that describes an E-business organization.a.mechanisticb.boundaryless (moderate)c.functionald.diagonal105. The important characteristics of a learning organization revolve around all of the following EXCEPT:anizational design.b.market capitalization (moderate)rmation sharing.d.leadership.e.culture.ScenariosDEFINING ORGANIZATIONAL STRUCTUREOrganizational Structure (Scenario)Michelle is a registered nurse in charge of a new unit in her hospital. She would like to have a more laid-back approach to dealing with her new staff, but the hospital demands that there are strict hierarchical levels and that all decisions must be signed off by Michelle. Sometimes this drives Michelle nuts; the constant filling out of forms, etc. She also feels that the numerous levels of hierarchy are unnecessary and place barriers between her and her staff. She isn't sure why things have to be so "organized" and is thinking about speaking with her boss to attempt changing her unit to have more flexibility and fewer rules.106. Michelle is concerned about her unit's ______________, the unit's formal framework by which job tasks are divided, grouped and coordinated.a. f ormal organizational chartb. organizational structure (moderate)c. s taffd. span of controle. c ommunication lines107. Michelle is required to sign off on all decisions, suggesting that they have a ______________ form of decision-making authority.a.centralized (moderate)b. formalc. a utocraticd. policye. s trict108. Michelle has noticed that everyone is very concerned about the ______________, the line of authority within the organization.a. r esponsibilityb. chain of command (easy)c. s pan of controld. organizational strategye. e nvironmentConsultants R Us (Scenario)Beth Ann has been hired as a consultant for XYZ Consulting, and her first assignment is to apply the work of Joan Woodward to her client, Custom Leather, Inc. Custom Leather makes expensive leather furniture.109. Woodward felt that the effectiveness of the organization would be related to the ______________ fit.a. e mployee/productb. technology/structure (moderate)c. e nvironment/processd. process/employeee. e mployee/environment______________ production.a. m assb. processc. u nit (moderate)d. environmentale. p rocedural111. If Custom Leather produces in large batches, this is termed ______________ production.a.mass (moderate)b. processc. u nitd. environmentale. p rocedural112. Custom Leather is unable to use a continuous process, or ______________ production, because leather is a unique item.a. m assb. process (moderate)c. u nitd. environmentale. p roceduralORGANIZATIONAL DESIGN DECISIONSYou Can Bank on It (Scenario)Susan's employer, Western Bank, like many others, had recently undergone decruitment in order to "right size" the organization. The Board of Directors felt that their sagging stock price could be improved with some labor cost cutting. Along with other new challenges, a problem now existed with span of control and decision-making authority. In the past, her bank's policy was that no manager should supervise more than six subordinates and only managers should make decisions for their individual units. But now, with the cuts in middle management, upper management had increased the span of control but still insisted on managerial-only decision-making. The result was that managers spent all of their time putting out fires and subordinates felt they were getting answers too slowly and wanted to start having the authority to make decisions on their own. Clearly, something had to change.113. Of the following, which is not a reason that would be consistent with Western Bank's wanting to maintain a centralized form of decision-making?a.Environment is uncertain. (moderate)b. Environment is stable.c. C ompany is large.d. Decisions are more significant.e. O rganization is facing a crisis.114. Of the following which is not a reason Western Bank would not change to a more decentralized form of decision-making?a. l ower-level managers are capable of decision-makingb. company is geographically dispersedc. d ecisions are relatively minore. l ower-level managers want a voice in decisionsORGANIZATIONAL DESIGN DECISIONS115. Susan believes that Western Bank should be highly adaptive and flexible. She would like for Western Bank to be a(n) ______________ structure.anic (easy)b. mechanisticc. f ormalizedd. technologicale. s trategic116. The contingency approach would consider all of the following variables EXCEPT the ______________.a. o rganization's strategy.b. organization's size.c. o rganization's age. (moderate)d. organization's technology.e. d egree of environmental uncertainty.Food for Thought (Scenario)Burgess owned a ToutLeMart, a store that sold food and nonfood items in a warehouse environment. He employed 350 people and had them work in very specialized areas. Some people only unloaded the pallets from the trucks or drove the pallets onto the floor, while still others unloaded the pallets in their specific area of responsibility. He had managers controlling each specific area. For example, the automotive manager was in charge of all functions; accounting, purchasing, sales, etc. This arrangement had generally worked well, but recently, he noticed that employees seemed bored and turnover and absenteeism had risen. In addition, he found that attempting to get special projects completed, such as creating their new "First-Class Customer" card, had turned into a nightmare due to the lack of cooperation and misunderstanding between the groups.117. ToutLeMart currently operates under the classical view of the division of labor. This is characterized by which of the following?a. Y ou only report to one manager.b. Employees specialize in doing part of a task. (easy)c. E mployees specialize in doing one complete task.d. People are divided according to their work interest.e. E mployees are trained to do many tasks to increase flexibility.118. The type of departmentalization practiced by ToutLeMart is best described as ______________.a.product. (moderate)b.function.c.customer.d.geographic.e.process.119. If ToutLeMart decided to reorganize their departmentalization so that one manager was in charge of accounting, one manager in charge of food stuffs, one manager in charge of nonfood items, etc., this would be described as ______________ departmentalization.a. p roductb. function (moderate)c. c ustomerd. geographice. p rocess120. If Burgess regularly put together teams made up of specialists from different areas to tackle new projects, like the "First-Class Customer" card project, these would be called ______________.a.cross-functional teams. (easy)b. quality circles.c. t otal quality management.d. special project teams.。
