Foundations Of Organization Structure

Establishments Of Organization Structure (b; Easy; p. 452-453) 4. How much errands are partitioned into isolated occupations is named: a. departmentalization.b. decentralization. c. work specialization. d. structure.(c; Moderate; p. 452-453) 5. In the late 1940s, most assembling occupations in industrialized nations were being finished with high: a. departmentalization. b. decentralization. c. work specialization. d. structuralization. (c; Moderate; p. 453) 6. For a significant part of the principal half of the twentieth century, chiefs saw _____ as a ceaseless wellspring of expanded efficiency. a. departmentalization b. formalization c. work specialization d. mechanization (c; Moderate; p. 454) 7. Which one of the accompanying segments of hierarchical structure explicitly characterizes where choices are made? a. intricacy/effortlessness b. formalization/informalization c. centralization/decentralization d. specialization/growth (c; Moderate; Exh 15-1; p. 453) 8. The premise by which occupations are assembled is named: a. departmentalization. b. administration. c. specialization. d. centralization. (an; Easy; Exh. 15-1; p. 453) 9. Gathering occupations based on work, item, geology, procedure, or client is a type of: a. departmentalization. b. specialization. c. centralization. d. administration. (a; Moderate; p. 454) 10. One of the most mainstream approaches to assemble exercises is by: a. item. b. work. c. topography. d. process. (b; Challenging; p. 454) 11. Delegate Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is a case of departmentalization by: a. work. b. process. c. topography. d. item. (d; Easy; p. 455) 12. A plant supervisor who sorts out the plant by isolating designing, bookkeeping, assembling, staff, and buying into divisions is rehearsing _____ departmentalization. a. target client b. item c. useful d. geographic (c; Moderate; p. 454) 13. _____ departmentalization accomplishes economies of scale by setting individuals with basic abilities and directions into normal units. a. Useful b. Procedure c. Item d. Geographic (a; Moderate; p. 454) 14. At an Alcoa aluminum tubing plant in New York, creation is sorted out into five offices: throwing; press; tubing; completing; and investigating; pressing; and delivery. This is a. utilitarian departmentalization. b. process departmentalization. c. item departmentalization. d. nothing unless there are other options. (b; Moderate; p. 455) 15. The solid line of power that stretches out from the highest point of the association to the most minimal echelon and explains who reports to whom is named: a. levels of leadership. b. authority. c. range of control. d. solidarity of order. (a; Moderate; p. 456) 16. The privilege natural in an administrative situation to provide arranges and anticipate that requests should be obeyed is named: a. levels of leadership. b. authority. c. power. d. solidarity of order. (b; Moderate; p. 456) 17. The _____ rule helps safeguard the idea of a solid line of power. a. length of control b. hierarchy of leadership c. solidarity of order d. centralization (c; Moderate; p. 456) 18. The _____ guideline expresses that an individual ought to have one and only one better than whom the person in question is straightforwardly mindful. a. length of control b. hierarchy of leadership c. solidarity of order d. authority (c; Moderate; p. 456) 19. The _____ alludes to the quantity of subordinates a supervisor can proficiently and adequately immediate. a. length of control b. solidarity of order c. levels of leadership d. decentralization rule (a; Moderate; p. 456) 20. Which of coming up next is a downside of a tight range of control? a. It lessens adequacy. b. It is increasingly effective. c. It supports excessively close management and debilitates worker self-rule. d. It enables workers. (c; Challenging; p. 457) 21. Which of coming up next isn't a downside of a tight range of control? It is costly. It makes vertical correspondence in the association increasingly perplexing. Administrators may free control of their workers. It empowers excessively close oversight. (c; Challenging; p. 457) 22. The pattern as of late has been toward: smaller ranges of control. more extensive ranges of control. a range of control of four. a perfect range of control of six to eight. (b; Moderate; p. 457) 23. On the off chance that you have a tight range of control, you have a(n) _____ association. proficient short tall lattice (c; Moderate; p. 457) 24. _____ are predictable with ongoing endeavors by organizations to diminish costs, cut overhead, accelerate dynamic, increment adaptability, draw nearer to clients, and engage workers. More extensive ranges of control Smaller ranges of control Network structures Straightforward structures (a; Moderate; p. 457) 25. The best definition for centralization is: dynamic is pushed down to bring down level workers. dynamic is gathered at a solitary point in the association. dynamic relies upon the circumstance. dynamic is done in every office and afterward sent to the president for an official choice. (b; Moderate; p. 458) 26. In an association that has high centralization: a. the corporate base camp is found halfway to branch workplaces. b. all top level authorities are situated inside the equivalent geographic zone. c. top supervisors settle on all the choices and lower level chiefs simply complete bearings. d. move can be made all the more rapidly to take care of issues. (c; Moderate; p. 457-458) 27. The more that lower-level work force give input or are really given the circumspection to decide, the more _____ there is. a. centralization b. decentralization c. work specialization d. departmentalization (b; Moderate; p. 458) 28. On the off chance that a vocation is profoundly formalized, it would exclude which of the accompanying? a. unmistakably characterized systems on work forms b. unequivocal expected set of responsibilities c. high representative occupation prudence d. an enormous number of hierarchical standards (c; Moderate; p. 458) 29. Unequivocal sets of expectations, bunches of rules, and unmistakably characterized strategies concerning work forms are predictable with: a. high formalization. b. high specialization. c. high centralization. d. administration. (a; Moderate; p. 458) 30. Representative watchfulness is contrarily identified with: a. multifaceted nature. b. normalization. c. specialization. d. departmentalization. (b; Challenging; p. 458-459) Regular Organizational Designs 31. Which of coming up next is certifiably not a typical hierarchical plan? basic structure administration brought together structure framework structure (c; Moderate; p. 459) 32. The _____ is described by a low level of departmentalization, wide ranges of control, authority concentrated in a solitary individual, and little formalization. a. administration b. lattice association c. basic structure d. group structure (c; Moderate; p. 460) 33. Which one of coming up next is reliable with a straightforward structure? a. high centralization b. high even separation c. high representative caution d. normalization (a; Moderate; p. 460) 34. The ____ is a level association. administration concentrated structure lattice structure nothing unless there are other options (d; Moderate; p. 460) 35. Basic structures are portrayed by: a. mutual position. b. a thin range of control. c. normalization. d. a low level of departmentalization. (d; Moderate; p. 460) 36. This is most broadly polished in private ventures. basic structure normalization concentrated structure range of control (an; Easy; p. 460) 37. The administration is described by the entirety of the accompanying aside from: a. exceptionally normal working errands. b. formalized guidelines and guidelines. c. undertakings that are assembled into useful divisions. d. decentralized dynamic. (d; Moderate; p. 461) 38. The key hidden all administrations is: a. adaptability. b. normalization. c. double lines of power. d. wide range of control. (b; Easy; p. 460) 39. The ____ is described by exceptionally routine working undertakings accomplished through specialization. basic structure administration concentrated structure framework structure (b; Moderate; p. 461) 40. The quality of the basic structure lies in its: productivity. effortlessness. centralization. range of control. (b; Easy; p. 460) 41. Which of coming up next isn't a shortcoming of the basic structure? It is hazardous. data over-burden There is little solidarity of order. more slow dynamic (c; Moderate; p. 460) 42. The structure that makes double lines of power and consolidates practical and item departmentalization is the: a. authoritative structure. b. organization. c. grid structure. d. virtual association. (c; Moderate; p. 462) 43. The grid structure consolidates which two types of departmentalization? a. process and useful b. utilitarian and item c. item and procedure d. nothing from what was just mentioned (b; Challenging; p. 462) 44. The _____ abuses the solidarity of order idea. a. straightforward structure b. virtual structure c. network structure d. group structure (c; Challenging; p. 462) 45. Which one of the accompanying issues is well on the way to happen in a lattice structure? a. diminished reaction to natural change b. diminished worker inspiration c. loss of economies of scale d. workers getting clashing mandates (d; Moderate; p. 463) 46. The quality of the network structure is its: a. capacity to encourage coordination. b. economies of scale. c. adherence to hierarchy of leadership. d. normalization. (a; Moderate; p. 463) 47. The significant detriment of the lattice structure is: a. the disarray it makes. b. its penchant to encourage power battles. c. the pressure it puts on people. d. the entirety of the abovementioned (d; Challenging; p. 463) New Design Options 48. The essential attributes of the _____ structure are that it separates departmental obstructions and decentralizes dynamic to the degree of the work group. a. virtual b. group c. boundaryless d. authoritative (b; Moderate; p. 463-464) 49. In bigger organiza