罗宾斯《管理学》第九版题库10之欧阳地创编.docx

罗宾斯《管理学》第九版题库10之欧阳地创编.docx

《罗宾斯《管理学》第九版题库10之欧阳地创编.docx》由会员分享，可在线阅读，更多相关《罗宾斯《管理学》第九版题库10之欧阳地创编.docx（23页珍藏版）》请在冰点文库上搜索。

罗宾斯《管理学》第九版题库10之欧阳地创编

Chapter10–OrganizationalStructureandDesign

时间：

2021.03.04

创作：

欧阳地

True/FalseQuestions

AMANAGER’SDILEMMA

1.Accordingtotheboxedfeature,“AManager’sDilemma,”Nokiawasonceinvolvedinindustriesrangingfrompapertochemicalsandrubber.

True（moderate）

2.Accordingtotheboxedfeature,“AManager’sDilemma,”Nokiahasbeencompetinginthetelecommunicationsindustrysince1965.

False（moderate）

DEFININGORGANIZATIONALSTRUCTURE

3.Organizationaldesignistheorganization'sformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated.

False（difficult）

4.TheconceptofworkspecializationcanbetracedbackacoupleofcenturiestoAdamSmith'sdiscussionofdivisionoflabor.

True（moderate）

5.Thedegreetowhichtasksinanorganizationaredividedintoseparatejobsisdivisionoflabor.

True（moderate）

6.Historically,manyorganizationshavegroupedworkactionsbyfunctiondepartmentalization.

True（moderate）

7.Groupingjobsonthebasisofproductorcustomerflowistermedcustomerdepartmentalization.

False（moderate）

8.Geographicdepartmentalizationhasgreatlyincreasedinimportanceasaresultoftoday’scompetitivebusinessenvironment

False（moderate）

9.Agroupofindividualswhoareexpertsinvariousspecialtiesandwhoworktogetherisacross-functionalteam.

True（moderate）

10.Authorityistheindividual'scapacitytoinfluencedecisions.

False（difficult）

11.Authorityissynonymouswithresponsibility.

False（easy）

12.Responsibilityistherightsinherentinamanagerialposition.

False（easy）

13.Amanager'sspanofcontrolreferstothenumberofsubordinateswhocanbeeffectivelyandefficientlysupervised.

True（moderate）

14.Theclassicalviewofunityofcommandsuggeststhatsubordinatesshouldhaveonlyonesuperiortowhomtheyreport.

True（easy）

15.Thetrendinrecentyearshasbeentowardsmallerspansofcontrol.

False（easy）

16.Whendecisionstendtobemadeatlowerlevelsinanorganization,theorganizationissaidtobedecentralized.

True（moderate）

17.Decentralizationdescribesthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganization.

False（moderate）

18.Inthelast35years,therehasbeenatrendoforganizationsmovingtowardincreaseddecentralization.

True（easy）

19.Appropriateorganizationalstructuredependsonfourvariables:

theorganization'sstrategy,size,technology,anddegreeofenvironmentaluncertainty.

True（difficult）

20.Standardizationreferstothedegreetowhichjobswithintheorganizationarestandardizedandtheextenttowhichemployeebehaviorisguidedbyrulesandprocedures.

False（moderate）

ORGANIZATIONALDESIGNDECISIONS

21.Anorganicorganizationtendstobecharacterizedbyhighspecialization,extensivedepartmentalization,narrowspansofcontrol,highformalization,alimitedinformationnetwork,andlittleparticipationindecision-makingbylow-levelemployees.

False（moderate）

22.Anorganicorganizationwouldlikelybeveryflexible.

True（moderate）

23.Innovatorsneedtheefficiency,stability,andtightcontrolsofthemechanisticstructure.

False（easy）

24.Therelationshipbetweenorganizationalsizeandstructuretendstobelinear.

False（difficult）

25.JoanWoodwardattemptedtovieworganizationalstructurefromatechnologicalperspective.

True（moderate）

26.Woodwarddemonstratedthatorganizationalstructuresadaptedtotheirtechnology.

True（moderate）

27.Woodward'sfindingssupportthatthereis"onebestway"toorganizeamanufacturingfirm.

False（moderate）

28.Thestrengthofthefunctionalstructureisthatitfocusesonresults.

False（moderate）itisthestrengthofdivisionalstructure.

\\\\\\\

29.Accordingtothetext,afunctionalstructurecreatesstrategicbusinessunits.

False（moderate）

COMMONORGANIZATIONALDESIGNS

30.Projectstructurestendtoberigidandinflexibleorganizationaldesigns.

False（easy）

MultipleChoice

AMANAGER’SDILEMMA

31.Accordingtothecompanyprofilein“AManager’sDilemma,”theorganizationalstructureofNokiaisbestdescribedas______________.

a.mechanistic

b.organic（moderate）

c.centralized

d.formalized

32.ThefactorcontributingthemosttoNokia’ssuccessinthemobilephoneindustryaccordingtothecompanyprofilein“AManager’sDilemma”is______________.

a.newproductdevelopment（moderate）

b.governmentsubsidies

c.nationaltradebarriers

d.weakcompetition

33.______________istheprocessofcreatinganorganization'sstructure.

a.Humanresourcemanagement

b.Leading

c.Organizing（moderate）

d.Planning

e.Departmentalization

DEFININGORGANIZATIONALSTRUCTURE

34.Accordingtothetext,a（n）______________istheformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated.

a.missionstatement

b.environmentalscan

c.internalresourceanalysis

d.organizationalstructure（moderate）

35.Whichofthefollowingisnotoneofthesixkeyelementsinorganizationaldesign?

a.workspecialization

b.departmentalization

c.chainofcommand

d.bureaucraticdesign（difficult）

e.spanofcontrol

36.Workspecializationisalsoknownas______________.

a.departmentalization.

b.centralization.

c.spanofcontrol.

d.formalization.

e.divisionoflabor.（easy）

37.Theterm______________isusedtodescribethedegreetowhichtasksinanorganizationaredividedintoseparatejobs.

a.workethics

b.managerialcapitalism

c.socialresponsibility

d.workspecialization（moderate）

38.Whendidtheideaofenlarging,ratherthannarrowing,jobscopebegin?

a.1950s

b.1960s（moderate）

c.1970s

d.1980s

e.1990s

39.Whichofthefollowingisnotanexampleoftheclassicalviewofdivisionoflabor?

a.assembly-lineproduction

b.BurgerKing

c.TacoBell

d.TQM（moderate）

e.KentuckyFriedChicken

40.______________isthebasisonwhichjobsaregroupedinordertoaccomplishorganizationalgoals.

a.Departmentalization（moderate）

b.Centralization

c.Formalization

d.Coordination

e.Efficiency

41.Alocalmanufacturingorganizationhasgroupsofemployeeswhoareresponsibleforsales,marketing,accounting,humanresources,etc.Theseareexamplesofwhatconcept?

a.authority

b.chainofcommand

c.empowerment

d.departmentalization（moderate）

e.socialgrouping

42.Groupingsportingequipmentinonearea,men'sclothinginanotherarea,andcosmeticsinathirdarea,isanexampleofwhatkinddepartmentalization?

a.customer

b.product（easy）

c.geographic

d.process

e.outcome

43.Salesresponsibilitiesdividedintothesouthwest,midwest,southern,northern,andwesternregionswouldbeanexampleof______________departmentalization.

a.product

b.geographic（easy）

c.process

d.outcome

e.customer

44.Groupingactivitiesonthebasisofcustomerflowis______________.

a.functionaldepartmentalization.

b.productdepartmentalization.

c.geographicaldepartmentalization.

d.processdepartmentalization.（moderate）

e.technologicaldepartmentalization.

45.Whattypeofdepartmentalizationexpectsthateachdepartmentwillspecializeinonespecificphaseoftheprocessorproductproduction?

a.product

b.geographic

c.process（easy）

d.outcome

e.customer

46.Whatkindofdepartmentalizationwouldbeinplaceinagovernmentorganizationwheredifferentpublicserviceresponsibilitiesaredividedintoactivitiesforemployers,children,andthedisabled?

a.product

b.geographic

c.process

d.outcome

e.customer（moderate）

47.Whichofthefollowingisnotaformofdepartmentalizationsuggestedbyyourtext?

a.functionaldepartmentalization

b.productdepartmentalization

c.geographicaldepartmentalization

d.processdepartmentalization

e.technologicaldepartmentalization（difficult）

48.Today'scompetitivebusinessenvironmenthasgreatlyincreasedtheimportanceofwhattypeofdepartmentalization?

a.geographic

b.customer（difficult）

c.product

d.process

e.outcome

49.Accordingtothetext,managersareusing______________,whicharegroupsofindividualswhoareexpertsinvariousspecialtiesandwhoworktogether.

a.specializedteams

b.cross-demandedteams

c.cross-functionalteams（moderate）

d.simplestructuredteams

50.Whichofthefollowingisacontemporaryadditiontothehistoricalviewofdepartmentalization?

a.increasedrigidity

b.cross-functionalteams（moderate）

c.enhancedcentralization

d.eliminationofproductdepartmentalization

e.additionofsalesdepartmentalization

51.Bringingtogetherthecompany'slegalcounsel,researchengineer,andmarketingspecialistforaprojectisanexampleofa（n）______________.

a.empoweredteam.

b.processdepartmentalization.

c.productdepartmentalization.

d.cross-functionalteam.（moderate）

e.continuousimprovementteam.

52.The______________isthecontinuouslineofauthoritythatextendsfromupperorganizationallevelstothelowestlevelsandclarifieswhoreportstowhom.

a.chainofdemand

b.chainofcommand（easy）

c.demandhierarchy

d.continuousdesignstructure

53.Towhomaworkerreportsconcernswhichaspectoforganizationalstructure?

a.chainofcommand（moderate）

b.departmentalization

c.paystructure

d.lineofcommand

e.authorityframework

54.______________entitlesamanagertodirecttheworkofasubordinate.

a.Responsibility

b.Legitimatepower

c.Rank

d.Operatingresponsibility

e.Authority（moderate）

55.______________istheobligationtoperformassignedactivities.

a.Authority

b.Responsibility（easy）

c.Chainofcommand

d.Unityofcommand

e.Formalization

56.The______________principle（oneofFayol’s14principlesofmanagement）helps