1、Management,11e(Robbins/Coulter)Chapter11AdaptiveOrganizationalDesignEmployeeempowermentiscrucialinorganizationswithteamstructuresbecausenolineofmanagerialauthorityflowsfromtoptobottominsuchorganizations.Answer:TRUEPageRef:289Objective:1Difficulty:EasyClassification:ConceptualOneuniqueaspectofthematr

2、ixstructureisthatitcreatesadualchainofcommand.Answer:TRUEPageRef:290Objective:1Difficulty:EasyClassification:ConceptualProjectstructurestendtoberigidorganizationaldesigns,withthedepartmentalizationandorganizationalhierarchyslowingdownthedecisionmakingprocess.Answer:FALSEPageRef:290Objective:1Difficu

3、lty:EasyClassification:ConceptualThehorizontalboundariesimposedbyworkspecializationanddepartmentalizationareapartofanorganizationsexternalboundaries.Answer:FALSEPageRef:291Objective:1Difficulty:EasyClassification:ConceptualAvirtualorganizationtypicallyconsistsofasmallcoreoffull-timeemployeesandoutsi

4、despecialiststemporarilyhiredasneededtoworkonprojects.Answer:TRUEPageRef:291Objective:1Difficulty:EasyClassification:ConceptualThevirtualorganizationisoftencalledamodularorganizationbymanufacturingfirms.Answer:FALSEPageRef:291Objective:1Difficulty:EasyClassification:ConceptualInalearningorganization

5、,employeescontinuallyacquireandsharenewknowledgeandapplythatknowledgeinmakingdecisionsordoingtheirwork.Answer:TRUEPageRef:292Objective:1Difficulty:EasyClassification:ConceptualCollaborativeworkincreasescommunicationandcoordinationamongparticipants.Answer:TRUEPageRef:293Objective:2Difficulty:EasyClas

6、sification:ConceptualInacross-functionalteamtherearenoartificialboundariesandthus,theteamfocusesonworkingtogethertoachieveorganizationalgoals.Answer:TRUEPageRef:294Objective:2Difficulty:EasyClassification:ConceptualAtaskforceisapermanentcommitteeorteamformedtotacklealong-termproblemaffectingseverald

7、epartmentsofanorganization.Answer:FALSEPageRef:294Objective:2Difficulty:EasyClassification:ConceptualCommunitiesofpracticerefertogroupsofpeoplewhoshareaconcern,asetofproblems,orapassionaboutatopic,andwhodeepentheirknowledgeandexpertiseinthatareabyinteractingonanongoingbasis.Answer:TRUEPageRef:295Obj

8、ective:2Difficulty:EasyPageRef: Classification:ConceptualInordertomakecommunitiesofpracticeeffective,itisimportanttoremoveanysortofmanagerialsupervision.Answer:FALSEPageRef:295Objective:2Difficulty:EasyClassification:ConceptualOpeninnovationreferstoopeningupthesearchfornewideasbeyondtheorganizations

9、boundariesandallowinginnovationstoeasilytransferinwardandoutward.Answer:TRUEPageRef:296Objective:2Difficulty:EasyClassification:ConceptualStrategicpartnershipsarecollaborativerelationshipsbetweentwoormoreorganizationsinwhichtheycombinetheirresourcesandcapabilitiesforsomebusinesspurpose.Answer:TRUEPa

10、geRef:296Objective:2Difficulty:EasyClassification:ConceptualTelecommutingisaworkarrangementinwhichemployeesworkathomeandarelinkedtotheworkplacebytelephone.Answer:FALSEPageRef:297Objective:3Difficulty:EasyClassification:ConceptualAcompressedworkweekisaworkweekwhereemployeesworklongerhoursperdaybutfew

11、erdaysperweek.Answer:TRUEPageRef:299Objective:3Difficulty:EasyClassification:ConceptualAnorganizationfindsitveryeasytodifferentiatebetweenindependentandnon-independentcontractors.Answer:FALSEObjective:4Difficulty:EasyClassification:ConceptualCompanieshavetopaySocialSecurity,Medicare,andunemploymenti

12、nsurancetaxesforworkersclassifiedasindependentcontractors.Answer:FALSEPageRef:300Objective:4Difficulty:ModerateClassification:ConceptualAmajorstructuraldesignchallengeformanagerstoday,istofindawaytoofferflexibilityandatthesametimekeepwidelydispersedandmobileemployeesconnectedtotheorganization.Answer

13、:TRUEPageRef:301Objective:5Difficulty:EasyClassification:ConceptualResearchershaveconcludedthatthestructuresandstrategiesoforganizationsworldwidearevastlydifferentfromoneanother.Answer:FALSEPageRef:301Objective:5Difficulty:EasyClassification:ConceptualWhichofthefollowingisanadvantageofateamstructure

14、?Itempowersemployeesandmakesthemmoreinvolved.Itestablishesaclearlineofmanagerialauthority.Itreducesthepressureonteamstoperform.Itseparatesdifferentfunctionalgroups.Answer:APageRef:289Topic:CommonOrganizationalDesignsObjective:1Difficulty:ModerateClassification:ConceptualInastructure,noclearchainofco

15、mmandexists.teamprojectPageRef: mechanisticfunctionalAnswer:APageRef:289Objective:1Difficulty:EasyClassification:ConceptualWhichofthefollowingisadisadvantageofamatrixstructure?Itincreasesthecomplexityofassigningpeopletoprojects.Itslowsdownthedecisionmakingprocess.Itreducesorganizationalresponsivenes

16、s.Itleadstolowermoraleamongteammembers.Answer:APageRef:289Topic:CommonOrganizationalDesignsObjective:1Difficulty:ModerateClassification:ConceptualInwhichofthefollowingorganizationaldesignsisthereagreaterlikelihoodoftaskandpersonalityconflicts?simplestructuresfunctionalstructuresprojectstructuresteam

17、structuresAnswer:CPageRef:289Objective:1Difficulty:EasyClassification:ConceptualInwhichofthefollowingorganizationaldesignsareemployeesmostlikelytoexperiencecommunicationdifficulties?teamstructuresmatrixstructuresprojectstructuresboundarylessstructuresAnswer:DObjective:1Difficulty:EasyClassification:

18、ConceptualEmployeeempowermentisacrucialaspectofwhichtypeoforganizationaldesign?bureaucraticstructuressimplestructuresfunctionalstructuresteamstructuresAnswer:DPageRef:289Topic:CommonOrganizationalDesignsObjective:1Difficulty:EasyClassification:ConceptualThestructureassignsspecialistsfromdifferentfun

19、ctionaldepartmentstoworkonprojectsbeingledbyaprojectmanager.divisionalfunctionalsimplematrixAnswer:DPageRef:300Topic:CommonOrganizationalDesignsObjective:1Difficulty:EasyClassification:ConceptualWhichofthefollowingisacharacteristicofamatrixorganization?Itconformstotheunityofcommandprinciple.Itconsis

20、tsofoutsidespecialistswhoaretemporarilyhiredtoworkonprojects.Ithasformaldepartmentstowhichemployeesreturnaftercompletingaproject.Itisfreeofbothinternalandexternalboundaries.Answer:CPageRef:290Objective:1Difficulty:ModerateClassification:ConceptualAmatrixstructureviolateswhichimportantelementoforgani

21、zationaldesign?unityofcommandspanofcontrolteamsizedecentralizationAnswer:APageRef:290Topic:CommonOrganizationalDesignsObjective:1Difficulty:ModerateClassification:ConceptualAdualchainofcommandisthekeycharacteristicofthestructure.matrixprojectteamvirtualAnswer:APageRef:290Objective:1Difficulty:EasyCl

22、assification:ConceptualInamatrixstructure,afunctionalmanagerhasauthorityoverallofthefollowing,EXCEPTpromotingfunctionalmembersmakingsalaryrecommendationsconductingannualreviewstheperformanceoffunctionalmembersonprojectsAnswer:DPageRef:290Objective:1Difficulty:ModerateClassification:ConceptualAllwork

23、inprojectstructuresisperformedby.teamsfunctionsoutsidespecialistsinformalgroupsAnswer:APageRef:290Topic:CommonOrganizationalDesignsObjective:1Difficulty:EasyClassification:ConceptualWhichofthefollowingisacharacteristicofaprojectstructure?Ithasnoformaldepartments.Itcreatesahighlevelofteamloyalty.Itha

24、sarigidorganizationalhierarchy.Ithasaveryslowdecisionmakingprocess.Answer:APageRef:290Objective:1Difficulty:ModerateClassification:ConceptualWhichofthefollowingorganizationaldesignshasnorigidandpredefinedstructure?matrixstructuresboundarylessorganizationssimplestructuresfunctionalorganizationsAnswer

25、:BPageRef:291Objective:1Difficulty:EasyClassification:ConceptualWorkspecializationanddepartmentalizationconstitutetheboundariesofanorganization.externalhorizontalinternalverticalexternalverticalinternalhorizontalAnswer:DPageRef:291Objective:1Difficulty:EasyClassification:ConceptualOrganizationalleve

26、lsandhierarchiesareapartofanorganizationsboundaries.externalhorizontalinternalverticalexternalverticalinternalhorizontalAnswer:BPageRef:291Objective:1Difficulty:EasyClassification:ConceptualIntermsoforganizationaldesign,externalboundariesrefertotheboundariesthatseparate.anorganizationspermanentworkf

27、orcefromitscontingentworkforceanorganizationstop-managementfromitsmiddle-andlower-managementanorganizationfromitscustomers,suppliers,andotherstakeholdersanorganizationfromitsdivisionsinothercountriesAnswer:CPageRef:291Objective:1Difficulty:ModerateClassification:ConceptualAvirtualorganization.isstru

28、cturallycomplexhasafairlylargefull-timeworkforcehiresoutsidespecialistsonaprojectbasishasahighdegreeofdepartmentalizationAnswer:CPageRef:291Topic:CommonOrganizationalDesignsObjective:1Difficulty:ModerateClassification:ConceptualThemanagementatRangerOilCorporation(ROC)decidestooutsourcefunctionssucha

29、saccounting,payroll,andhumanresources,therebyallowingthemtofocusonwhattheydobest-oilexplorationanddistribution.ThemanagementisaimingtoturnROCintoa.teamorganizationmatrixorganizationprojectorganizationnetworkorganizationAnswer:DPageRef:291Topic:CommonOrganizationalDesignsAACSB:AnalyticSkillsObjective

30、:1Difficulty:ModerateClassification:ApplicationNetworkorganizations.tendtoperformallworkactivitiesin-housearealsocalledmodularorganizationsbymanufacturingfirmsgenerallyfailtodeveloptheircorecompetencieshaverigidandclearlydefinedboundariesAnswer:BPageRef:291-292Objective:1Difficulty:ModerateClassific

31、ation:ConceptualAorganizationisanorganizationthathasdevelopedthecapacitytocontinuouslyacquireknowledge,adapt,andchange.learningmechanisticprogrammedfunctionalAnswer:APageRef:292Objective:1Difficulty:EasyClassification:ConceptualWhichofthefollowingisacharacteristicofalearningorganization?contingentwo

32、rkforcemultiplestructuralandphysicalbarriersempoweredworkteamsseveralmanagerialrolestodirectandcontrolemployeesAnswer:CPageRef:292Topic:CommonOrganizationalDesignsObjective:1Difficulty:ModerateClassification:ConceptualInordertosucceedintodaysworld,organizationsneedto.bemoreflexibleinhowworksgetdonep

33、acethemselveswhenitcomestoinnovationstrictlyfollowthetop-downdecisionmakingapproachadoptnarrowly-definedfunctionalarrangementsAnswer:APageRef:293Objective:2Difficulty:EasyClassification:ConceptualWhichofthefollowingistrueregardingthebenefitsofcollaborativework?Theparticipantshavesimilarviewsandsimil

34、argoals.Thelogisticsofcoordinationiseasilyachieved.Itincreasescommunicationamongparticipants.Itminimizesinterpersonalconflicts.Answer:CPageRef:293Objective:2Difficulty:ModerateClassification:ConceptualWhichofthefollowingisadrawbackofcollaborativework?Itdecreasescommunicationandcoordinationamongthepa

35、rticipants.Itreducesthelevelofcreativityandproducesfewerideas.Itcanbeeffectivelyappliedonlytosimpleproblems.Itispossiblethatparticipantsmayhaveopposingviewsandcompetinggoals.Answer:DPageRef:293Objective:2Difficulty:ModerateClassification:ConceptualWhichofthefollowingisastructuraloptionthatanorganiza

36、tionshouldconsiderforinternalcollaboration?jointventurescommunitiesofpracticeopeninnovationstrategicpartnershipsAnswer:BPageRef:294Objective:2Difficulty:EasyClassification:ConceptualOhmSoftwarepromptsrepresentativesfromitssoftwaredevelopmentteamaswellasitssalesandmarketingteamtoreviewandmonitorthepe

37、rformanceofitsproductandserviceinnovations.Thisisanexampleofa.taskforcecommunityofpracticejointventurecross-functionalteamAnswer:DPageRef:294Objective:2Difficulty:EasyClassification:ConceptualTheemployeesofafirmsR&Dwingandsalesandmarketingdepartmentwereaskedtoformteams.Withintheseteams,themembersfro

38、mR&Dwererequiredtoexplainthefeaturesofthenewproductsindetailtotheemployeesofthesalesandmarketingdepartment.Thishelpedthesalesandmarketingteamtopromotethecompanysproductsbetter.Thisanexampleoftheuseof.cross-functionalteamstaskforcescommunitiesofpracticecross-culturalteamsAnswer:APageRef:294AACSB:Anal

39、yticSkillsObjective:2Difficulty:ModerateClassification:ApplicationAtemporarycommitteeformedtotackleaspecificshort-termproblemaffectingseveraldepartmentsisknownasataskforcecommunityofpracticestrategicpartnershipjointventureAnswer:APageRef:294Objective:2Difficulty:EasyClassification:ConceptualAtaskfor

40、ceisalsocalleda(n).matrixstructurecommunityofpracticeadhoccommitteestrategicpartnershipAnswer:CPageRef:294Objective:2Difficulty:EasyClassification:ConceptualWhichofthefollowingistrueregardingtaskforces?Theyhavealongerlifespanthancross-functionalteams.Teammembersarenotrequiredtoperformanyothertaskswh

41、ileservingonthetaskforce.Theteamtakesonnewerissuesorproblemsasolderonesgetresolved.Theytacklespecificshort-termproblemsaffectingseveraldepartments.Answer:DPageRef:294Objective:2Difficulty:ModerateClassification:Conceptualrefertogroupsofpeoplewhoshareaconcern,asetofproblems,orapassionaboutatopic,andw

42、hodeepentheirknowledgeandexpertiseinthatareabyinteractingonanongoingbasis.CommunitiesofpracticeStrategicpartnershipsCross-functionalcommunitiesTaskforcesAnswer:APageRef:295Objective:2Difficulty:EasyClassification:ConceptualWhichofthefollowingwillhelpinmakingcommunitiesofpracticesuccessful?conducting

43、face-to-facemeetings,insteadofonlinemeetingshavingclearaccountabilityandmanagerialoversightencouragingmemberstonurturecompetinggoalsfocusingonsimpleandroutineissues,thatcanbeeasilytackledAnswer:BPageRef:295Objective:2Difficulty:ModerateClassification:ConceptualSearchingfornewideasbeyondanorganizatio

44、nsboundariesandallowingchangestoeasilytransferinwardandoutwardisknownas.strategicpartneringknowledgemanagementorganizationalosmosisopeninnovationAnswer:DPageRef:296Objective:2Difficulty:EasyClassification:ConceptualAcellphonemakerhascreatedadigitalplatformthatallowsittodirectlyinteractwithitscustome

45、rs.Customersareallowedtoposttheirideasregardingthefeaturestheywantinthephonesthatthecompanyplanstolaunch.Whatisthisprocessofinteractionbetweenthecompanyanditscustomersknownas?openinnovationstrategicpartnershipjointventuringknowledgemanagementAnswer:APageRef:296AACSB:AnalyticSkillsObjective:2Difficul

46、ty:ModerateClassification:ApplicationWhichofthefollowingisanadvantageofopeninnovation?Itcanbeimplementedeveniftheorganizationfollowsarigidstructure.Itrequiresminimalsupportfromtopmanagement.Itgivescustomersavoiceandallowsthemtobeheard.Itrequiresfew,ifany,changesinthewayknowledgeisshared.Answer:CPage

47、Ref:296Objective:2Difficulty:ModerateClassification:ConceptualWhichofthefollowingisadrawbackofopeninnovation?Itincreasesthelevelofriskassociatedwithproductdevelopment.Itdivertstheorganizationsattentionawayfromthemarketplace.Itnurturesexternalrelationshipsbutnotinternalones.Itrequiresextensivesupport

48、.Answer:DPageRef:296Objective:2Difficulty:ModerateClassification:ConceptualCmunitiesofpracticestrategicpartnershipsadhocorganizationsorganizationaltaskforcesAnswer:BPageRef:296Objective:2Difficulty:EasyClassification:ConceptualAmotesefficienciesbecauseofitsflexibleandinformal

49、arrangementsPageRef:297leadstodysfunctionalconflict,asopposedtosynergy,amongthepartiesinvolvedentailsalotofpaperworkwhencreatinganddisbandingprojectsdoesnotalloweitherfirmtoretainitsbrandidentityAnswer:APageRef:296Objective:2Difficulty:ModerateClassification:ConceptualWhichofthefollowingisacharacter

50、isticofastrategicpartnership?Itallowsmultiplepartiestosharetherisksandexpenses.Itcanaccommodateonlyasmallnumberofparticipants.Itprovidesaccesstonewmarketsandtechnologies.Itpreventsrivalfirmsfromcollaborating.Answer:APageRef:296-297Objective:2Difficulty:ModerateClassification:Conceptualisaworkarrange

51、mentinwhichemployeesworkathomeandarelinkedtotheworkplacebycomputer.OutsourcingCoworkingTelecommutingHotdeskingAnswer:CPageRef:297Objective:3Difficulty:EasyClassification:ConceptualWhichofthefollowingisthebestoptionforaqualified,femaleemployeewithababywishingtoworkfromhome?telecommutingjobsharingflex

52、timecompressedworkweeksAnswer:AAACSB:AnalyticSkillsObjective:3Difficulty:ModerateClassification:ApplicationWhichamongthefollowingisthebestwaytoconvinceemployeestobecomeremoteworkers?Bytellingthemthattelecommutingeventuallyblursthelinebetweenworkandhome.Bypointingtothepayincreaseemployeeswouldreceive

53、frommoneysavedthroughtelecommuting.Bytellingthemthattheyareunlikelytomissthecamaraderieandsocialexchangesoftheworkplace.Byofferingfreehigh-speedInternetaccessandofficefurniture.Answer:BPageRef:297-298Objective:3Difficulty:ModerateClassification:ConceptualAcompressedworkweekisonewherein.employeeswork

54、longerhoursperdaybutfewerdaysperweekemployeesworkthesamenumberofhoursperweekbutdomoreworkemployeesworkfewerdaysperweekbutalsodolesserworkemployeesworkforalessernumberofhoursperdayintheweekAnswer:APageRef:299Objective:3Difficulty:ModerateClassification:ConceptualThemostcommonarrangementinacompressedw

55、orkweekis.four10-hourdaysthree12-hourdaysfollowedbyone4-hourdayfive8-hourdaysfour9-hourdaysfollowedbyone4-hourdayAnswer:APageRef:299Objective:4Difficulty:ModerateClassification:ConceptualAscheduletypicallydesignatescertaincommoncorehourswhenallemployeesarerequiredtobeonthejob,butallowsstarting,endin

56、g,andlunch-hourtimestovary.telecomputingflextimejobsharingcompressedworkweekAnswer:BPageRef:299Objective:3Difficulty:EasyClassification:ConceptualBrentworksintheaccountsdepartmentatasmallfirm.Allemployeesathisfirmareexpectedtoclock-in40hoursofworkperweek.Afterfiveyearsintheworkforce,Brentdecidestogo

57、backtoschoolbutonapart-timebasis.Theclassesheistakingarecurrentlyscheduledforthreedaysinaweek,between3to6pm.WhichofthefollowingworkarrangementsismostsuitableforBrentssituation?flextimetelecommutingfulltimejobsharingcompressedworkweekAnswer:APageRef:299AACSB:AnalyticSkillsObjective:4Difficulty:Modera

58、teClassification:ApplicationThepracticeofhavingtwoormorepeoplesplitafull-timejobisknownas.moonlightingjobrotationjobsharingtempingAnswer:CPageRef:299Objective:3Difficulty:EasyClassification:ConceptualTemporary,freelance,munitiesofpracticecontingentworkerspassivelaborvirtualemployeesAnswer:BPageRef:2

59、99Objective:4Difficulty:EasyClassification:ConceptualContingentworkersonamoviesetareanexampleofworkersinaorganization.learningsimpledivisionalprojectAnswer:DPageRef:300Objective:4Difficulty:EasyClassification:ConceptualWhichofthefollowingisoneofthemainissuesbusinessesfacewiththeircontingentworkers?classifyingwhoactuallyqualifiesasacontingentworkerdecidingtheremunerationforcontingentworkersallocatingworkresourcestocontingentworkersprovidingtheoptionofacompressedworkweek