Organizational Design Test Questions
Course Introduction
Organizational Design explores the principles and practices involved in structuring organizations to achieve strategic goals and adapt to changing environments. The course examines key frameworks and models for designing formal systems, roles, processes, and relationships that shape organizational effectiveness. Students analyze how factors such as culture, technology, size, and environment influence design decisions and address issues like differentiation, integration, centralization, and decentralization. Through case studies and projects, learners develop the skills to assess organizational structures, recommend improvements, and implement change to support innovation, communication, and sustainable performance.
Recommended Textbook Organization Theory and Design 2nd canadian Edition by Richard L. Daft
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Page 2
Chapter 1: Organizations and Organizational Theory
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Sample Questions
Q1) Because of the Hawthorne Studies, a revolution in worker treatment took place and laid the groundwork for subsequent work examining treatment of workers, leadership, motivation, and human resource management.
A)True
B)False
Answer: True
Q2) A key element of an organization is a building or set of policies and procedures, not the people and their relationships.
A)True
B)False
Answer: False
Q3) Which term refers to the degree to which organizational tasks are subdivided into separate jobs?
A) formalization
B) specialization
C) professionalism
D) centralization
Answer: B
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Chapter 2: Strategy, Organizational Design, and Effectiveness
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Sample Questions
Q1) Describe the internal-process effectiveness measure of economic efficiency.
Answer: The measure looks at the extent to which an organization's internal processes run well, particularly employee-oriented processes.
Q2) Which competing-values approach provides management with structural control and an external focus?
A) open-systems emphasis
B) rational-goal emphasis
C) internal-process emphasis
D) human relations emphasis
Answer: B
Q3) What is the difference between a differentiation strategy and a focus strategy?
Answer: A differentiation strategy involves distinguishing the organization from its competitors, while a focus strategy involves the range of markets or groups the organization is targeting.
Q4) A strategy is a plan for achievement of organizational goals.
A)True
B)False
Answer: True
Page 4
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Chapter 3: Fundamentals of Organizational Structure
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Sample Questions
Q1) What structural device includes periodic reports, written information, and computer-based communications distributed to managers?
A) rules and plans
B) hierarchical referral
C) vertical information systems
D) task forces
Answer: C
Q2) A horizontal structure is characterized by coordination around geographical areas.
A)True
B)False
Answer: False
Q3) It would be logical for a full-time integrator to have no direct subordinates.
A)True
B)False
Answer: True
Q4) Pressure for innovation is sufficient cause for adopting the matrix structure.
A)True
B)False Answer: False
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Chapter 4: The External Environment
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Sample Questions
Q1) Boundary spanners can prevent the organization from stagnating by keeping top managers informed about environmental changes.
A)True
B)False
Q2) Often, decision makers do NOT have sufficient information about environmental factors so they have a difficult time predicting external change. What is this called?
A) cooptation
B) differentiation
C) uncertainty
D) integration
Q3) Once an organization relies on other organizations for valued resources, those other organizations can influence managerial decision making in the original organization.
A)True
B)False
Q4) Discuss organizational differentiation. How is integration connected to differentiation?
Q5) What methods are suggested for dealing effectively with resource dependence?
Q6) Explain the five ways of establishing interorganizational linkages.
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Chapter 5: Interorganizational Relationships
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Sample Questions
Q1) Discuss how the adversarial versus partnership orientations work among students in class. What carryover from the classroom settings at your university will help or hinder interorganizational relationships you may be managing in the future?
Q2) Which of the following is one example of mimetic force?
A) re-engineering
B) accounting standards
C) pollution controls
D) consultant training
Q3) Coercive forces refers to organizations changing to achieve standards of professionalism.
A)True
B)False
Q4) The population ecology model claims that large companies cannot adapt to meet a changing environment, so new companies emerge with the appropriate form and skills to serve new needs.
A)True
B)False
Q5) Why is the following question asked, in the context of a discussion on interorganizational relationships: "Is competition dead?"
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Chapter 6: Designing Organizations for the International Environment
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Sample Questions
Q1) What are the international strategic alliances that companies can choose from to expand globally? Discuss and give an example of each.
Q2) Discuss the global matrix structure. Give an example.
Q3) A joint venture is a separate entity created with two or more active firms as sponsors.
A)True
B)False
Q4) The "not invented here" syndrome makes some managers reluctant to tap into the know-how and expertise of other units.
A)True
B)False
Q5) List the reasons most organizations tap only a fraction of the potential available from the cross-border transfer of knowledge.
Q6) The GLOBE findings are notably different from Hofstede's.
A)True
B)False
Q7) List and discuss the characteristics that distinguish the transnational organization from other global organization forms.
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Chapter 7: Manufacturing and Service Technologies
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Sample Questions
Q1) Routine technologies are characterized by little task variety and the use of objective, computational procedures, whereas engineering technologies tend to be complex because there is substantial variety in the tasks performed.
A)True
B)False
Q2) John Davis just decided to quit his job with General Motors where he worked in an assembly plant. He is going to open his own shop that will install customized mufflers on cars. Using Woodward's framework, explain the differences in the technologies of these two types of organizations. What resulting differences in organization structure should there be?
Q3) Which of the following is Perrow most concerned with?
A) two aspects of technology: variety and analyzability
B) two types of structures that seem to determine which technology is best
C) two aspects of environment that call for a particular structure
D) two types of structures that seem to determine which environment should be enacted
Q4) Do you agree with a top executive who claimed that top-level management is a craft technology? Based on your answer, what can be taught in the classroom about top-level management?
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Chapter 8: Information Technology and Control
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Sample Questions
Q1) Discuss the balanced scorecard.
Q2) Which of the following is (are) a comprehensive management control system that balances traditional financial measures with operational measures relating to a company's critical success factors?
A) benchmarking
B) balanced scorecards
C) management control systems
D) Six Sigma
Q3) Which of the following are typically based on software that can convert large amounts of complex data into pertinent information and provide that information to top managers in a timely fashion?
A) decision support systems
B) executive information systems
C) information reporting systems.
D) TPS
Q4) EIS collects data from transactions such as sales, purchases, and inventory changes, and stores them in a database.
A)True
B)False
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Chapter 9: Organization Size, Life Cycle, and Decline
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Sample Questions
Q1) Discuss how an organization can help smooth the downsizing process and ease tensions for employees who leave and employees who remain.
Q2) Which term is defined as the use of rules, policies, hierarchy of authority, written documentation, standardization, and other mechanisms to standardize behaviour and assess performance?
A) market control
B) bureaucratic control
C) traditional control
D) clan control
Q3) Which of the following is high formalization most closely associated with?
A) organic structure
B) bureaucracy
C) large size
D) responsive style
Q4) The big/small approach may be used to combine small units in order to gain advantages of efficiencies.
A)True
B)False
Q5) Discuss each stage of the life cycle.
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Chapter 10: Organizational Culture and Ethical Values
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Sample Questions
Q1) List and describe the three values incorporated into a strong adaptive culture.
Q2) The adaptability culture encourages entrepreneurial values, norms, and beliefs that support the capacity of the organization to detect, interpret, and translate signals from the environment into new behavioural responses.
A)True
B)False
Q3) Which of the following best describes the culture at 3M, a company whose values promote individual initiative and entrepreneurship?
A) an adaptability culture
B) a mission culture
C) a clan culture
D) a bureaucratic culture
Q4) Companies that put ethics on the back burner in favour of fast growth and short-term profits succeed in the long run.
A)True
B)False
Q5) There are four types of rites: passage, enhancement, renewal, and integration.
A)True
B)False
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Chapter 11: Innovation and Change
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Sample Questions
Q1) In attempting to make a change in his organization, Jake was happy to have a large number of people who were energetic and positive toward the change. Which essential element for successful change does this represent?
A) adoption
B) need
C) resources
D) competition
Q2) Which of the following is characteristic of the ambidextrous approach?
A) using different structures and management processes for creation and for implementation
B) introducing parts of a new procedure while maintaining parts of the old procedure
C) design elements that are important for exploiting new ideas versus the design elements that are most suitable for exploring current capabilities
D) highly skilled employees are used to implement change
Q3) The horizontal coordination model is used primarily for innovations in the administrative core.
A)True
B)False
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13
Chapter 12: Decision-Making Processes
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Sample Questions
Q1) What does the garbage can model show?
A) how poor inputs into decision making result in poor decisions
B) how decisions can be made in mechanistic organizations
C) four streams of events that influence decision making
D) decision making in a stable environment
Q2) Explain what is meant by the bounded rationality perspective of decision making. Provide an example of decision making in your own life in which you can observe the effects of bounded rationality.
Q3) Management science, although cumbersome, cannot produce failures in decision making.
A)True
B)False
Q4) If problem consensus were not achieved relative to a decision that was being made, what would you recommend that managers do first to deal with their decision-making process? After problem consensus had been achieved, would you recommend a different approach?
Q5) Based on the fact that the Carnegie approach relies on rich face-to-face communication, discuss limitations of the approach for organizational decision making.
Q6) What is a problemistic search? What is its role in decision making?
Page 14
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Chapter 13: Conflict, Power, and Politics
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Sample Questions
Q1) What does the term strategic contingencies refer to?
A) events and activities essential for attaining organizational goals
B) environmental factors that have an indirect influence on goal attainment
C) alternative strategic plans to cope with possible environmental changes
D) competitors that may damage corporate standing
Q2) Do you agree with the manager who made the following statement? "As a proponent of cooperative relationships within the organization, I believe that there is no place for the application of power and politics. They are dirty processes that set conflict in motion." Explain your position.
Q3) Two of the four tactics suggested in the textbook for increasing management's power are (1) answer every challenge and (2) get those who can help you indebted to you.
A)True B)False
Q4) Describe the conditions under which a rational model of behaviour might work. How does the rational model compare to the political model?
Q5) Harold Ballard used his coercive power to control the Toronto Maple Leafs.
A)True B)False
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