Organizational Design
Textbook Exam Questions
Course Introduction
Organizational Design explores the frameworks, processes, and strategies used to structure organizations effectively in order to achieve their goals. The course examines key elements such as hierarchy, departmentalization, coordination mechanisms, and control systems, focusing on how different organizational structures impact communication, decision-making, and overall performance. Students will analyze case studies across industries to understand the influence of environment, technology, and culture on organizational design, and learn how leaders can realign structures in response to dynamic business challenges. By the end of the course, students will be equipped with practical tools for diagnosing organizational problems and recommending structural solutions that foster adaptability, efficiency, and innovation.
Recommended Textbook
Organization Theory and Design 2nd canadian Edition by Richard L. Daft
Available Study Resources on Quizplus
13 Chapters
984 Verified Questions
984 Flashcards
Source URL: https://quizplus.com/study-set/1084
Page 2
Chapter 1: Organizations and Organizational Theory
Available Study Resources on Quizplus for this Chatper
81 Verified Questions
81 Flashcards
Source URL: https://quizplus.com/quiz/21405
Sample Questions
Q1) 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
Q2) Which of the following provides a description of the internal characteristics of an organization?
A) contextual dimensions
B) contingency analysis
C) organizational dynamics
D) structural dimensions
Answer: D
Q3) In the learning organization, the vertical structure that creates distance between managers at the top and workers in the technical core is disbanded.
A)True
B)False
Answer: True
To view all questions and flashcards with answers, click on the resource link above.
Page 3
Chapter 2: Strategy, Organizational Design, and Effectiveness
Available Study Resources on Quizplus for this Chatper
81 Verified Questions
81 Flashcards
Source URL: https://quizplus.com/quiz/21406
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) A defender strategy is concerned with internal efficiency and control to produce reliable, high-quality products for steady customers.
A)True
B)False
Answer: True
Q3) The rational goal emphasis incorporates the values of an internal focus and a flexible structure, whereas the internal process emphasis reflects the values of internal focus and structural control.
A)True
B)False
Answer: False
Q4) 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.
Page 4
To view all questions and flashcards with answers, click on the resource link above.
Chapter 3: Fundamentals of Organizational Structure
Available Study Resources on Quizplus for this Chatper
68 Verified Questions
68 Flashcards
Source URL: https://quizplus.com/quiz/21407
Sample Questions
Q1) What element of organizational structure deals with the pattern of interactions among employees?
A) the design of systems to ensure effective communication, coordination, and integration of effort across each position
B) the identification of the tasks and processes for each position within the organization
C) the grouping together of individuals into departments and of departments into the total organization
D) designating formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors
Answer: A
Q2) Rules and plans are lower on the ladder of mechanisms for vertical linkage than is adding positions to the hierarchy.
A)True
B)False
Answer: True
To view all questions and flashcards with answers, click on the resource link above. Page 5
Chapter 4: The External Environment
Available Study Resources on Quizplus for this Chatper
80 Verified Questions
80 Flashcards
Source URL: https://quizplus.com/quiz/21408
Sample Questions
Q1) Transferring or exchanging executives offers a method of establishing favourable linkages with external organizations.
A)True
B)False
Q2) Which of the following characterizes the mechanistic process?
A) knowledge and control of tasks that are decentralized within the organization
B) loosely defined tasks
C) a strict hierarchy of authority and control
D) horizontal communication
Q3) Dave Dunn is a militant member of a faculty union. When the union's negotiating committee is reporting to a meeting of the faculty, he always finds fault with the work of that committee and strongly advocates striking. When a member of the negotiating committee resigns because of illness, the union's executive committee appoints Dave to take his place. What is this is an example of?
A) formal strategic alliance
B) cooptation
C) change of domain
D) public relations
Q4) How might an economic recession affect the design of organizations?
To view all questions and flashcards with answers, click on the resource link above. Page 6
Chapter 5: Interorganizational Relationships
Available Study Resources on Quizplus for this Chatper
73 Verified Questions
73 Flashcards
Source URL: https://quizplus.com/quiz/21409
Sample Questions
Q1) The major reasons for collaboration between organizations are sharing risks when entering new markets, mounting expensive new programs, reducing costs, and enhancing organizational profile in selected industries or technologies.
A)True
B)False
Q2) Which of the following do managers need to manage in an environment of a community of organizations?
A) profit making
B) stakeholders
C) horizontal structures
D) competition
Q3) The four perspectives of a framework of interorganizational relationships include resource dependency, population ecology, collaborative network, and re-engineering.
A)True
B)False
Q4) Explain and contrast the various processes by which institutional similarity occurs.
To view all questions and flashcards with answers, click on the resource link above. Page 7
Chapter 6: Designing Organizations for the International Environment
Available Study Resources on Quizplus for this Chatper
79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/21410
Sample Questions
Q1) High uncertainty avoidance means that people accept inequality in power among institutions, organizations, and people.
A)True
B)False
Q2) Network coordinators would enable a manufacturing organization to provide knowledge and integrated solutions across multiple businesses, divisions, and countries for a large customer.
A)True
B)False
Q3) In many instances, companies will need to respond to both global and local opportunities simultaneously, in which case the global matrix structure can be used.
A)True
B)False
Q4) Having a presence in multiple countries provides firms with more marketing power and synergy compared to the same-size firm that has a presence in fewer countries.
A)True
B)False
Q5) Discuss the global matrix structure. Give an example.
To view all questions and flashcards with answers, click on the resource link above. Page 8
Chapter 7: Manufacturing and Service Technologies
Available Study Resources on Quizplus for this Chatper
81 Verified Questions
81 Flashcards
Source URL: https://quizplus.com/quiz/21411
Sample Questions
Q1) Span of control is the number of employees who report to a single manager or supervisor and is normally influenced by departmental technology.
A)True
B)False
Q2) Research suggests that FMS can become a competitive burden, rather than a competitive advantage, unless organizational structures and management processes are redesigned to take advantage of the new technology.
A)True
B)False
Q3) What kind of technology is employed by an oil explorer using a divining rod to decide where to begin drilling operations?
A) routine
B) craft
C) engineering
D) high analyzability
Q4) How is organization structure related to technology? Explain.
Q5) A baseball team is an example of pooled interdependence.
A)True
B)False
To view all questions and flashcards with answers, click on the resource link above. Page 9
Chapter 8: Information Technology and Control
Available Study Resources on Quizplus for this Chatper
72 Verified Questions
72 Flashcards
Source URL: https://quizplus.com/quiz/21412
Sample Questions
Q1) Describe your use of explicit knowledge when you prepare for an examination. Do you also use tacit knowledge as you prepare? Explain.
Q2) Contrast key characteristics of traditional interorganizational relationships versus emerging interorganizational relationships relative to both suppliers and customers.
Q3) Which of the following is an important aspect of an integrated enterprise?
A) Six Sigma
B) networking
C) supply-chain management
D) the intranet
Q4) Describe ERP systems.
Q5) Which of the following can create a level of cooperation if managers approach it with an attitude of trust and partnership?
A) enterprise integration
B) networking
C) knowledge management
D) enterprise resource planning
Q6) Describe how interorganizational relationships can be affected by technology in business today.
To view all questions and flashcards with answers, click on the resource link above. Page 10
Chapter 9: Organization Size, Life Cycle, and Decline
Available Study Resources on Quizplus for this Chatper
74 Verified Questions
74 Flashcards
Source URL: https://quizplus.com/quiz/21413
Sample Questions
Q1) Tyler Jones is the CEO of a medium-sized manufacturer of bedding and blankets. Tyler insists on making all decisions on what styles are manufactured; the type of material that will be used in each; the sources from which the company will purchase yard goods, thread, and buttons; and the shippers the company will use. Which of the following terms describes this company?
A) routinized
B) centralized
C) formalized
D) standardized
Q2) Which of the following is high formalization most closely associated with?
A) organic structure
B) bureaucracy
C) large size
D) responsive style
Q3) Increased training can substitute for bureaucratic rules and procedures.
A)True
B)False
Q4) Describe Weber's dimensions of bureaucracy and bases of organizational authority.
Q5) Describe the differences between large and small organizations.
To view all questions and flashcards with answers, click on the resource link above. Page 11
Chapter 10: Organizational Culture and Ethical Values
Available Study Resources on Quizplus for this Chatper
73 Verified Questions
73 Flashcards
Source URL: https://quizplus.com/quiz/21414
Sample Questions
Q1) Which two dimensions are represented on the matrix that plots the relationship of environment and strategy to corporate culture?
A) (1) internal vs. external; (2) flexible vs. stable
B) (1) prospector vs. defender; (2) simple vs. complex
C) (1) flexible vs. stable; (2) internal vs. environmental
D) (1) open vs. closed; (2) strategic vs. operative
Q2) Which of the following arises in a situation concerning right and wrong when values differ?
A) culture problem
B) legal issue
C) social responsibility issue
D) ethical dilemma
Q3) Every day, business people make choices about whether to be honest or deceitful with suppliers, treat employees with respect or disdain, and be a good or a harmful corporate citizen. Which of the following guides these decisions?
A) managerial ethics
B) whistle-blowing policies
C) codes of ethics
D) cultural norms
To view all questions and flashcards with answers, click on the resource link above.
Page 12
Chapter 11: Innovation and Change
Available Study Resources on Quizplus for this Chatper
75 Verified Questions
75 Flashcards
Source URL: https://quizplus.com/quiz/21415
Sample Questions
Q1) Corporate downsizing is an example of top-down structure change.
A)True
B)False
Q2) A noted change agent once said. "Change management is not for the faint of heart." Discuss.
Q3) 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
Q4) Compare and contrast the dual-core approach and the ambidextrous approach.
Q5) Which type of change is strategic?
A) changing domain
B) installation of teams
C) culture
D) development of interorganizational relationships
Q6) What is a venture team?
Q7) Discuss the stages of change-commitment process.
To view all questions and flashcards with answers, click on the resource link above. Page 13
Chapter 12: Decision-Making Processes
Available Study Resources on Quizplus for this Chatper
73 Verified Questions
73 Flashcards
Source URL: https://quizplus.com/quiz/21416
Sample Questions
Q1) Which of the following is the stage in which alternative courses of action are considered and one is chosen and implemented?
A) the first three steps of the rational approach, called problem recognition
B) the last four steps of the rational approach, called problem solution
C) programmed decision
D) bounded rationality
Q2) In the Paramount Pictures example in the textbook, what style of decision making did Sherry Lansing use in selecting films to make?
A) intuitive
B) high-velocity escalation
C) marketing research, comparable to the rational approach
D) scientific management
Q3) Intuition should NOT be used in organizational decision making.
A)True
B)False
Q4) In intuitive decision making, experience and judgment rather than sequential logic or explicit reasoning are used to make decisions.
A)True
B)False
To view all questions and flashcards with answers, click on the resource link above. Page 14
Chapter 13: Conflict, Power, and Politics
Available Study Resources on Quizplus for this Chatper
74 Verified Questions
74 Flashcards
Source URL: https://quizplus.com/quiz/21417
Sample Questions
Q1) Which of the following attributes, that often generate intergroup conflict, relates to organizational departments with different outcome expectations?
A) differentiation
B) task interdependence
C) goal incompatibility
D) personality
Q2) Which of the following is a tactic to increase power?
A) reducing dependencies
B) satisfying strategic contingencies
C) creating integrating devices
D) increasing department size
Q3) Which organization model can managers use when goals are in alignment, there is little differentiation, departments are characterized by pooled interdependence, and resources seem abundant?
A) a political model
B) an open systems model
C) an authoritarian model
D) a rational model
Q4) What political tactics are recommended for using power?
To view all questions and flashcards with answers, click on the resource link above. Page 15