组织行为学 英语习题 2.docx

组织行为学 英语习题 2.docx

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组织行为学英语习题2

Chapter15FoundationsofOrganizationStructure

MULTIPLECHOICE

WhatisOrganizationalStructure?

1._____defineshowjobtasksareformallydivided,grouped,andcoordinated.

a.Organizationalstructure

b.Organizationalbehavior

c.Formalization

d.Spanofcontrol

（a;Easy;p.425）

2.Organizationalstructureismadeupofsixkeyelements.Whichofthefollowingisnotoneoftheseelements?

a.centralization

b.departmentalization

c.coordination

d.formalization

（c;Moderate;Exh.15-1;p.426）

3.Workspecializationisthesameas:

a.spanofcontrol.

b.divisionoflabor.

c.unityofcommand.

d.jobgrouping.

（b;Easy;p.426）

4.Thedegreetowhichtasksaresubdividedintoseparatejobsistermed:

a.departmentalization.

b.formalization.

c.workspecialization.

d.spanofcontrol.

（c;Moderate;p.426）

5.Inthelate1940s,mostmanufacturingjobsinindustrializedcountrieswerebeingdonewithhigh:

a.departmentalization.

b.formalization.

c.workspecialization.

d.spanofcontrol.

（c;Moderate;p.426）

6.Formuchofthefirsthalfofthe20thcentury,managersviewed_____asanunendingsourceofincreasedproductivity.

a.departmentalization

b.formalization

c.workspecialization

d.spanofcontrol

（c;Moderate;p.426）

7.Whichoneofthefollowingcomponentsoforganizationalstructurespecificallydefineswheredecisionsaremade?

a.complexity

b.formalization

c.centralization

d.technology

（c;Moderate;Exh15-1;p.426）

8.Thebasisbywhichjobsaregroupedtogetheristermed:

a.departmentalization.

b.formalization.

c.workspecialization.

d.centralization.

（a;Easy;Exh.15-1;p.426）

9.Groupingjobsonthebasisoffunction,product,geography,process,orcustomerisaformof:

a.departmentalization.

b.workspecialization.

c.spanofcontrol.

d.chainofcommand.

（a;Moderate;p.427）

10.Oneofthemostpopularwaystogroupactivitiesisby:

a.product.

b.function.

c.geography.

d.process.

（b;Challenging;p.427）

11.Proctor&GambledepartmentalizesbyTide,Pampers,Charmin,andPringles.Thisisanexampleofdepartmentalizationby:

a.function.

b.process.

c.customer.

d.product.

（d;Easy;p.428）

12.Amanufacturingmanagerwhoorganizestheplantbyseparatingengineering,accounting,manufacturing,personnel,andpurchasingintodepartmentsispracticing_____departmentalization.

a.targetcustomer

b.product

c.functional

d.geographic

（c;Moderate;p.428）

13._____departmentalizationachieveseconomiesofscalebyplacingpeoplewithcommonskillsandorientationsintocommonunits.

a.Functional

b.Process

c.Product

d.Geographic

（a;Moderate;p.428）

14.AtanAlcoaaluminumtubingplantinupstateNewYork,productionisorganizedintofivedepartments:

casting;press;tubing;finishing;andinspecting;packing;andshipping.Thisisanexampleof_____departmentalization.

a.Functional

b.Process

c.Product

d.Geographic

（b;Moderate;p.428）

15.Theunbrokenlineofauthoritythatextendsfromthetopoftheorganizationtothelowestechelonandclarifieswhoreportstowhomistermed:

a.chainofcommand.

b.authority.

c.power.

d.unityofcommand.

（a;Moderate;p.429）

16.Therightinherentinamanagerialpositiontogiveordersandexpectorderstobeobeyedistermed:

a.chainofcommand.

b.authority.

c.power.

d.unityofcommand.

（b;Moderate;p.429）

17.The_____principlehelpspreservetheconceptofanunbrokenlineofauthority.

a.spanofcontrol

b.power

c.unityofcommand

d.decentralization

（c;Moderate;p.429）

18.The_____principlestatesthatapersonshouldhaveoneandonlyonesuperiortowhomheorsheisdirectlyresponsible.

a.spanofcontrol

b.chainofcommand

c.unityofcommand

d.power

（c;Easy;p.429）

19.The_____referstothenumberofsubordinatesamanagercanefficientlyandeffectivelydirect.

a.spanofcontrol

b.unityofcommand

c.chainofcommand

d.organizationalchart

（a;Easy;p.418）

20.Whichofthefollowingisadrawbackofanarrowspanofcontrol?

a.Itreduceseffectiveness.

b.Itismoreefficient.

c.Itencouragesoverlytightsupervisionanddiscouragesemployeeautonomy.

d.Itempowersemployees.

（c;Challenging;p.430）

21.Whichofthefollowingisnotadrawbackofanarrowspanofcontrol?

a.Theyareexpensive.

b.Theymakeverticalcommunicationintheorganizationmorecomplex.

c.Theyencourageemployeeautonomy.

d.Theyencourageoverlytightsupervision.

（c;Challenging;p.430）

22.Thetrendinrecentyearshasbeentoward:

a.narrowerspansofcontrol.

b.widerspansofcontrol.

c.aspanofcontroloffive.

d.anidealspanofcontrolofeight.

（b;Moderate;p.430）

23.Ifyouhaveanarrowspanofcontrol,youhavea_____organization.

a.multi-level

b.short

c.tall

d.matrix

（c;Moderate;p.430）

24._____areconsistentwithrecenteffortsbycompaniestoreducecosts,cutoverhead,speedupdecisionmaking,increaseflexibility,getclosertocustomers,andempoweremployees.

a.Widerspansofcontrol

b.Narrowerspansofcontrol

c.Flatterorganizations

d.Formalization

（a;Moderate;p.430）

25.Thebestdefinitionforcentralizationis:

a.decisiondiscretionispusheddowntolowerlevelemployees.

b.decisionmakingisconcentratedatasinglepointintheorganization.

c.decisionmakingdependsonthesituation.

d.decisionmakingisdoneineachdepartmentandthensenttothepresidentforthefinaldecision.

（b;Moderate;p.431）

26.Thecomponentofstructurewhichconsiderswheredecision-makingauthorityliesis:

a.delegation.

b.formalization.

c.complexity.

d.centralization.

（d;Moderate;p.431）

27.Inanorganizationthathashighcentralization:

a.thecorporateheadquartersislocatedcentrallytobranchoffices.

b.alltoplevelofficialsarelocatedwithinthesamegeographicarea.

c.topmanagersmakeallthedecisionsandlowerlevelmanagersmerelycarryouttopmanagement’sdirections.

d.actioncanbetakenmorequicklytosolveproblems.

（c;Moderate;p.431）

28.Themorethatlower-levelpersonnelprovideinputorareactuallygiventhediscretiontomakedecisions,themore_____thereis.

a.centralization

b.decentralization

c.workspecialization

d.departmentalization

（b;Moderate;p.431）

29.Ifajobishighlyformalized,itwouldnotincludewhichofthefollowing?

a.clearlydefinedproceduresonworkprocesses

b.explicitjobdescription

c.highemployeejobdiscretion

d.alargenumberoforganizationalrules

（c;Moderate;p.431）

30.Explicitjobdescriptions,lotsofrules,andclearlydefinedproceduresconcerningworkprocessesareconsistentwith:

a.highformalization.

b.technologicalinnovation.

c.highcentralization.

d.anorganicmodel.

（a;Challenging;pp.431-432）

31.Employeediscretionisinverselyrelatedto:

a.complexity.

b.standardization.

c.centralization.

d.technology.

（b;Challenging;p.432）

CommonOrganizationalDesigns

32.Whichofthefollowingisnotacommonorganizationaldesign?

a.simplestructure

b.bureaucracy

c.centralizedstructure

d.matrixstructure

（c;Easy;p.433）

33.The_____ischaracterizedbyalowdegreeofdepartmentalization,widespansofcontrol,authoritycentralizedinasingleperson,andlittleformalization.

a.bureaucracy

b.matrixorganization

c.simplestructure

d.teamstructure

（c;Moderate;p.433）

34.Whichoneofthefollowingisconsistentwithasimplestructure?

a.highcentralization

b.highhorizontaldifferentiation

c.highformalization

d.highdepartmentalization

（a;Moderate;p.433）

35.The____isaflatorganization.

a.simplestructure

b.bureaucracy

c.centralizedstructure

d.matrixstructure

（a;Moderate;p.433）

36.Simplestructuresarecharacterizedby:

a.sharedauthority.

b.anarrowspanofcontrol.

c.lotsofformalization.

d.alowdegreeofdepartmentalization.

（d;Moderate;p.433）

37.The___ismostwidelypracticedinsmallbusinessesinwhichthemanagerandownerareoneandthesame.

a.simplestructure

b.bureaucracy

c.centralizedstructure

d.matrixstructure

（a;Moderate;p.433）

38.Thebureaucracyischaracterizedbyallofthefollowingexcept:

a.highlyroutineoperatingtasks.

b.formalizedrulesandregulations.

c.tasksthataregroupedintofunctionaldepartments.

d.decentralizeddecisionmaking.

（d;Moderate;p.434）

39.Thekeyunderlyingallbureaucraciesis:

a.flexibility.

b.standardization.

c.duallinesofauthority.

d.widespanofcontrol.

（b;Moderate;p.434）

40.The____ischaracterizedbyhighlyroutineoperatingtasksachievedthroughspecialization.

a.simplestructure

b.bureaucracy

c.centralizedstructure

d.matrixstructure

（b;Moderate;p.434）

41.Thestrengthofthesimplestructureliesinits:

a.formalization.

b.simplicity.

c.centralization.

d.informationprocessing.

（b;Easy;p.433）

42.Whichofthefollowingisnotaweaknessofthesimplestructure?

a.Itisrisky.

b.informationoverload

c.accountabilityisclear

d.slowerdecisionmaking

（c;Moderate;p.433）

43.Specializationcreatessubunitconflictsinthe:

a.simplestructure.

b.bureaucracy.

c.centralizedstructure.

d.matrixstructure.

（b;Moderate;p.434）

44.Thestructurethatcreatesduallinesofauthorityandcombinesfunctionalandproductdepartmentalizationisthe:

a.simplestructure.

b.bureaucracy.

c.matrixstructure.

d.virtualorganization.

（c;Moderate;p.435）

45.Thematrixstructurecombineswhichtwoformsofdepartmentalization?

a.simpleandfunctional

b.functionalandp