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Organizational Structure and Culture 2
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Organizational Structure and Culture 2
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25 Questions

1. Organizational design is the process in which managers change or develop an organization's structure.
2. Traditional organizations are structured in a pyramid, with the power and authority located in the pyramid's broad base.
3. Employees learn organizational culture by reading official organization documents and histories.
4. The stability of a mechanistic structure seems to work best in today's dynamic and uncertain business environment.
5. Horizontal boundaries separate employees by the amount of power they have in an organization.
6. A weakness of the divisional structure is that duplication tends to occur.
7. The original ideas about organizational design formulated by Fayol and Weber are now largely obsolete.
8. Unity of command prevents an employee from trying to follow two conflicting commands at once.
9. A significant advantage of the matrix structure is the clear chain of command from top to bottom of the organization.
10. When decisions tend to be made at lower levels in an organization, the organization is said to be centralized.
11. A mechanistic organization is bureaucratic and hierarchical.
12. A virtual organization may disintegrate after it finishes its task.
13. The relationship between organizational size and structure tends to be linear.
14. When work specialization originally began to be implemented early in the twentieth century, employee productivity initially rose.
15. Staff authority is the ability to direct the work of any employee who does not have a higher rank in the organization.
16. A company's organizational culture refers to a system of shared political beliefs.
17. Innovators need the efficiency, stability, and tight controls of a mechanistic structure rather than an organic structure.
18. Today, most managers see work specialization as a source of ever-increasing productivity.
19. The advantage of work specialization is that it tends to result in high employee motivation and high productivity.
20. All learning organizations share a distinct structure.
21. A strength of a functional structure is that it avoids duplication.
22. There are four basic elements in organizational structure.
23. Joan Woodward attempted to view organizational structure from a technological perspective.
24. An organic organization tends to be flexible and have few formal rules.
25. The strength of a simple system is that everything depends on a single person.

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