fom6_tif05 管理学双语.docVIP

Chapter 5 Basic Organization Designs TRUE/FALSE QUESTIONS Organizational design is the organization’s formal framework by which job tasks are divided, grouped, and coordinated. (False; difficult; p. 132) The concept of work specialization can be traced back to Adam Smith’s discussion of division of labor in the 1700s. (True; moderate; p. 132) When work specialization was originally implemented, employee productivity rose. (True; moderate; p. 133) Today, most managers see work specialization as a source of ever-increasing productivity. (False; moderate; p. 133) The unity of command is logical in today’s workplace, considering the advances in technology that increase access to information. (False; moderate; p.134) A line manager carries out an organizational function that contributes directly to achieving the organization’s objectives. (True; moderate; p. 135) When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized. (True; moderate; p. 139) The concept of centralization-decentralization is absolute. (False; moderate; p. 139) A term for increased decentralization is employee empowerment, which is giving employees more authority to make decisions. (True; easy; p. 140) Grouping jobs on the basis of major product areas is termed customer departmentalization. (False; moderate; p. 141) An organic organization tends to be characterized by high specialization, extensive departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision making by low-level employees. (False; moderate; pp. 142-143) An organic organization would likely be very flexible. (True; moderate; p. 143) Innovators need the efficiency, stability, and tight controls of the mechanistic structure. (False; moderate; p. 143) The relationship between organizational size and structure tends to be linear. (False; difficult; p. 144) Joan Woodward attempted to view organizational structure fro