Kafli 10 Flashcards
Which of the following is a consequence of the growing diversity of products?
A.
Decreased demand on centralised structures
B.
The inability of multi-divisional structures to thrive
C.
Strategy becoming independent of structure even as conditions change
D.
The centre’s inability to handle some issues without local knowledge
D.
The centre’s inability to handle some issues without local knowledge
According to Andrews and Boyne (2012), how does restructuring affect performance?
A.
Restructuring affects organisational performance but not the performance of individual employees.
B.
The effect of restructuring on performance is dependent on the market but not on organisational strategy.
C.
The effect of restructuring on performance decreases with centralisation.
D.
Restructuring causes short-term disruptions in performance.
D.
Restructuring causes short-term disruptions in performance.
According to the prediction of commentators such as Ashkenas et al. (2002), which of the following is true of post-bureaucratic organisations?
A.
They would slow down the decision-making process.
B.
They would perform a wide range of activities.
C.
They would be able to work more closely with other firms.
D.
They would have taller hierarchies.
C.
They would be able to work more closely with other firms.
Which of the following comprises procedures, guidelines or documents that delineate how the activities of an organisation are divided and coordinated?
A.
The formal structure
B.
A data dictionary
C.
A data warehouse
D.
The balanced scorecard
A.
The formal structure
Denver is a manager at Vladwerk Ltd., a large technology service provider. He is responsible for allocating budgets and implementing the company’s policies. He also monitors the performance of his department and ensures that organisational targets are met. In the context of the levels of authority and responsibility, which of the following levels of hierarchy is Denver part of?
A.
The corporate level
B.
The operating level
C.
The divisional level
D.
The executive level
C.
The divisional level
At Windowol Ltd., the top-level managers make most of the organisational decisions. Divisional managers are merely responsible for ensuring that lower-level managers carry out the decisions made at higher levels of authority. In the context of vertical hierarchy, which of the following structures does Windowol Ltd. most likely have?
A.
A matrix structure
B.
A decentralised structure
C.
A flat structure
D.
A centralised structure
D.
A centralised structure
In the context of specialisation, which of the following is an advantage of a functional structure?
A.
It increases employees’ awareness about the industry and promotes external relations.
B.
It helps employees’ professional development by helping them form clearer career paths.
C.
It supports employees’ wider interests and improves their promotion prospects.
D.
It minimises organisational conflict and helps employees form different perspectives of organisational goals.
B.
It helps employees’ professional development by helping them form clearer career paths.
Axonwiz Ltd. is a manufacturer of electronic devices. The company structures its organisation around different products it offers and has departments such as gaming consoles, television sets, cameras and mobile phones. Employees belong to any one of these departments and specialise in specific roles within their respective departments. In the context of specialisation, which of the following organisational structures does Axonwiz Ltd. most likely have?
A.
A tall structure
B.
A functional structure
C.
A centralised structure
D.
A divisional structure
D.
A divisional structure
In the context of specialisation, which of the following is true of a matrix structure?
A.
In the matrix structure, staff report to two managers and usually work in teams.
B.
In the matrix structure, staff focus on customers rather than products.
C.
The matrix structure is based on a functional rather than a divisional approach.
D.
The matrix structure is characterised by a sense of ownership among staff.
A.
In the matrix structure, staff report to two managers and usually work in teams.
Westantic is a company that manufactures and sells electronic goods. The company has no physical stores but has a fully functional website and mobile application for customers to purchase its products online. The company has staff to handle most of its functions but relies on another company to deliver its products to customers. The delivery firm fulfils all of Westantic’s delivery requirements. Which of the following statements is true in this scenario?
A.
The delivery firm is a subsidiary of Westantic.
B.
Westantic has outsourced its delivery function.
C.
Westantic has centralised its delivery function.
D.
The delivery firm is a franchisor of Westantic.
B.
Westantic has outsourced its delivery function.
Which of the following is a characteristic of collaborative networks?
A.
They are characterised by a focus on facilitating growth sustainability.
B.
They support pooled collaboration among members but discourage direct collaboration.
C.
They are common in low-technology rather than high-technology sectors.
D.
They are characterised by a hierarchical relationship between stakeholders.
A.
They are characterised by a focus on facilitating growth sustainability.
Which of the following is a disadvantage of outsourcing?
A.
A company’s value chain falls apart as a result of extensive centralisation.
B.
A company’s costs increase drastically, or the costs of outsourcing outweigh net savings.
C.
A company loses its decision-making authority.
D.
A company becomes dependent on another company to work to its required standard.
D.
A company becomes dependent on another company to work to its required standard.
Emilia works in a publishing company and has some concerns about the company’s inflexible work timings. She hesitates to discuss this with her managers as she believes that they will view her concerns in a negative light. In the context of hierarchies in an organisation, which of the following is Emilia most likely experiencing?
A.
Focused differentiation
B.
Job enlargement
C.
Reintermediation
D.
Evaluation apprehension
D.
Evaluation apprehension
According to Borry et al. (2018), which of the following increased the chances of rules being followed in public organisations?
A.
The rules were informal and flexible but consistently applied.
B.
The rules were enforced by an administration with a tall hierarchy.
C.
The rules were written and consistently applied.
D.
The rules were enforced by a centralised administration.
C.
The rules were written and consistently applied.
According to Homberg et al. (2008), which of the following firms is likely to have the best performance?
A.
Ahampro Ltd. uses a tall structure rather than a flat structure to ensure that the employees in the sales and marketing teams can effectively communicate and voice their concerns.
B.
Wisbane Ltd. has separate sales and marketing teams that plan projects together and work together to complete them effectively.
C.
Blingarro Ltd. uses information systems rather than direct contact to ensure coordination between the sales and marketing teams in complex situations.
D.
Trincomall Ltd. uses a structure in which the sales and marketing staff work under the same team with minimal functional rotation to ensure high job specialisation.
B.
Wisbane Ltd. has separate sales and marketing teams that plan projects together and work together to complete them effectively.
