Org. Change Ch. 3 (MC)
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Questions and Answers

What is the main purpose of organizational structure?

  • To increase bureaucracy within the organization
  • To create a complex work environment
  • To limit the authority of managers
  • To enable efficient production and delivery of the organization's outputs (correct)

    • According to the text, what does formalization in organizational structure refer to?

  • The extent to which authority to make decisions lies with the top of the organization
  • The extent to which written rules, procedures, instructions, and communications are set out for employees (correct)
  • The extent to which an organization uses regularly occurring procedures that are supported by bureaucratic procedures
  • The extent to which there are different specialist roles and how they are distributed

    • What is the main focus of organizational design?

  • To impress the organization's various stakeholders
  • To establish standardized work procedures
  • To create a complex managerial hierarchy
  • To provide managerial responses to environmental contingencies (correct)

    • What is a characteristic of network organizations?

    <p>They create specialized units focused on customers and markets</p> Signup and view all the answers

    What is a challenge of managing lateral relationships in network structures?

    <p>Members may be reluctant to give up autonomy</p> Signup and view all the answers

    What is a characteristic of virtual organizations?

    <p>They use technology to link people, assets, and ideas without relying on conventional organizational boundaries</p> Signup and view all the answers

    According to Actor-Network Theory (ANT), what is the role of interessement?

    <p>Enrolling actors to align their behavior with desired outcomes</p> Signup and view all the answers

    What is the primary focus of Institutional Theory?

    <p>Cultural influences on decisions and stability of organizational arrangements</p> Signup and view all the answers

    How does Chandler's Strategy-Structure thesis differ from the perspective of Amburgey and Dacin?

    <p>Strategy influencing structure more than vice versa</p> Signup and view all the answers

    According to Derek Pugh and colleagues, which of the following is NOT an underlying dimension of organizational structure?

    <p>Informal communication channels</p> Signup and view all the answers

    Which structural form is characterized by rational legal authority, the idea of office, and impersonal order?

    <p>Bureaucracy</p> Signup and view all the answers

    What type of structures reduce the number of levels while retaining the same number of staff?

    <p>Flat structures</p> Signup and view all the answers

    What type of organization design involves overlaying a hierarchical structure with a horizontal one around big projects?

    <p>Matrix organization design</p> Signup and view all the answers

    Which organizational form operates primarily through project teams with functional departments having a supporting role?

    <p>Project organizations</p> Signup and view all the answers

    What are the disadvantages of matrix structures mentioned in the text?

    <p>Administrative expense and complexity</p> Signup and view all the answers

    What are the seven forces driving organizations, according to Mintzberg?

    <p>Direction, efficiency, proficiency, concentration, innovation, collaboration, competition</p> Signup and view all the answers

    Which organizational form is characterized by high complexity and formalization, low centralization, and trained specialists for core work?

    <p>Professional form</p> Signup and view all the answers

    What influences organizational structure and production systems according to the text?

    <p>Size and technology</p> Signup and view all the answers

    Which force encourages standardization and formalization within organizations?

    <p>Efficiency</p> Signup and view all the answers

    What do informational technology systems support within organizations according to the text?

    <p>Employee empowerment and decentralization</p> Signup and view all the answers

    Study Notes

    • Mintzberg's "forces" and "forms" and their roles in strategy and organization.
    • Seven forces driving organizations: direction, efficiency, proficiency, concentration, innovation, cooperation, and competition.
    • Forces for direction and efficiency: strategic vision, balancing costs and benefits, encourages standardization and formalization.
    • Forces for proficiency, concentration, innovation: high levels of knowledge and skills, serving particular markets, searching for new products or services.
    • Forces for cooperation and competition: pulling together ideology and culture, pulling apart policies and non-legitimate behavior.
    • Mintzberg's "organizational forms": entrepreneurial, machine, professional, adhocracy, and diverse.
    • Entrepreneurial form: low formalization and standardization, high centralization, authority located in a single person.
    • Machine form: high formalization and standardization, centralized authority vested in rules and regulations, functional departments.
    • Professional form: high complexity and formalization, low centralization, trained specialists for core work.
    • Adhocracy form: very low standardization and formalization, little hierarchy, much use of temporary project teams.
    • Diverse form: a combination of functions and products, with products dominating.
    • Other influences on structure: size, technology, and informational technology.
    • Size: positively correlated to overall role specialization and formalization of procedures.
    • Technology: influences organizational structure and production systems.
    • Informational technology: gives managers the ability to push information closer to the point of use, increases responsibility on employees, supports decentralization and matrix structures, and reduces hierarchy.
    • External and environmental influences: the choice of organizational structure depends on the capacity, stability, and complexity of the environment.
    • Socio-cultural influences: employees' desire for more flexible ways of organizing their work-life balance.

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