Quiz 6 Organizational Structure Analysis PDF

Q6.1. What is the impact of age and size on organizational structure according to Mintzberg? A. (Correct) They influence the choice of design parameters and coordinating mechanisms. B. They have no significant impact on organizational structure. C. They only affect the external environment...

Q6.1. What is the impact of age and size on organizational structure according to Mintzberg? A. (Correct) They influence the choice of design parameters and coordinating mechanisms. B. They have no significant impact on organizational structure. C. They only affect the external environment of an organization. D. Age and size primarily determine the color-coding of organizational charts. E. Organizational structure is solely influenced by technological factors. Answer: A. They influence the choice of design parameters and coordinating mechanisms. Elaboration: Mintzberg argues that the age and size of an organization affect its internal design. Older and larger organizations tend to move towards more complex structures, often involving increased formalization and specialization. The choice of design parameters, such as the degree of formalization, and coordinating mechanisms, like direct supervision or standardization, is influenced by the organization's age and size. =============================================================================================================== Q6.2. How do age and size contribute to organizational structure development? A. They have no impact on the development of organizational structure. B. (Correct) They contribute to the elaboration of administrative structures over time. C. Age and size determine the company's logo and branding. D. They affect the external perception of the organization. E. Organizational structure development is solely determined by market demand. Answer: B. They contribute to the elaboration of administrative structures over time. Elaboration: As organizations age and grow in size, they tend to elaborate their administrative structures. This involves the development of more complex and differentiated structures, including the establishment of specialized roles, departments, and hierarchical levels to manage increased complexity. =============================================================================================================== Q6.3. Which design parameter is influenced by the age and size of an organization? A. Organizational culture and values. B. (Correct) The degree of formalization. C. The choice of the CEO. D. The number of products a company produces. E. The company's mission and vision. Answer: B. The degree of formalization. Elaboration: The degree of formalization, referring to the extent to which rules and procedures are established, is influenced by the age and size of an organization. Larger and older organizations tend to have higher levels of formalization to cope with increased complexity and coordinate activities. =============================================================================================================== Q6.4. How does Mintzberg describe the relationship between age, size, and organizational structure? A. Age and size have no impact on organizational structure. B. Organizational structure is solely determined by industry type. C. (Correct) Age and size are associated with the degree of bureaucratization and elaboration. D. Organizational structure is entirely dependent on technological factors. E. The geographical location is the primary determinant of organizational structure. Answer: C. Age and size are associated with the degree of bureaucratization and elaboration. Elaboration: Mintzberg suggests that as organizations age and grow in size, they tend to become more bureaucratized and elaborate in their administrative structures. Bureaucratization involves the development of formal rules and procedures, and elaboration refers to the increased complexity of administrative structures. =============================================================================================================== Q6.5. In the context of organizational development, what role does age play according to Mintzberg? A. Age has no significant role in organizational development. B. (Correct) Age is associated with the tendency to move from simple to more complex structures. C. Age determines the level of market competition. D. Organizational development is solely determined by shareholder interests. E. The age of employees is the primary factor influencing organizational structure. Answer: B. Age is associated with the tendency to move from simple to more complex structures. Elaboration: According to Mintzberg, organizations typically start with simpler structures in their formative years. As they age, they tend to develop more complex structures to adapt to the changing environment, increasing size, and the need for more sophisticated coordination mechanisms. ============================================================================== Q6.6 In Mintzberg's organizational design framework, which of the following characteristics is NOT typically associated with a simple structure? (a) Centralized decision-making (b) Wide spans of control (c) (Correct) High formalization (d) Little departmentalization (e) Low work specialization Answer: (c) High formalization Elaboration: Simple structures are characterized by minimal bureaucracy and informality. Decision-making is centralized in the hands of the owner or manager, and there are few formal rules or procedures. =============================================================================================================== Q6.7. What is the primary reason why simple structures are often found in small businesses and startups? (a) They are more efficient and cost-effective to operate. (b) They allow for greater flexibility and adaptability. (c) They provide a clear chain of command and accountability. (d) They foster a sense of community and shared purpose. (e) (Correct) They are well-suited for organizations in dynamic and uncertain environments. Answer: (e) They are well-suited for organizations in dynamic and uncertain environments. Elaboration: Simple structures allow small businesses and startups to quickly adapt to changing market conditions and customer needs. The flexibility and informality of these structures enable rapid decision-making and experimentation. =============================================================================================================== Q6.8. Which of the following is NOT an example of an external control that can influence power relationships within an organization? (a) Government regulations (b) Labor unions (c) Investor demands (d) Customer preferences (e) Supplier relationships Answer: (d) Customer preferences Elaboration: Customer preferences are not a form of external control. They can influence the organization's design and structure, but they do not directly impact power relationships within the organization. =============================================================================================================== Q6.9. Which design parameter is influenced by the age and size of an organization? A. Organizational culture and values. B. (Correct) The degree of formalization. C. The choice of the CEO. D. The number of products a company produces. E. The company's mission and vision. Answer: B. The degree of formalization. Elaboration: The degree of formalization, referring to the extent to which rules and procedures are established, is influenced by the age and size of an organization. Larger and older organizations tend to have higher levels of formalization to cope with increased complexity and coordinate activities. =============================================================================================================== Q6.10.How does Mintzberg describe the relationship between age, size, and organizational structure? A. Age and size have no impact on organizational structure. B. Organizational structure is solely determined by industry type. C. (Correct) Age and size are associated with the degree of bureaucratization and elaboration. D. Organizational structure is entirely dependent on technological factors. E. The geographical location is the primary determinant of organizational structure. Answer: C. Age and size are associated with the degree of bureaucratization and elaboration. Elaboration: Mintzberg suggests that as organizations age and grow in size, they tend to become more bureaucratized and elaborate in their administrative structures. Bureaucratization involves the development of formal rules and procedures, and elaboration refers to the increased complexity of administrative structures. =============================================================================================================== Q6.11.In the context of organizational development, what role does age play according to Mintzberg? A. Age has no significant role in organizational development. B. (Correct) Age is associated with the tendency to move from simple to more complex structures. C. Age determines the level of market competition. D. Organizational development is solely determined by shareholder interests. E. The age of employees is the primary factor influencing organizational structure. Answer: B. Age is associated with the tendency to move from simple to more complex structures. Elaboration: According to Mintzberg, organizations typically start with simpler structures in their formative years. As they age, they tend to develop more complex structures to adapt to the changing environment, increasing size, and the need for more sophisticated coordination mechanisms. =============================================================================================================== Q6.12.How do environmental dimensions impact organizational structure according to Mintzberg? A. Environmental dimensions have no influence on organizational structure. B. (Correct) They affect the need for coordination mechanisms and structural components. C. Environmental dimensions only determine the office layout. D. Organizational structure is solely determined by employee preferences. E. The geographical location is the primary determinant of organizational structure. Answer: B. They affect the need for coordination mechanisms and structural components. Elaboration: Mintzberg emphasizes that environmental dimensions, such as stability and complexity, shape the organizational need for coordination mechanisms (e.g., standardization) and structural components (e.g., differentiation). Different environmental dimensions require different structural responses for effective functioning. =============================================================================================================== Q6.13. What role do environmental dimensions play in the design of organizational structure? A. Environmental dimensions have no influence on the design of organizational structure. B. (Correct) They contribute to the choice between organic and mechanistic structures. C. Environmental dimensions only impact the selection of office furniture. D. Organizational structure is solely determined by market demand. E. The industry type is the primary determinant of organizational structure. Answer: B. They contribute to the choice between organic and mechanistic structures. Elaboration: Environmental dimensions influence the choice between organic and mechanistic structures. For instance, a stable environment may favor mechanistic structures, while a dynamic environment may push organizations towards more organic structures to adapt quickly. =============================================================================================================== Q6.14. Which of the following is NOT an example of how environmental dimensions can influence organizational design? (a) A grocery store in a stable and predictable environment may adopt a simple structure. (b) A technology company in a dynamic and hostile environment may adopt a complex and adaptive structure. (c) A hospital in a complex and diverse environment may adopt a decentralized structure with specialized departments. (d) A government agency in a stable and predictable environment may adopt a bureaucratic structure. (e) A non-profit organization in a diverse and hostile environment may adopt a flexible and collaborative structure. Answer: (c) A hospital in a complex and diverse environment may adopt a centralized structure with specialized departments. Elaboration: Hospitals are typically complex organizations that operate in a diverse and dynamic environment. This requires them to adopt a decentralized structure with specialized departments, which allows them to respond quickly and effectively to changing needs. A centralized structure would be too rigid and inflexible for a hospital to operate effectively in this environment. Overall, Mintzberg's environmental dimensions are a useful framework for understanding how the external environment can influence organizational design. By carefully considering these dimensions, organizations can choose a structure that best suits their needs and helps them to achieve their goals. =============================================================================================================== Q6.15. How does Mintzberg describe the relationship between environmental dimensions and organizational structure? A. Environmental dimensions have no impact on organizational structure. B. Organizational structure is solely determined by industry type. C. (Correct) Environmental dimensions influence the need for coordination mechanisms and structural components. D. Organizational structure is entirely dependent on CEO preferences. E. The size of the workforce is the primary determinant of organizational structure. Answer: C. Environmental dimensions influence the need for coordination mechanisms and structural components. Elaboration: Mintzberg argues that environmental dimensions shape the organizational need for coordination mechanisms (e.g., standardization) and structural components (e.g., specialization). The nature of the environment determines the most effective way to coordinate work within the organization. =============================================================================================================== Q6.16. Which environmental dimension is characterized by frequent and unpredictable changes? (a) Stability (b) Complexity (c) Diversity (d) Hostility (e) Dynamism Answer: (e) Dynamism Elaboration: Dynamism refers to the rate of change in the environment. A dynamic environment is characterized by frequent and unpredictable changes, which can make it difficult for organizations to plan and adapt. =============================================================================================================== Q6.17. Which of the following is NOT an example of an organization that typically adopts a simple structure? (a) A local bakery (b) A family-owned restaurant (c) A small consulting firm (d) A multinational corporation (e) A startup technology company Answer: (d) A multinational corporation Elaboration: Multinational corporations typically employ complex organizational structures due to their large size, global reach, and diversified operations. Simple structures are generally not suitable for such large and complex organizations.s =============================================================================================================== Q6.18.Which of the following member needs is most likely to lead to a decentralized organizational structure? (a) Need for autonomy and self-direction (b) Need for security and stability (c) Need for recognition and appreciation (d) Need for structure and guidance (e) Need for belonging and community Answer: (a) Need for autonomy and self-direction Elaboration: Employees with a high need for autonomy and self-direction are likely to prefer a decentralized structure that gives them more freedom and control over their work. =============================================================================================================== Q6.19. Which of the following cultural influences is most likely to lead to a formal organizational structure? (a) Respect for authority and tradition (b) Emphasis on equality and participation (c) Focus on innovation and creativity (d) Value for flexibility and adaptability (e) Preference for consensus-based decision-making Answer: (a) Respect for authority and tradition Elaboration: Cultures that value respect for authority and tradition are more likely to adopt formal organizational structures with clear hierarchies and well-defined roles and responsibilities. =============================================================================================================== Q6.20. How does cultural influence impact power relationships in organizational structure according to Mintzberg? A. Cultural influence has no bearing on power relationships. B. Cultural influence solely depends on the organization's age. C. (Correct) Cultural influences shape the values and norms that impact the distribution of authority. D. Organizational structure is entirely determined by geographical location. E. The organization's product offerings are the primary determinant of cultural influence. Answer: C. Cultural influences shape the values and norms that impact the distribution of authority. Elaboration: Mintzberg asserts that cultural influences play a crucial role in shaping the values and norms within an organization. These cultural elements, in turn, impact how authority is distributed among members, influencing power relationships. =============================================================================================================== Q6.21. Which of the following power relationships is most likely to lead to conflict within an organization? (a) Collaborative power (b) Expert power (c) Legitimate power (d) Referent power (e) Coercive power Answer: (e) Coercive power Elaboration: Coercive power, which relies on threats or punishment, is more likely to lead to conflict and resentment than other forms of power. Employees who are subjected to coercive power may feel disempowered and disengaged, which can negatively impact productivity and morale. =============================================================================================================== Q6.22. What are the defining characteristics of Mintzberg's Simple Structure? A. Simple Structure is characterized by a highly elaborate technostructure and complex support staff. B. (Correct) Simple Structure features little or no technostructure, few support staffers, and a loose division of labor. C. Simple Structure relies heavily on extensive horizontal decentralization. D. Simple Structure is synonymous with rigid and highly formalized communication channels. E. The effectiveness of Simple Structure is solely dependent on a large managerial hierarchy. Answer: B. Simple Structure features little or no technostructure, few support staffers, and a loose division of labor. Elaboration: Mintzberg's Simple Structure is defined by its simplicity, marked by minimal technostructure, a sparse support staff, and a loose division of labor. This configuration emphasizes flexibility and direct communication channels. =============================================================================================================== Q6.23. What is the decision-making process like in Mintzberg's Simple Structure? A. Decision-making in Simple Structure involves a highly analytical and formalized approach. B. (Correct) Simple Structure features flexible decision-making, with power centralized at the strategic apex. C. Decision-making is entirely decentralized across all organizational levels in Simple Structure. D. Simple Structure exclusively relies on standardized procedures for decision-making. E. The middle line in Simple Structure plays a dominant role in decision-making processes. Answer: B. Simple Structure features flexible decision-making, with power centralized at the strategic apex. Elaboration: In Simple Structure, decision-making is characterized by its flexibility, with power concentrated at the strategic apex. This allows for rapid response and adaptability to changing circumstances. =============================================================================================================== Q6.24. Under what conditions does Simple Structure thrive according to Mintzberg? A. Simple Structure is most effective in complex and stable environments. B. (Correct) Simple Structure is well-suited for simple and dynamic environments, especially in young and small organizations. C. Simple Structure excels in highly bureaucratic and regulated settings. D. Large organizations with a complex technical system are ideal for Simple Structure. E. Simple Structure is most effective in environments with extensive external control. Answer: B. Simple Structure is well-suited for simple and dynamic environments, especially in young and small organizations. Elaboration: Mintzberg suggests that Simple Structure is most effective in simple, dynamic environments, making it suitable for young and small organizations that prioritize flexibility over bureaucracy. =============================================================================================================== Q6.25. What is a potential risk associated with Mintzberg's Simple Structure? A. Simple Structure is risk-free and immune to potential drawbacks. B. (Correct) Simple Structure is considered the riskiest of configurations, hinging on the health and whims of one individual. C. Simple Structure is prone to excessive formalization, leading to rigidity. D. The strategic apex in Simple Structure is known for decentralized decision-making. E. The middle line in Simple Structure is resistant to power concentration. Answer: B. Simple Structure is considered the riskiest of configurations, hinging on the health and whims of one individual. Elaboration: The risk associated with Simple Structure lies in its dependence on a single individual, typically the CEO. Any health-related issues or unpredictable decisions by this individual can have a significant impact on the organization. =============================================================================================================== Q6.26.How does Mintzberg describe the organizational culture within Simple Structure? A. Simple Structure promotes a highly bureaucratic and formal organizational culture. B. Simple Structure exclusively fosters a culture of centralized decision-making. C. (Correct) Simple Structure provides a strong sense of mission, with employees developing solid identification with the leader's vision. D. Organizational culture in Simple Structure is characterized by extensive formal procedures and protocols. E. Simple Structure encourages a culture where power is distributed across all organizational levels. Answer: C. Simple Structure provides a strong sense of mission, with employees developing solid identification with the leader's vision. Elaboration: Mintzberg notes that Simple Structure often fosters a strong sense of mission, where employees identify with the leader's vision. This can lead to rapid organizational growth and a sense of purpose among members. =============================================================================================================== Q6.27. What characterizes an Autocratic Organization in Mintzberg's organizational design? A. Autocratic Organization promotes extensive decentralization of power. B. (Correct) Autocratic Organization is marked by a concentration of power at the top, with the chief executive hoarding decision-making authority. C. Autocratic Organization emphasizes a fully democratic decision-making process. D. Autocratic Organization relies on a highly bureaucratic structure with a flattened hierarchy. E. The decision-making process in Autocratic Organization is distributed equally across all organizational levels. Answer: B. Autocratic Organization is marked by a concentration of power at the top, with the chief executive hoarding decision-making authority. Elaboration: In an Autocratic Organization, power is concentrated at the top, typically with the chief executive making decisions unilaterally. This style is characterized by a lack of shared decision-making. =============================================================================================================== Q6.28. What is a common characteristic of leadership in an Autocratic Organization? A. Leadership in Autocratic Organization encourages shared decision-making. B. (Correct) Leadership in Autocratic Organization tends to be autocratic, with the chief executive hoarding power and avoiding formalization of behavior. C. Autocratic Organization emphasizes a laissez-faire leadership approach. D. Leadership in Autocratic Organization promotes extensive collaboration among organizational members. E. Decisions in Autocratic Organization are made collectively by the leadership team. Answer: B. Leadership in Autocratic Organization tends to be autocratic, with the chief executive hoarding power and avoiding formalization of behavior. Elaboration: Autocratic Organization is characterized by a leadership style where the chief executive tends to hoard power and avoids formalizing organizational behavior. Decision-making is often centralized. =============================================================================================================== Q6.29. What factor can lead to the development of an Autocratic Organization according to Mintzberg? A. Autocratic Organization emerges in organizations that promote extensive decentralization. B. Autocratic Organization is prevalent in environments with a high degree of external control. C. (Correct) Personal needs for power, where the chief executive hoards decision-making authority, can lead to the development of an Autocratic Organization. D. Autocratic Organization is a response to simple and dynamic environments. E. Autocratic Organization thrives in highly bureaucratic settings. Answer: C. Personal needs for power, where the chief executive hoards decision-making authority, can lead to the development of an Autocratic Organization. Elaboration: Mintzberg suggests that an Autocratic Organization can develop when the chief executive has personal needs for power and avoids formalization of behavior, leading to a concentration of decision-making authority. =============================================================================================================== Q6.30. How does Mintzberg describe the decision-making process in Autocratic Organizations? A. Decision-making in Autocratic Organizations involves a highly democratic and participatory approach. B. Autocratic Organizations rely on decentralized decision-making processes. C. (Correct) Decision-making in Autocratic Organizations is characterized by a single person, usually the chief executive, making decisions without extensive consultation. D. Autocratic Organizations emphasize a collaborative and team-oriented decision-making style. E. The middle line in Autocratic Organizations plays a dominant role in decision-making processes. Answer: C. Decision-making in Autocratic Organizations is characterized by a single person, usually the chief executive, making decisions without extensive consultation. Elaboration: In Autocratic Organizations, decision-making is centralized, with a single person, often the chief executive, making decisions without extensive consultation. This aligns with the autocratic leadership style. =============================================================================================================== Q6.31. What is a potential cultural characteristic of Autocratic Organizations according to Mintzberg? A. Autocratic Organizations foster a culture of extensive collaboration and shared decision-making. B. Autocratic Organizations exclusively promote bureaucratic and formal organizational cultures. C. Autocratic Organizations encourage a laissez-faire cultural approach. D. (Correct) Autocratic Organizations may be associated with cultures where the chief executive's power is not challenged, and decision-making is driven by the leader's preferences. E. Cultures in Autocratic Organizations are marked by extensive decentralization of power. Answer: D. Autocratic Organizations may be associated with cultures where the chief executive's power is not challenged, and decision-making is driven by the leader's preferences. Elaboration: In Autocratic Organizations, cultures may develop where the chief executive's power is not challenged, and decision-making aligns with the leader's preferences. This can lead to a culture of obedience and centralized control. =============================================================================================================== Q6.31. What characterizes a Crisis Organization in Mintzberg's organizational design? A. Crisis Organization emphasizes a routine and stable work environment. B. (Correct) Crisis Organization appears when extreme hostility forces an organization to centralize decision-making temporarily. C. Crisis Organization thrives in environments with low uncertainty. D. Crisis Organization relies on extensive bureaucratic structures. E. In Crisis Organization, decision-making is decentralized across all organizational levels. Answer: B. Crisis Organization appears when extreme hostility forces an organization to centralize decision-making temporarily. Elaboration: A Crisis Organization is marked by its response to extreme hostility, which leads to a temporary centralization of decision-making. In times of crisis, organizations may need a quick and coordinated response, necessitating concentrated authority. =============================================================================================================== Q6.32. When might a Crisis Organization variant, such as a synthetic organization, be established according to Mintzberg? A. Synthetic organizations are established in routine and predictable environments. B. (Correct) Synthetic organizations are set up to deal with natural disasters, responding to new situations in extremely hostile environments. C. Synthetic organizations are common in organizations with elaborate bureaucratic structures. D. Synthetic organizations emerge in stable and simple organizational settings. E. The synthetic organization model is preferred in large organizations with a hierarchical structure. Answer: B. Synthetic organizations are set up to deal with natural disasters, responding to new situations in extremely hostile environments. Elaboration: A synthetic organization, as described by Mintzberg, is a special case arising in response to natural disasters. The temporary and unique nature of the situation, combined with extreme hostility in the environment, necessitates a centralized and responsive structure. =============================================================================================================== Q6.33. What impact does a crisis have on the structure of an organization according to Mintzberg? A. Crisis leads to extensive decentralization of decision-making. B. (Correct) Crisis often results in centralization, focusing power in the hands of the chief executive for a coordinated response. C. Crisis organizations tend to establish routine structures. D. Crisis has no impact on the organizational structure. E. Crisis organizations emphasize a bureaucratic approach. Answer: B. Crisis often results in centralization, focusing power in the hands of the chief executive for a coordinated response. Elaboration: During a crisis, organizations often centralize decision-making to ensure a swift and coordinated response. The concentration of power in the hands of the chief executive is a common characteristic during such periods of extreme hostility. =============================================================================================================== Q6.34. Which factor distinguishes Crisis Organizations from other structures according to Mintzberg? A. Crisis Organizations focus on routine and predictable environments. B. Crisis Organizations are characterized by extensive decentralization. C. (Correct) Crisis Organizations distinguish themselves by centralizing decision-making temporarily in response to extreme hostility. D. Crisis Organizations rely on permanent centralization even in non-hostile environments. E. Crisis Organizations emphasize bureaucratic and formal organizational structures. Answer: C. Crisis Organizations distinguish themselves by centralizing decision-making temporarily in response to extreme hostility. Elaboration: The distinguishing feature of Crisis Organizations is their temporary centralization of decision-making during periods of extreme hostility. This allows for a focused and rapid response to the crisis at hand. =============================================================================================================== Q6.35. What type of environment is conducive to the establishment of a Crisis Organization according to Mintzberg? A. Crisis Organizations thrive in routine and simple environments. B. Crisis Organizations are common in highly bureaucratic settings. C. Crisis Organizations are preferable in dynamic and complex environments. D. (Correct) Crisis Organizations are established in environments that are both extremely hostile and unpredictable. E. Crisis Organizations emerge in organizations with extensive decentralization of power. Answer: D. Crisis Organizations are established in environments that are both extremely hostile and unpredictable. Elaboration: A Crisis Organization is more likely to be established in environments that are not only extremely hostile but also unpredictable. The need for a quick and centralized response is crucial in such uncertain situations. =============================================================================================================== Q6.36. What characterizes a Charismatic Organization in Mintzberg's organizational design? A. Charismatic Organizations primarily rely on extensive bureaucracy for decision-making. B. Charismatic Organizations emphasize decentralization across all organizational levels. C. Charismatic Organizations are marked by a lack of leadership influence. D. (Correct) Charismatic Organizations are led by a charismatic leader who gains power because followers lavish it upon them. E. Charismatic Organizations have a highly formalized structure. Answer: D. Charismatic Organizations are led by a charismatic leader who gains power because followers lavish it upon them. Elaboration: In a Charismatic Organization, the key characteristic is the dominant influence of a charismatic leader. This leader gains power not by hoarding it but by virtue of the followers' admiration and trust, creating an organization centered around their personality. =============================================================================================================== Q6.37. When does a Charismatic Organization tend to emerge according to Mintzberg? A. Charismatic Organizations are prevalent in routine and stable environments. B. Charismatic Organizations emerge in highly bureaucratic settings. C. (Correct) Charismatic Organizations tend to emerge when a leader's charisma is a significant factor, regardless of the environment. D. Charismatic Organizations are common in organizations with decentralized decision-making. E. Charismatic Organizations are exclusively found in large organizations. Answer: C. Charismatic Organizations tend to emerge when a leader's charisma is a significant factor, regardless of the environment. Elaboration: The emergence of a Charismatic Organization is not necessarily tied to a specific environment. Instead, it is associated with the presence of a leader whose charisma plays a crucial role, regardless of the organizational context. =============================================================================================================== Q6.38. What distinguishes a Charismatic Organization's power structure from other organizational structures according to Mintzberg? A. Charismatic Organizations emphasize permanent centralization of power. B. (Correct) Charismatic Organizations have a power structure where the leader gains authority because of followers' admiration, rather than hoarding it or relying on bureaucratic processes. C. Charismatic Organizations exclusively rely on decentralized decision-making. D. Charismatic Organizations have a highly bureaucratic power structure. E. Charismatic Organizations emphasize delegation of power to lower organizational levels. Answer: B. Charismatic Organizations have a power structure where the leader gains authority because of followers' admiration, rather than hoarding it or relying on bureaucratic processes. Elaboration: The key distinction in a Charismatic Organization is the source of power, which is derived from the leader's charisma and the admiration of followers. Unlike hoarding power or relying on bureaucratic structures, authority is gained through personal influence. =============================================================================================================== Q6.39. How does Mintzberg describe the leadership style within a Charismatic Organization? A. Charismatic Organizations are characterized by a highly bureaucratic leadership style. B. (Correct) Charismatic Organizations have leaders with a charismatic style, attracting followers through personal qualities rather than formal structures. C. Charismatic Organizations have leaders who emphasize decentralization at all costs. D. Charismatic Organizations employ leaders who hoard power and avoid personal connections. E. Charismatic Organizations have leaders who rely on routine and stable leadership approaches. Answer: B. Charismatic Organizations have leaders with a charismatic style, attracting followers through personal qualities rather than formal structures. Elaboration: The leadership style within a Charismatic Organization is charismatic, where leaders attract followers through personal qualities, vision, and charisma rather than formalized structures. =============================================================================================================== Q6.40. What role does culture play in Charismatic Organizations according to Mintzberg? A. Charismatic Organizations are characterized by a culture that emphasizes bureaucracy and formalization. B. Charismatic Organizations have a culture that encourages decentralization. C. (Correct) Charismatic Organizations often have a culture that plays a prominent role, particularly in less industrialized societies where strong leaders coordinate through direct supervision. D. Charismatic Organizations have a culture that avoids any form of power concentration. E. Charismatic Organizations emphasize a culture of routine and predictability. Answer: C. Charismatic Organizations often have a culture that plays a prominent role, particularly in less industrialized societies where strong leaders coordinate through direct supervision. Elaboration: Culture in Charismatic Organizations is often significant, especially in less industrialized societies. Strong leaders coordinate through direct supervision and personal influence, contributing to a culture where charisma plays a prominent role in organizational dynamics.