Chapter 9: Structure - Fit for Purpose

1. Which of the following is NOT one of the advantages of a bureaucratic organizational structure?

rules and regulations can be applied impartially management is seen as a profession suited to turbulent, fast-paced environments often provide good internal career progression  

2. A marketing department is an example of:

division of labour based on function centralization of decision-making division of labour based on market a separate business unit  

3. An organic organizational structure is suited to:

a cost minimization strategy an innovative strategy an imitation strategy all strategies: it is the best structure for any modern organization  

4. Self-managed organizations rely on ___________ to get things done.

heterarchy hierarchy decentralized consensus responsible autonomy  

5. Which of these recommendations are unlikely to produce a more flexible organization?

encouraging networking building trust developing clearer divisional responsibilities flattening the organizational structure  

6. Which of the following is NOT a type of organizational structure?

matrix mechanistic M-form multiple  

7. Organizational structures that encourage participation and teamwork increase the demand for:

problem-solving and communication skills IT and technical skills leadership skills higher reward and remuneration  

8. Mintzberg (1980) noted that organizations were often divided into parts based on divisions of roles into:

supporting core, strategic staff, middle line, technostructure and apex technical staff, operating core, strategic apex and middle line support staff, operating core, strategic apex, middle line and technostructure support staff, strategic operations, technostructure, middle management and senior management  

9. The television industry is an example of a:

latent organization virtual organization technostructure M-form structure  

10. How can HRM contribute to the success of team-based structures?

by ensuring that employees know they are responsible for their own career development by developing clear, individually based performance management systems by providing good structures and support for training and development by ensuring that stability is maintained and change is limited