2. By Kamal ALMASRI 2
() Highly formalized jobsoffer little discretionover what is
tobe done.
( ) High formalization meansfewer constraintson how
employees do their work.
() Overspecialization can result in humandiseconomies
suchasboredom, fatigue, stress,poor quality, increased
absenteeism, andhigher turnover.
()Unityof Commandrefers tothe concept that aperson
shouldhaveone bossandshouldreport only tothatperson.
()Authorityrefers to therightsinherentin amanagerial
position totell people whattodo andtoexpect them todoit.
3. By Kamal ALMASRI 3
() Centralization is the degreeto which decision making is
concentrated at upper levelsin the organization.
() Decentralization means that top managers make all the
decisions and lower-levelemployeessimply carry out those orders.
() Span of Control refersto the number ofemployeeswho can be
effectivelyand efficientlysupervisedby a manager.
() Employee empowermentmeans increasingthe decision-
making authority (power) of employees.
() Employee Empowerment is common in centralized
organizations.
4. By Kamal ALMASRI 4
() When environment is stable organization should bemore
centralized.
() Centralization is suitable when lower-levelmanagers are notas
capable or experienced at making decisions as upper-level managers.
() Centralization is suitable when decisions are relatively minor.
() Centralization is suitable when organization is facing a crisis or the
risk ofcompany failure.
() Mechanistic organizational structures tend to be most effectivein
stable and simple environments.
() Theflexibility oforganic organizational structures is better suited
for dynamic and complex environments.
() Centralization is suitable when company is large.
5. By Kamal ALMASRI 5
() Pursuing competitive advantage through meaningful and unique
innovations favors an organic structuring.
() Centralization is suitable when effectiveimplementation of
company strategies depends on managers retaining say over what
happens.
( )As an organization grows larger, itsstructure tends to change from
organic tomechanistic.
()As an organization grows larger, its structure tends to change from
mechanistic to organic.
() Mechanistic structure of organizations means increased
specialization, departmentalization, centralization, and
rules/regulations.
() Highlyformalizedjobs offer littlediscretion over what isto be done.
6. By Kamal ALMASRI 6
( ) Departmentalizationbyproduct lineallows specializationin particularproducts and
services.
( ) Departmentalizationbyproduct lineallows specializationin particularproducts and
services.
() Departmentalizationby productline enhancestheview oforganizationalgoals.
( ) Departmentalizationbyregion allows tohandlespecific regional issues.
( ) Departmentalizationbyregion maymakeemployees feel isolatedfrom other
organizationalareas.
( ) Standardizationof taskscandramaticallyaffectthespanofmanagement.
() Wecansaythatthere is astrong relationship between centralizationand
formalization.
( ) Pursuingcompetitiveadvantagethroughmeaningfulandunique innovationsfavorsan
organicstructuring.
7. By Kamal ALMASRI 7
Functional.
Product.
Geographical.
All of the above.
8. By Kamal ALMASRI 8
Grouping jobs by functions
performed.
Grouping jobs by product line.
Grouping jobs on the basis of
territory orgeography.
All of the above.
9. By Kamal ALMASRI 9
High specialization and rigid
departmentalization
Clear chain of command and narrow
spans of control
Centralization and high formalization
All of the above
10. By Kamal ALMASRI 10
Decentralization and free flow of
information
Clear chain of command
Narrowspans of control
Centralization
High formalization
11. By Kamal ALMASRI 11
Skills and abilities of the manager
Similarity and Complexity of tasks
Physical proximity of subordinates
Standardization of tasks
Strength of the organization’s culture
All of the above.
12. By Kamal ALMASRI 12
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
All of the above
13. By Kamal ALMASRI 13
Product departmentalization
Product departmentalization
Geographical departmentalization
Customerdepartmentalization
Processdepartmentalization
All of the above
14. By Kamal ALMASRI 14
ContrastMechanistic and Organic
Structures.
Discuss the factors that affect the span of
management.
Contrastcentralization and
decentralization.