This document discusses key concepts related to organizational structure including: - Highly formalized jobs with little discretion and overspecialization can lead to issues like boredom and stress. - Centralization refers to where decision-making power is located in an organization, with centralized structures concentrating power at upper levels. - As organizations grow larger, their structure tends to change from organic to mechanistic, with increased specialization and formalization. - Departmentalization can be done by function, product, region, or other approaches, and affects coordination, specialization, and employee experience.

1. Kamal AL MASRI

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.

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Functional.
Product.
Geographical.
All of the above.

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Grouping jobs by functions
performed.
Grouping jobs by product line.
Grouping jobs on the basis of
territory orgeography.
All of the above.

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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.

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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

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ContrastMechanistic and Organic
Structures.
Discuss the factors that affect the span of
management.
Contrastcentralization and
decentralization.