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1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,11e(Robbins/Coulter)Chapter11AdaptiveOrganizationalDesign1)Employeeempowermentiscrucialinorganizationswithteamstructuresbecausenolineofmanagerialauthorityflowsfromtoptobottominsuchorganizations.Answer:TRUEPageRef:289Objective:1Difficulty:EasyClassification:Conceptual2)Oneuniqueaspectofthematrixstructureisthatitcreatesadualchainofcommand.Answer:TRUEPageRef:290Objective:1Difficulty:EasyClassification:Conceptual3)Projectstructurestendtoberigidorganizationaldesigns,withthedepartmentalizationandorganizationalhierarchyslowingdownthedecisionmakingprocess.Answer:FALSEPageRef:290Objective:1Difficulty:EasyClassification:Conceptual4)Thehorizontalboundariesimposedbyworkspecializationanddepartmentalizationareapartofanorganization'sexternalboundaries.Answer:FALSEPageRef:291Objective:1Difficulty:EasyClassification:Conceptual5)Avirtualorganizationtypicallyconsistsofasmallcoreoffull-timeemployeesandoutsidespecialiststemporarilyhiredasneededtoworkonprojects.Answer:TRUEPageRef:291Objective:1Difficulty:EasyClassification:Conceptual2Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall6)Thevirtualorganizationisoftencalledamodularorganizationbymanufacturingfirms.Answer:FALSEPageRef:291Objective:1Difficulty:EasyClassification:Conceptual7)Inalearningorganization,employeescontinuallyacquireandsharenewknowledgeandapplythatknowledgeinmakingdecisionsordoingtheirwork.Answer:TRUEPageRef:292Objective:1Difficulty:EasyClassification:Conceptual8)Collaborativeworkincreasescommunicationandcoordinationamongparticipants.Answer:TRUEPageRef:293Objective:2Difficulty:EasyClassification:Conceptual9)Inacross-functionalteamtherearenoartificialboundariesandthus,theteamfocusesonworkingtogethertoachieveorganizationalgoals.Answer:TRUEPageRef:294Objective:2Difficulty:EasyClassification:Conceptual10)Ataskforceisapermanentcommitteeorteamformedtotacklealong-termproblemaffectingseveraldepartmentsofanorganization.Answer:FALSEPageRef:294Objective:2Difficulty:EasyClassification:Conceptual11)Communitiesofpracticerefertogroupsofpeoplewhoshareaconcern,asetofproblems,orapassionaboutatopic,andwhodeepentheirknowledgeandexpertiseinthatareabyinteractingonanongoingbasis.Answer:TRUEPageRef:295Objective:2Difficulty:EasyClassification:Conceptual3Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall12)Inordertomakecommunitiesofpracticeeffective,itisimportanttoremoveanysortofmanagerialsupervision.Answer:FALSEPageRef:295Objective:2Difficulty:EasyClassification:Conceptual13)Openinnovationreferstoopeningupthesearchfornewideasbeyondtheorganization'sboundariesandallowinginnovationstoeasilytransferinwardandoutward.Answer:TRUEPageRef:296Objective:2Difficulty:EasyClassification:Conceptual14)Strategicpartnershipsarecollaborativerelationshipsbetweentwoormoreorganizationsinwhichtheycombinetheirresourcesandcapabilitiesforsomebusinesspurpose.Answer:TRUEPageRef:296Objective:2Difficulty:EasyClassification:Conceptual15)Telecommutingisaworkarrangementinwhichemployeesworkathomeandarelinkedtotheworkplacebytelephone.Answer:FALSEPageRef:297Objective:3Difficulty:EasyClassification:Conceptual16)Acompressedworkweekisaworkweekwhereemployeesworklongerhoursperdaybutfewerdaysperweek.Answer:TRUEPageRef:299Objective:3Difficulty:EasyClassification:Conceptual17)Anorganizationfindsitveryeasytodifferentiatebetweenindependentandnon-independentcontractors.Answer:FALSEPageRef:300Objective:4Difficulty:EasyClassification:Conceptual4Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall18)CompanieshavetopaySocialSecurity,Medicare,andunemploymentinsurancetaxesforworkersclassifiedasindependentcontractors.Answer:FALSEPageRef:300Objective:4Difficulty:ModerateClassification:Conceptual19)Amajorstructuraldesignchallengeformanagerstoday,istofindawaytoofferflexibilityandatthesametimekeepwidelydispersedandmobileemployeesconnectedtotheorganization.Answer:TRUEPageRef:301Objective:5Difficulty:EasyClassification:Conceptual20)Researchershaveconcludedthatthestructuresandstrategiesoforganizationsworldwidearevastlydifferentfromoneanother.Answer:FALSEPageRef:301Objective:5Difficulty:EasyClassification:Conceptual21)Whichofthefollowingisanadvantageofateamstructure?A)Itempowersemployeesandmakesthemmoreinvolved.B)Itestablishesaclearlineofmanagerialauthority.C)Itreducesthepressureonteamstoperform.D)Itseparatesdifferentfunctionalgroups.Answer:APageRef:289Topic:CommonOrganizationalDesignsObjective:1Difficulty:ModerateClassification:Conceptual22)Ina________structure,noclearchainofcommandexists.A)teamB)projectC)mechanisticD)functionalAnswer:APageRef:289Objective:1Difficulty:EasyClassification:Conceptual5Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall23)Whichofthefollowingisadisadvantageofamatrixstructure?A)Itincreasesthecomplexityofassigningpeopletoprojects.B)Itslowsdownthedecisionmakingprocess.C)Itreducesorganizationalresponsiveness.D)Itleadstolowermoraleamongteammembers.Answer:APageRef:289Topic:CommonOrganizationalDesignsObjective:1Difficulty: