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Chapter5BasicOrganizationDesignsTRUE/FALSEQUESTIONSOrganizationaldesignistheorganization’sformalframeworkbywhichjobtasksaredivided,grouped,andcoordinated.(False;difficult;p.132)TheconceptofworkspecializationcanbetracedbacktoAdamSmith’sdiscussionofdivisionoflaborinthe1700s.(True;moderate;p.132)Whenworkspecializationwasoriginallyimplemented,employeeproductivityrose.(True;moderate;p.133)Today,mostmanagersseeworkspecializationasasourceofever-increasingproductivity.(False;moderate;p.133)Theunityofcommandislogicalintoday’sworkplace,consideringtheadvancesintechnologythatincreaseaccesstoinformation.(False;moderate;p.134)Alinemanagercarriesoutanorganizationalfunctionthatcontributesdirectlytoachievingtheorganization’sobjectives.(True;moderate;p.135)Whendecisionstendtobemadeatlowerlevelsinanorganization,theorganizationissaidtobedecentralized.(True;moderate;p.139)Theconceptofcentralization-decentralizationisabsolute.(False;moderate;p.139)Atermforincreaseddecentralizationisemployeeempowerment,whichisgivingemployeesmoreauthoritytomakedecisions.(True;easy;p.140)Groupingjobsonthebasisofmajorproductareasistermedcustomerdepartmentalization.(False;moderate;p.141)Anorganicorganizationtendstobecharacterizedbyhighspecialization,extensivedepartmentalization,narrowspansofcontrol,highformalization,alimitedinformationnetwork,andlittleparticipationindecisionmakingbylow-levelemployees.(False;moderate;pp.142-143)Anorganicorganizationwouldlikelybeveryflexible.(True;moderate;p.143)Innovatorsneedtheefficiency,stability,andtightcontrolsofthemechanisticstructure.(False;moderate;p.143)Therelationshipbetweenorganizationalsizeandstructuretendstobelinear.(False;difficult;p.144)JoanWoodwardattemptedtovieworganizationalstructurefromatechnologicalperspective.(True;moderate;p.144;AACSB:Technology)Woodward’sfindingssupportthatthereis“onebestway”toorganizeamanufacturingfirm.(False;moderate;p.144;AACSB:Technology)Thestrengthofthefunctionalstructureisthat
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