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34. In what form of organization does an employee report to multiple managers?
A. bureaucracy.
B. matrix.
C. departmental.
D.. mechanistic.
B yes. A matrix organization (project management) is characterized by vertical and horizontal lines of authority. The project manager borrows specialists from line functions as needed. This manager’s authority is limited to the project, and the specialists will otherwise report to the line managers.
A . in a bureaucracy ,each subordinate reports to a single manager.
C no. departmental organization structures represent the typical organization with unified and clear single lines of authority.
D no. mechanistic organization structure is another term for a bureaucracy.
 
35. The relationship between organizational structure and technology suggests that, in an organization using mass production technology (for example, automobile manufacturing), the best structure is
A . organic, emphasizing loose controls and flexibility.
B. matrix, in which individuals report to both product and functional area managers.
C mechanistic, that is , highly formalized, with tight controls.
D Integrated, emphasizing cooperation among departments.
C yes. According to Joan Woodward’s work on the relation ship of technology and structure in manufacturing, companies may be categorized as engaged in unit production (units or small batches), mass production (large batches), or process production( continuous processing). Mass production is most effective if the entity has a mechanistic structure characterized by moderate vertical differentiation, high horizontal differentiation, and high formalization. This structure is one in which tasks are well-defined, most communication is downward, and control is tight.
A no. an organic structure is flexible and therefore not suited to mass production.
B no. matrix is not a type of structure but rather a type of departmentation.
D no. in integrated structure is a nonsense term in this context

36. The structure of an organization generally follows its overall strategy. At one end are loosely structured, organic organizations. At the other end are highly centralized, tightly controlled, mechanistic organizations. Consider the overall strategy of a company that is a pioneer in the combination of laser and robotic technologies. The company’s scientists and engineers hold many patents. They are continually looking for ways to improve their products as well as to introduce new ones. Identify the most appropriate structural option for this organization.
A . mechanistic.
B  imitative
C  organic
D  bureaucratic.
C yes. Organization structure depends on the company’s overall strategy. This organization has adopted an innovation strategy. It introduces major new products or services. The structure that provides the flexibility required for major innovation is organic, a form of organization characterized by a loose structure, low division of labor, low formalization, and decentralization.
A no. a mechanistic structure is appropriate for organizations focusing on cost minimization through tight controls, Extensive division of labor, high formalization, and centralization.
B no .an imitative strategy is not adopted by true innovators but rather by companies that move into new markets only after smaller competitors have demonstrated the potential for success. Imitation strategies are best suited to a structure that combines mechanistic and organic components.
D no bureaucracies are mechanistic, not organic.
37.  Discount stores and sellers of generic grocery products keep prices low and innovate only when there are low-risk, high-payback projects. They are pursuing a(an)
A.innovation-minimization strategy.
B.Imitation strategy.
C.Cost-minimization strategy.
D.Initiation strategy.
C yes. Research suggests that organizational structure follows strategy. A cost-minimization strategy tightly controls costs, avoids unnecessary innovation or marketing expenses, and cuts prices in selling a discount product. The sellers of generic grocery products pursue this strategy.
A.no. innovation minimization is not a type of strategy. An innovation strategy emphasizes the introduction of new products or services.
B.No. an imitation strategy seeks to introduce new products or enter new markets only after their viability has been proven.
D no. there is no initiation strategy.
 
38. As an organization increases the number of employees, its structure becomes more complex. Rules become more formalized and more supervisors are hired to direct the increased numbers of subordinates. What is the nature of the size-structure relationship?
A.the size-structure relationship is linear.
B.The structure becomes fixed once an organization attains a level of about 200 employees.
C.The size-structure relationship is concave.
D.None of the answers are correct.
D yes. As an organization increases in size, its structure tends to become more formal and mechanistic. More policies and procedures are necessary to coordinate the increased number of employees, and more managers must be hired. However, the relationship between size and changes in structure is linear only within a certain range. For example, adding 100 employees to a company with 100 employees is likely to cause significant structural change, but adding the same number to a workforce of 10000 is likely to have little impact. By the time a company reaches a certain size (1500 to 2000 or more), it usually has most of the qualities of a mechanistic structure.
A no. the size-structure relationship is likely to be linear but only within a narrow range.
b. and c no .same as a.
 
39. In general, as organizations grow in size, their strategies.
A.become more ambitious, and they often expand their activities within their industry.
B.Focus on vertical integration, and their structures consequently must become more centralized.
C.Change from a focus on a diverse set of products to a focus on a single product line.
D.Follow and are determined by their internal structures.
A yes. The strategies of larger organizations tend to be more ambitious and complex. Thus, a company may expand from one product line to many. The result is a need for more complicated coordination methods.
B no. a company with diversified products may decide to create independent, decentralized divisions.
C no. focusing on a single product line rather than a diverse set of products is not a strategy for a growing company.
D no. structure follows strategy.

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