Oxford University Press | Online Resource Centre

Choose your answers from a-d by clicking the radio button next to each choice and then press 'Submit' to get your score.

Question 01

Which of the following is not a disadvantage of the matrix structure?

a) The value of specialization is minimized

b) High reciprocal task interdependence challenges coordination mechanisms

c) Can become highly confusing for employees who work inside the matrix

d) Dual authority breeds conflicting demands

Question 02

Lind Dominic is vice president of marketing for a medium-sized manufacturing company. She works with other vice presidents of production, finance, engineering, and human resources who all report to the company's president. The structure of this organization would be described as:

a) simple.

b) product.

c) matrix.

d) none of the above.

Question 03

When a matrix structure is working properly, which of the following has primary authority?

a) Functional managers

b) Project managers

c) Full-time integrators

d) None of the above

Question 04

Weber's routinization of charisma addresses:

a) how leaders can be trained to be charismatic.

b) the driving forces that influence change.

c) how employees negotiate and change a leader's ideas to fit their own needs.

d) all of the above.

Question 05

Organizational learning involves:

a) balancing the need for efficiency with the need for flexibility.

b) explicit and tacit knowledge.

c) double loop learning.

d) all of the above.

Oxford University Press, Online Resource Centre, Chapter 09.

Chapter 09

Instructions

Question 01

Question 02

Question 03

Question 04

Question 05