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1. Organizations are social entities that are goal-directed, are designed

as deliberately structured and coordinated activity systems, and
linked to the…….
A. External environment
B. Structural dimensions
C. Culture
D. Multinational corporations
2. Which type of environment is best suited for a matrix structure?

A. A) Simple and stable

B. B) Complex and uncertain
C. C) Dynamic and unpredictable
D. D) Hierarchical and rigid

3. ………………is a higher level of horizontal linkage (i.e. liaison role):

A. Hierarchical referral
B. vertical Information systems
C. Direct contact
D. indirect contact
4. What are the two variations of matrix structure ?

A. Functional matrix and Product matrix

B. Hierarchical matrix and Network matrix
C. Divisional matrix and Hybrid matrix
D. Centralized matrix and Decentralized matrix

5. ………… thinking pays attention to the boundary between the

organization and its context:
A. Closed system
B. Open system
C. Organization
D. Personnel ratios
6. which id a symptoms of structural deficiency?

A. Greater flexibility
B. Often used in rapidly changing environments
C. Employee performance declines, goals are not being met
D. Structural alignment aligns structure with organizational goals
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7. What are the three key indicators of organization design?
A. Productivity, Profitability, and Growth
B. Required work activities, Reporting relationships, and
Departmental grouping options
C. Innovation, Adaptability, and Collaboration
D. Centralization, Decentralization, and Integration
8. One of the strengths of Divisional Structure:
A. Allows economies of scales within departments
B. Is best with only one product.
C. Decentralized decision -making
D. Reduce administrative overhead costs.
9. …………. is a higher level of horizontal linkage (i.e. liaison role)
A. Horizontal linkage
B. Information systems
C. Direct contact
D. Task force

10. A…………………… is any group within or outside an organization that

has a stake in the organization's performance:
A. Strategy
B. Stake holder.
C. Stakeholder Approach
D. Structure
11. What is the primary focus of a functional matrix structure?
A. Product development
B. Customer satisfaction
C. Technical expertise
D. Market expansion
12. One of the characteristics of Geographical Structure:
A. Most common strategy is outsourcing.
B. Often used in rapidly changing environments
C. Customers drive the horizontal corporation.
D. It is particular common in large nonprofit organizations.
13. ……….enabling employees to be coordinated?
A. Rules
B. Plans
C. Teams
D. Task force
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14. Specialization is a part of……
A. Structural dimensions
B. Contextual dimensions
C. Sociotechnical Approach
D. Goals and strategy
15. Which are the three departmental grouping options?
A. Functional, Divisional, and Hybrid
B. Product, Process, and Customer
C. Geographic, Matrix, and Network
D. Centralized, Decentralized, and Integrated
16. One of the symptoms of structural deficiency:
A. Greater flexibility
B. less conflict
C. Employee performance declines
D. leads to aligns structure with organizational goals
17. Which one Key characteristics Horizontal Structure?
A. The culture promotes openness, trust and collaboration
B. Achieves coordination necessary to meet dual demands from
customers
C. Suited to complex decisions and frequent changes in unstable
environment
D. Provides opportunity for both functional and product skill
development
18. Scientific Management pioneered by………………
A. Hawthorne Studies
B. Peter F. Drucker
C. Philip Kotler
D. Frederick Winslow Taylor
19. How does a product matrix structure diaer from a functional matrix
structure?
A. Product matrix focuses on technical knowledge
B. Functional matrix emphasizes product development
C. Product matrix has a centralized decision-making process
D. Functional matrix is more suitable for a complex environment
20. One of the Key characteristics of Horizontal Structure:
A. The culture promotes openness, trust and collaboration.
B. Achieves coordination necessary to meet dual demands
from customers.
C. Can decrease organization’s flexibility.
D. Customers drive vertical corporation.
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21. What is the key diaerence between eaiciency and learning
outcomes in organizational design?
A. Eaiciency focuses on cost reduction, while learning
outcomes emphasize innovation
B. Eaiciency prioritizes hierarchy, while learning outcomes
prioritize collaboration
C. Eaiciency is related to short-term goals, while learning
outcomes are linked to long-term growth
D. Eaiciency is about standardization, while learning outcomes
involve adaptation and flexibility
22. Organizational configuration includes technical core, Top
Management, Middle management, technical support
and…………………
A. government
B. competitors
C. suppliers
D. administrative support
23. Eaiciency refers to the amount of resources used to produce a unit
of output:
A. True
B. False
24. Organization facilitates...…………………
A. Innovation
B. Create value for owners, customers, and employees.
C. coordination of employees
D. All above
25. extends the concept of horizontal coordination and collaboration
beyond the boundaries of the organization:
A. Geographical Structure
B. Virtual network
C. Hybrid Structure
D. Horizontal Structure

26. The strategy that emphasis on creativity, research, risk-taking for

innovation, called:
A. Defender
B. Prospector
C. Analyzer
D. Reactor
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27. ………………………………… is used to implement goals and strategy
and thereby influences the prospects of success:

A. Organization system

B. Organization design

C. Organization values

D. Organization culture

28. The problem of this approach is it fails to adequately consider the

changing value of various resources:
A. goal approach
B. resource-based approach
C. internal process approach
D. competing values model
29. An organization that is based on equality, open information, little
hierarchy, and a culture that encourages adaptability and
participation is called a……
A. Learning organization
B. Horizontal Organization
C. Levels of management in organization
D. Professionalism
30. This strategy tries to increase market share by emphasizing low cost
compared to competitors:
A. Diaerentiation
B. Focus
C. Blue ocean
D. Low-cost leadership
31. Which type of environment is best suited for a matrix structure?
A. Simple and stable
B. Complex and uncertain
C. Dynamic and unpredictable
D. Hierarchical and rigid

32. ………………………………. refers to the degree to which an organization

achieves its goals:
A. Eaectiveness
B. Structural dimensions
C. Learning organization
D. Culture
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33. The …………………describes the organization’s vision, its shared
values and beliefs and its reason for being:
A. Gools
B. Culture
C. Mission
D. Structure
34. What are the two variations of matrix structure?
A. Functional matrix and Product matrix
B. Hierarchical matrix and Network matrix
C. Divisional matrix and Hybrid matrix
D. Centralized matrix and Decentralized matrix
35. It is a plan for interacting with the competitive environment:
A. Strategy
B. Structure
C. Environment
D. Technology
36. Globalization is currently not one of the challenges for the
organization:
A. True
B. False
37. What are the three key indicators of organization design?
A. Productivity, Profitability, and Growth
B. Required work activities, Reporting relationships,
and Departmental grouping options.
C. Innovation, Adaptability, and Collaboration
D. Centralization, Decentralization, and Integration
38. …………………………suggests that relationships in complex systems
are nonlinear and made up of numerous interconnections and
divergent choices:
A. Chaos Theory
B. Meso Theory
C. F.W. Tailor Theory
D. Stakeholder approach
39. One of the weaknesses of functional Structure:
A. Result in less innovation
B. Can limit in- depth skill development.
C. Require change in culture.
D. Require change in job design.
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40. The……………approach is concerned with progress towards
attainment of output:
A. goal
B. resource-based
C. internal process
D. competing values model
41. Organizational technology is a part of………
A. a Contextual dimensions
B. Structural dimensions
C. Organization Innovation
D. Learning organization