组织行为学麦克沙恩TBChap013

Chapter13

DesigningOrganizationalStructures

True/FalseQuestions

1.Anorganization'sstructureisthesameasitsorganizationalchart.

TrueFalse

2.Thetwofundamentalrequirementsofallorganizationalstructuresaredivisionalizationand

decentralization.

TrueFalse

3.Divisionoflaborleadstoincreasedjobspecialization.

TrueFalse

4.Whenworkisdividedamongpeople,acoordinatingmechanismisneededtoensurethat

everyoneworksinconcert.

TrueFalse

5.Informalcommunicationisacoordinationmechanismonlyinsmallandafewmedium-sized

organizations.

TrueFalse

6.Largeorganizationscanencourageinformalcommunicationasacoordinatingmechanismby

keepingeachproductionsitesmall.

TrueFalse

7.Integratorrolesincreaseinformalcommunicationasacoordinatingmechanism.

TrueFalse

8.Temporarycross-functionalteamscanbeusedtoencourageinformalcommunicationasa

coordinatingmechanism.

TrueFalse

9.Whenemployeesworkinnon-routineandambiguoussituations,formalhierarchyistheleast

time-consumingcoordinatingmechanism.

TrueFalse

10.Jobdescriptionshelpimprovequalityandconsistencyofaproductorservicebystandardizing

workactivities.

TrueFalse

11.Standardizingprocessesislesseffectivefornonroutineandcomplexworkthanforroutineor

simplework.

TrueFalse

12.Whenworkactivitiesaretoocomplextostandardizethroughextensivetrainingforemployees,

companiesneedtocoordinateworkeffortthroughprecisejobdescriptions.

TrueFalse

13.Whenamanagerhasmanydirectreports,anarrowspanofcontrolexists.

TrueFalse

14.Whenemployeesperformhighlyinterdependentwork,generallyanarrowspanofcontrolis

necessary.

TrueFalse

15.Thespanofcontrolisinterconnectedwithorganizationalsizeandthenumberoflayersinthe

hierarchy.

TrueFalse

16.Tallhierarchiesencourageemployeeempowermentandengagementbecausetheyfocuspower

aroundemployeesratherthanmanagers.

TrueFalse

17.Thenumberoflayersinanorganization'shierarchydependsonthenumberofpeopleemployed

andtheaveragespanofcontrol.

TrueFalse

18.Mostorganizationsbeginwithcentralizedstructuresandbecomemoredecentralizedasthey

growlargeranddivideworkintomorespecializedfunctions.

TrueFalse

19.Companiescanbecentralizedinsomepartsoftheorganizationanddecentralizedinotherparts.

TrueFalse

20.Organizationstendtobecomelessformalizedastheyageandgrowlargerintermsofthe

numberofemployees.

TrueFalse

21.Formalizationrepresentstheestablishmentofstandardizationasacoordinatingmechanism.

TrueFalse

22.Amechanisticstructureisdecentralized,hasawidespanofcontrolandlittleformalization.

TrueFalse

23.Mechanisticstructuresoperatebetterinstableenvironmentsthaninrapidlychanging

environments.

TrueFalse

24.Asexternalenvironmentsbecomemorecomplexanddynamic,organizationalstructuresshould

becomemoremechanisticandlessorganic.

TrueFalse

25.Departmentalizationestablishesinterdependenciesamongemployeesandsubunitsandframes

themembershipofformalworkteams.

TrueFalse

26.Aproblemwithdepartmentalizationisthatitdiscouragescoordinationthroughinformal

communication.

TrueFalse

27.Asimplestructureisoneofthebeststructuresinwhichtoaccommodateorganizationalgrowth

anddiversification.

TrueFalse

28.Functionalstructuresfosterprofessionalidentityandpermitgreaterspecializationthanmostother

formsofdepartmentalization.

TrueFalse

29.Functionalstructurestendtohavehigherdysfunctionalconflictandpoorercoordinationacross

unitsthanotherformsofdepartmentalization.

TrueFalse

30.Divisionalstructuresmaybeformedaroundproducts,geography,orclients.

TrueFalse

31.Theprimarysourceofenvironmentaldiversityoruncertaintymainlydeterminesthebestformof

divisionalstructureanorganizationshouldadopt.

TrueFalse

32.Companieswithdivisionalizedstructuresareincreasinglyadoptingthegeographically-based

structure.

TrueFalse

33.Aproblemwiththedivisionalstructureisthatitincreasestheriskofduplicationand

underutilizationofresources.

TrueFalse

34.Organizationsmovetowardateam-basedstructurebyflatteningthehierarchy,reducing

formalization,andmakingextensiveuseofself-directedworkteams.

TrueFalse

35.Team-basedorganizationalstructuresareusuallyfoundwithinlargerdivisionalizedstructures.

TrueFalse

36.Aproblemwiththeteam-basedorganizationalstructureisthatemployeesmayexperiencemore

stressduetoambiguityoftheirroles.

TrueFalse

37.Allemployeesworkinginamatrixorganizationhavetwobosses.

TrueFalse

38.Thegeographic-productmatrixstructureislikelythemostcommonmatrixdesignamongglobal

companies.

TrueFalse

39.Oneadvantageofamatrixstructureisclarityofaccountability.

TrueFalse

40.Theconflictandambiguityassociatedwiththematrixstructurecausessomeemployeesto

experiencemorestress.

TrueFalse

41.Inatypicalmatrixstructure,severalsatelliteorganizationsarebee-hivedaroundacorefirm.

TrueFalse

42.Oneofthemainforcespushingorganizationstowardamatrixstructureistherecognitionthatan

organizationhasonlyafewcorecompetencies.

TrueFalse

43.Oneofthemainadvantagesofnetworkstructuresisthattheyensurethecoreorganizationhasa

highdegreeofcontroloverproduction,marketingandotherfunctions.

TrueFalse

44.Networkstructurescomeclosetotheperfectexampleofamechanisticorganizationalstructure.

TrueFalse

45.Apotentialdisadvantageofnetworkstructuresisthattheyexposethecorefirmtomarketforces.

TrueFalse

46.Mechanisticstructuresarebettersuitedtodynamicenvironmentsthantostableenvironments.

TrueFalse

47.Decentralizationisthepreferredstrategyfororganizationsinsimple,integrated(onemarket),and

hostileenvironments.

TrueFalse

48.Themoreintegrateditsenvironment,themoreanorganizationwouldbenefitfromadivisionalized

formofdepartmentalization.

TrueFalse

49.Largerfirmstendtobemorecentralizedandmakegreateruseofdirectsupervisionthando

smallerfirms.

TrueFalse

50.Whentaskshavehighvariabilityandlowanalyzability,amechanisticstructureworksbetterthan

anorganicstructure.

TrueFalse

51.Contingenciessuchassize,technology,andenvironmentdonotnecessarilydeterminean

organization'sstructure.

TrueFalse

52.Organizationalstrategyinfluencesboththecontingenciesofstructureandthestructureitself.

TrueFalse

53.Ifacompany'sstrategyistocompetethroughinnovation,amoreorganicstructureispreferred.

TrueFalse

54.Ifacompanychoosesalow-coststrategy,anorganicstructureispreferredbecauseitmaximizes

productionandserviceefficiency.

TrueFalse

55."Structurefollowsstrategy"meansthatorganizationaldesignersshouldbasetheirchoiceof

structureontheimplicationsoftheirstrategicdecisions.

TrueFalse

MultipleChoiceQuestions

56.Whichofthefollowingfundamentalrequirementsdoallorganizationalstructureshave?

A.Flatterspanofcontrolanddecentralization

B.Divisionoflaborandcoordination

C.Decentralizationanddivisionalization

D.Coordinationanddecentralization

E.Centralizationandoutsourcing

57.Dividingworkintomorespecializedjobs:

A.increasestrainingcosts.

B.reducesworkefficiency.

C.reducestheopportunitytomatchpeoplewithappropriatejobs.

D.increasesthetimetakeninchangingfromonetasktoanother.

E.givesanopportunitytothejobincumbentstomastertheirtasksquickly.

58.Toincreaseworkefficiencyandmakeiteasiertomatchemployeecompetencieswithjob

requirements,companies:

A.divideworkintomorespecializedjobs.

B.relyonformalhierarchyasacoordinatingmechanism.

C.relyonanarrowspanofcontrol.

D.centralizedecisionmaking.

E.relyonformalhierarchyandanarrowspanofcontrol.

59.Coordinationofworkactivitiesis:

A.requiredwheneverthereisdivisionoflabor.

B.requiredonlyinteam-basedorganizations.

C.requiredwhenevertheorganizationhasmorethanapproximately100employees.

D.requiredonlywhenorganizationsoperateincomplexenvironments.

E.discouragedinorganizationsasitleadstoahighdegreeofinterdependenceamong

employees.

60.Inorganizationalstructures,integratorrolesservemainlyas:

A.aformofstandardization.

B.aninformalcommunicationcoordinatingmechanism.

C.aformofdirectsupervision.

D.technologicalcontingency.

E.mainelementindivisionalizedstructures.

61.Coordinationthroughformalhierarchyrelieson:

A.informalcommunication.

B.jobdescriptions.

C.goalsandobjectives.

D.directsupervision.

E.specializedskillsoftheemployees.

62.Standardizingworkthroughjobdescriptionsandprocedures:

A.isaformofcoordination.

B.ismorecommonwhentheworkiscomplexandambiguous.

C.tendstoreducequalityandconsistency.

D.isunnecessaryinlargeorganizations.

E.ismorecommoninorganicratherthanmechanisticstructures.

63.Whichofthefollowingistypicallymostimportantamongpeopleworkinginhospitalsurgical

operations?

A.Organizationalgoals

B.Integratorroles

C.Jobdescriptions

D.Extensivetraining

E.Companyrules

64.Whenworkactivitiesaretoocomplextostandardizethroughproceduresorgoals,companies

oftencoordinateworkeffort:

A.throughdirectsupervision.

B.byextensivelytrainingemployees.

C.bygivingoneemployeemostofthetaskspreviouslydividedamongmanypeople.

D.throughfurtherdivisionoflabor.

E.throughformalhierarchy.

65.Manyofthebest-performingproductionplantsareabletowidentheirspanofcontroltomore

than70employeespersupervisorby:

A.teachingsupervisorshowtomoreefficientlymonitoremployees.

B.givingupontheideathatallemployeesmustperformtheirfairshareofwork.

C.hiringsupervisorswhointimidateemployeesmoreoften.

D.relyingonself-directedworkteamsandothercoordinatingmechanisms.

E.introducingvideocamerasandothertechnologiestohelpsupervisorstomonitormore

employees.

66.Awiderspanofcontrolispossibleif:

A.employeesmanagethemselvesratherthanbeingcoordinatedthroughclosesupervision.

B.thecompanyhasahighdegreeofformalizationandoperatesinacomplexenvironment.

C.theorganizationhasfewemployeesandatallhierarchy.

D.thecompanydoesnotrelyonself-directedteams.

E.veryfewpeoplereportdirectlytoamanager.

67.Flatterorganizationalstructures:

A.tendtoreduceoverheadcosts.

B.receivelowerqualityinformationfromtheexternalenvironment.

C.undermineemployeeempowermentandengagement.

D.receivelesstimelyinformationfromtheexternalenvironment.

E.narrowthespanofcontrolforsupervisors.

68.CandooLtd.willsoonflattenitshierarchybyremovingtwoofthefivelayersofmanagement.If

thenumberofemployeesintheorganizationremainsconstant,whichofthefollowingmustalso

occur?

A.Itmustadoptamatrixformofdepartmentalization.

B.Itmustwidenthespanofcontrol.

C.Itmustrelymoreondirectsupervisionthanonstandardizationtocoordinatetheresulting

structure.

D.Itmustcentralizedecisionmaking.

E.Itmustdiscourageemployeeempowerment.

69.Organizationalandenvironmentalcomplexitiespushorganizationstoward:

A.formalization.

B.amoremechanisticstructure.

C.decentralization.

D.asimplestructure.

E.anarrowspanofcontrol.

70.isthedegreetowhichorganizationsstandardizebehaviorthroughrules,procedures,

formaltraining,andrelatedmechanisms.

A.Departmentalization

B.Spanofcontrol

C.Formalization

D.Centralization

E.Divisionoflabor

71.Asorganizationsgrowolder,theytendto:

A.becomemoreformalized.

B.haveamorecentralizedstructure.

C.movetowardasimpleformofdepartmentalization.

D.shiftfromamechanistictoanorganicstructure.

E.operatewithawidespanofcontrolandlessstandardization.

72.Formalizationinorganizationalstructurestendsto:

A.reduceorganizationalflexibility.

B.encourageorganizationallearningandcreativity.

C.dispersedecisionauthorityandpowerthroughouttheorganization.

D.increaseorganizationallearning.

E.decreaseefficiencyandcompliance.

73.Spanofcontrol,centralization,andformalizationtogetherformaclusteraroundtwobroader

organizationalformscalled:

A.hierarchicalanddelayeredstructures.

B.networkedandteam-basedstructures.

C.geographicandproduct/clientdivisions.

D.organicandmechanisticstructures.

E.diverseandintegratedstructures.

74.Anorganicstructurehas:

A.anarrowspanofcontrol.

B.centralizeddecisionmaking.

C.littleformalization.

D.verticalcommunicationflows.

E.rigidlydefinedtasks.

75.Mechanisticstructuresoperatebest:

A.instableenvironments.

B.whereemployeesdislikehierarchyandstatus.

C.whentherearehorizontalratherthanverticalcommunicationflows.

D.whereknowledgemanagementisacompetitiveadvantagetotheorganization.

E.whereemployeesperformtaskswithhighvariabilityandlowanalyzability.

76.Whichofthefollowingorganizationaldesignelementsdeterminesthesharingofresourcesand

encouragescoordinationthroughinformalcommunication?

A.Spanofcontrol

B.Formalization

C.Centralization

D.Departmentalization

E.Standardization

77.establishesthechainofcommand-thesystemofcommonsupervisionamongpositions

andunitswithintheorganization.

A.Spanofcontrol

B.Formalization

C.Centralization

D.Jobrotation

E.Departmentalization

78.Thesimplestructureusuallydependsontocoordinateworkactivities,soitisverydifficult

tooperateasthecompanygrowsandbecomesmorecomplex.

A.theowner'sdirectsupervision

B.standardizationthroughformalinstructions

C.formaltraining(standardizingskills)

D.standardizationofproductorserviceoutputs

E.decentralization

79.Whichofthefollowingformsofdepartmentalizationorganizesemployeesaroundspecificskillsor

otherresources?

A.Divisionalstructure

B.Functionalstructure

C.Simplestructure

D.Matrixstructure

E.Networkstructure

80.Oneofthedefiningcharacteristicsofafunctionalorganizationalstructureisthatit:

A.hasanarrowspanofcontrolandhighdegreeofformalizationandcentralization.

B.isthestructurethatorganizesemployeesaroundspecificknowledgeorotherresources.

C.overlaystwoorganizationalstructuresinordertoleveragethebenefitsofbothtypesof

structure.

D.usesself-directedworkteamsratherthanindividualsasthebasicbuildingblockof

organizations.

E.isanallianceofseveralorganizationsforthepurposeofcreatingaproductorservingaclient.

81.Awholesalegrocerybusinessoperatesinonecityandprovidesoneservice—stockingretailers

withfreshproduce.Thecompanywantstoensurethatemployeesdevelopexpertiseintheirskill

specializationandthatthesespecializationsareusedefficiently.Theaimistocreatespecialized

poolsoftalentthatserveeveryoneinthecompany.Whichofthefollowingformsof

departmentalizationwouldbemostappropriatehere?

A.Simplestructure

B.Matrixstructure

C.Geographicdivisionalstructure

D.Functionalstructure

E.Productdivisionalstructure

82.Whenfunctionalstructuresarecomparedwithdivisionalizedstructures,functionalstructuresare

knownto:

A.createbettereconomiesofscale.

B.bemoreresponsivetolocalmarkets.

C.encourageemployeestofocusontheorganization'ssuperordinategoals.

D.bemoredecentralized.

E.bemoreresponsivetoclientneedsandreduceconflictacrossworkunits.

83.Oneproblemwithafunctionalstructureisthat:

A.itismoredifficulttodirectlysuperviseemployeeswithineachdepartment.

B.itproduceshigherdysfunctionalconflictandpoorercoordination.

C.itmakesitdifficulttopermitgreaterspecializationofskills.

D.itpreventscompaniesfromcreatingeconomiesofscale.

E.employeeshavedifficultycreatingcareerpathswithintheirareaofknowledge.

84.Aconsumerproductsfirmwithafunctionalstructureisexpandingfromasingleproductlineinto

severaldiverseproductgroups,withmostsaleswithinonecountry.Whichofthefollowingshould

iteventuallyadopttomanagethenewconditionsmosteffectively?

A.Geographicdivisionalstructure

B.Clientdivisionalstructure

C.Matrixstructure

D.Productdivisionalstructure

E.Simplestructure

85.Manycompaniesaremovingawayfromdivisionalizedstructuresthatorganizepeoplearound:

A.functionalspecializations.

B.clients.

C.geographicclusters.

D.products.

E.emergingformsoftechnology.

86.Freertrade,advancesininformationtechnology,andmoreglobalcustomersarepressuringmany

largeglobalcompaniesto:

A.shiftawayfromgeographically-basedtomoreclient-baseddivisionalizedstructures.

B.increasedirectsupervisionasthemaincoordinatingmechanism.

C.shiftawayfromdivisionalizedstructuresintofunctionalstructures.

D.disbandtheirteam-basedstructuresinfavorofsimplestructures.

E.shiftfromfunctionalstructurestogeographically-baseddivisionalizedstructures.

87.Thestructuretendstoduplicateresources,suchasproductionequipmentandengineering

orinformationtechnologyexpertise.

A.divisional

B.functional

C.simple

D.matrix

E.network

88.Team-basedorganizationshave:

A.hourlywagesandgenerousemployeebenefits.

B.supervisorsasthemainsourceofdirectionandcontrol.

C.atallhierarchy.

D.communitiesofpractice.

E.awidespanofcontrol.

89.Ateam-basedorganizationalstructurehasa:

A.tallorganizationalhierarchy.

B.highdegreeofformalization.

C.decentralizedorganizationstructure.

D.mechanisticorganizationalstructure.

E.narrowspanofcontrol.

90.Communicationflowsinalldirectionswithlittleconcernfortheformalhierarchyina(n)

structure,butthisstructureiscostlytomaintainduetotheneedforongoinginterpersonalskill

training.

A.mechanistic

B.centralized

C.team-based

D.functional

E.divisional

91.Whichformofdepartmentalizationtendstohaveaveryflathierarchy,littleformalizationand

organizesemployeesaroundworkprocesses?

A.Geographicalstructure

B.Functionalstructure

C.Team-basedstructure

D.Matrixstructure

E.Networkstructure

92.Team-basedorganizationalstructuresareusuallyfound:

A.inthemanufacturingoperationsoflargerdivisionalizedstructures.

B.inorganizationsthatorganizeemployeesarounddistinctregionsofthecountryorworld.

C.inmatrixorganizations.

D.ingovernmentdepartmentsandagencies.

E.instand-aloneorganizationsthathavenootherorganizationalstructures.

93.Oneofthedefiningcharacteristicsofamatrixorganizationalstructureisthatit:

A.overlaystwoorganizationalstructuresinordertoleveragethebenefitsofboth.

B.hasanarrowspanofcontrolandhighdegreeofformalizationandcentralization.

C.istheonlystructurethatorganizesemployeesaroundspecificknowledgeorotherresources.

D.usesself-directedworkteamsratherthanindividualsasthebasicbuildingblockof

organizations.

E.isanallianceofseveralorganizationsforthepurposeofcreatingaproductorservingaclient.

94.MostemployeesatQuokkaSystemsareorganizedintoprojectteams.Employeesreporttothe

projectleader,buttheyalsoreporttoaleaderresponsiblefortheirfunctionalspecialization(such

asengineeringormarketing).QuokkaSystemshasa:

A.simplestructure.

B.client-baseddivisionalizedstructure.

C.matrixstructure.

D.product-baseddivisionalizedstructure.

E.functionalstructure.

95.CreativeAdvertisingCorp,wantsits100employeestoworktogetheraroundspecificclientsyet

maintainanequalemphasisonalignmentwiththeirskillspecializations(advertising,graphics,

copywritingandpublicrelations).Whichofthefollowingorganizationalstructureswouldworkbest

forCreativeAdvertisingCorp.?

A.Geographicaldivisionalstructure

B.Simplestructurewithclient-baseddivisionalstructure

C.Networkstructure

D.Client-baseddivisionalizedform

E.Matrixstructurethatoverlaysprojectteamswithafunctionalstructure

96.Whichorganizationalstructureactuallyconsistsofseveralorganizations?

A.Divisionalizedstructure

B.Functionalstructure

C.Simplestructure

D.Matrixstructure

E.Networkstructure

97.Theincreasingrecognitionthatanorganizationhasonlyafewcorecompetenciesisoneofthe

forcespushingtowardsmore:

A.functionalstructures.

B.simplestructures.

C.client-baseddivisionalizedstructures.

D.networkstructures.

E.team-basedstructures.

98.Organizationalsize,technology,andenvironmentare:

A.thethreedimensionsofspanofcontrol.

B.threeofthefourwaystoavoidusingcoordinatingmechanisms.

C.threeconditionsthatdonotinfluenceasimplestructure.

D.thethreefactorsthatdistinguishavirtualcorporationfromanetworkstructure.

E.threeofthefourcontingenciesoforganizationaldesign.

99.Forwhichtypeofenvironmentshouldorganizationsadoptanorganicstructure?

A.Munificentenvironment

B.Dynamicenvironment

C.Stableenvironment

D.Simpleenvironment

E.Routineenvironment

100.Organicstructuresarebetterthanmechanisticstructuresfor:

A.hostileenvironments.

B.stableenvironments.

C.munificentenvironments.

D.munificentandcomplexenvironments.

E.simpleandstableenvironments.

101.Adivisionalizedstructureisrecommendedmainlyfor:

A.stableenvironments.

B.diverseenvironments.

C.munificentenvironments.

D.integratedenvironments.

E.simpleenvironments.

102.Asteelmanufacturingfirmwithabout1,000employeesoperatesinanenvironmentthatissimple

andintegrated(itmakesasmallnumberofsteelproductstoafewkeycustomers)butalso

dynamicandhostile(rapidlychangingtechnologyandcustomerneedswithmanycompetitors).

Basedontheenvironmentinwhichthiscompanyoperates,itwouldbemoresuccessfulwith

a(n):

A.organicstructure.

B.centralizedstructure.

C.divisionalizedstructure.

D.matrixstructure.

E.mechanisticstructure.

103.Largerorganizations:

A.makegreateruseofstandardizationthandosmallerfirms.

B.havesimilarstructurestosmallerorganizations.

C.operatewithoutanyformofdepartmentalizationforlongperiodsoftime.

D.makelessuseofinformalcommunicationasacoordinatingmechanism.

E.areneverdecentralized.

104.Twotechnologicalcontingenciesthatinfluencethebesttypeoforganizationalstructureare:

A.dynamismandhostility.

B.organicandmechanistic.

C.variabilityandanalyzability.

D.formalizationanddivisionoflabor.

E.coordinationandformalization.

105.Anorganizationthatwantstocompetethroughinnovationshould:

A.adoptanorganicstructureandmakeextensiveuseofinformalcommunicationtocoordinate

work.

B.centralizebytypicallygivingthedecisionmakingauthoritytothoseatthetopofthe

organizationalhierarchyandformalizeitsorganizationalstructure.

C.coordinateemployeesbyestablishingformalrulesandprocedures.

D.switchtoacostleadershipstrategyasquicklyaspossible.

E.adoptamechanisticstructurewithfunctionaldepartmentalization.

1O6.Tammy

Tammyrecentlyearnedherdegreeinnursingandhasbegunacareerpathinthesurgicalward

atalocalhospital.Hertrainingprogramconsistsofayear-longinternship,workingwithsenior

nurses.Whileinschool,Tammyworkedinamedicallabperformingroutinebloodtests.Thelab

technicianjobrequiredhertotakeatwo-weekcourseandrefertoaproceduresmanualforher

workonadailybasis.

WhichcoordinatingmechanismismostimportantinTammy'snewcareerasasurgicalnurse?

A.Directsupervision

B.Anintegratorrole

C.Jobdescriptions

D.Extensivetraining

E.Decentralization

1O7.Tammy

Tammyrecentlyearnedherdegreeinnursingandhasbegunacareerpathinthesurgicalward

atalocalhospital.Hertrainingprogramconsistsofayear-longinternship,workingwithsenior

nurses.Whileinschool,Tammyworkedinamedicallabperformingroutinebloodtests.Thelab

technicianjobrequiredhertotakeatwo-weekcourseandrefertoaproceduresmanualforher

workonadailybasis.

WhichcoordinatingmechanismwasmostimportantinTammy'sjobasalabtechnician?

A.Directsupervision

B.Integratorroles

C.Jobdescriptions

D.Extensivetraining

E.Decentralization

108.Food4U

Food4U,awholesalegrocerybusiness,operatesinonecityandprovidesoneservice-stocking

retailerswithfreshproduce.Thecompanywantstoensurethatemployeesdevelopexpertisein

theirskillspecializationandthatthesespecializationsareusedefficiently.

Whatformofdepartmentalizationwouldbemostappropriatehere?

A.Simplestructure

B.Matrixstructure

C.Geographicdivisionalstructure

D.Functionalstructure

E.Productdivisionals