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Organizational Design & Structural Process V3
Assignment A
1.
2.
3.
4.
5.
6.
7.
8.

Explain the concept of Organizational Effectiveness.

What are the Importance and Approaches of Organizational Effectiveness
Explain the concept of Organization design
Explain the concept of New design option
What is mean by Organizational Environment?
Explain the concept of Technological Discontinuities.
Explain the definition of organizational structure.
What are the parameters of organization?

Assignment B
CASE STUDY: THE GLITCH THAT LOST KRISTA
Elizabeth N. Fried, Outrageous Acts of Behaviour, Intermediaries Press, Dublin O
hio,
1990.
Chase was quite pleased. He was instrumental in redesigning the organisation and
implementing the communication program. He arranged for small-group meetings so
that employees could understand the need for reorganisation. The process took h
im nearly a month of continuous meetings, but the response was favourable. The e
mployees cooperated and helped make the transition very smooth. After six weeks,
the first productivity report showed a fifteen percent decrease in expenses, an
d morale seemed stable. The agency had plans to administer a work-climate study
after twelve months.
Chase was immersed in the glowing productivity report when his assistant, Suzann
e, walked in his office.
"Here they are, fresh off the presses, our first run since the reorganisation,"
Suzanne chirped.
Chase looked up from his desk puzzled, "What?"
"The performance review reminders," Suzanne responded. "You know, every month we
get a printout for those employees due for their annual performance review. The
y have little computer-generated postcards that we send out to the managers."
"Oh, right, right. Go ahead and send them out," Chase said, still preoccupied wi
th his productivity report.
Several days later he got a call from Gordon Fishman, the information officer.
"Say, Chase," Gordon began, "I just got the computer reminder to give Krista Ree
d, one of my former clerks, her performance review. Since we reorganised, Krista
doesn't work for me any more."
Krista was fairly far down in the organisation, so her name would not show up on
the major charts. Chase remembered hiring her about three years ago for a simpl
e, routine clerk job. She was rather plain, not very bright, but quite pleasant.
When her performance reviews had crossed his desk, there was nothing unusual. T
hey were mostly peppered with satisfactories. She had received only one promotio
n in three years and tended to blend right into the agency.
"Well, what happened to her?" Chase asked.

"I'm not really sure, but I think she's reporting to Bill Acton in Administratio
n. Try him"
Gordon responded.
Chase looked up Bill's extension. "Say, Bill, this is Chase Vidmar. We have a pe
rformance appraisal due on Krista Reed, and I understand she reports to you now.
" "Krista Reed: Nope, not me. I think she was shipped over to Tracy Karras after
the reorganisation. Give Tracy a call," Bill suggested.
Chase tapped out Tracy's four-digit extension. "Ms. Karras's office, Jane speaki
ng."
"Hi, Jane, this is Chase Vidmar. Is Tracy available?"
"Sorry, Mr. Vidmar, but Tracy is out of the office at a meeting with one of our
vendors."
"Oh, he paused, "well, maybe you can help me. Does Krista Reed report to your sec
tion?"
"That name doesn't sound familiar, but I'll check. Can you hold?"
"Sure."
Chase waited while he scanned his own personnel computer runs. There was Krista
Reed's name all right. She still retained Gordon Fishman's budget code, but the
section reassignment code was blank. That's why the performance appraisal remind
er defaulted to Gordon. "Where the hell could she be?" he thought.
Jane returned to the line. "Sorry, Mr. Vidmar, but we don't have her here."
"Thanks, Jane." Chase rang off and sat at his desk bewildered. The agency had ov
er two thousand people and he wasn't about to send out a missing-rewards memo on
Krista.
She was getting her paycheck. That must be a clue.
"Rats," he thought, after he checked with payroll. "My luck, she has her pay dir
ect deposited, with the confirmation mailed to her home. "Her home," he thought,
"maybe she's at home. I'll try there." For an entire week Chase periodically ca
lled Krista's number
- no answer or busy. He was getting very frustrated.
Notes
Amity Directorate of Distance & Online Education
Chase usually worked through his lunch, grabbing some junk food from the vending
machine. Today he felt especially hungry for some reason, so he ventured into t
he employee cafeteria. He filled his tray from the deli bar and passed through t
he register.
Seated a few tables from the register was Krista Reed! Chase couldn't believe hi
s eyes. His surprise almost caused him to set his Coke off balance. He regained
control and casually sauntered over to Krista, who was seated with some other wo
men. There was an available seat across from her.
"Mind if I join you?" Chase asked politely.
"Sure, no problem," Krista smiled.
"So, Krista, it's been a long time since we've talked. How have you been?"
"Pretty good."
"So where are you working now that we've reorganised?" he asked.
"I'm glad you asked," she responded sincerely. "When everyone got their printout
of where to be reassigned, the section for me was blank. My boss was tied up in
meetings that day, so I didn't get to discuss it with him. Even though the move
wasn't scheduled for two weeks, I wasn't able to get to him because I left that
Friday for my two-week vacation.
So, when I returned, everyone was in his or her new offices, and my boss, as you
know, was shipped over to Building G across the complex. My section was split t
hree ways, so I didn't even know which group to follow and haven't known what to
do. I've felt really lost and kind of upset that the agency has forgotten about
me. So I just came to work and visited with friends in the various break rooms,
and then I'd sit through all three lunch sessions. That part has been a lot of
fun, but to tell the truth, I've been getting kinda bored."

"That's terrible, Krista," Chase feigned sympathetically.

"And not only that," she added, "with all these lunches I've eaten over the past
several weeks, I've gained nearly eight pounds!"
Chase was astounded. He knew Krista wasn't a rocket scientist, but how could she
spend over a month occupying her day having one long lunch, just hoping someone
might notice? Incredibly, no one did notice, and Krista appeared deadly serious
and wholly sincere. Rather than embarrass him and the whole agency for the majo
r snafu, Chase politely suggested to Krista that she return with him to his offi
ce. He reviewed the organisational design study and determined where Krista shou
ld logically be located.
Chase contacted the section manager and notified him that he was sending Krista
on up.
The he put a change action through to the computer to ensure that the elusive Kr
ista would once again have a home.
1.
What type of organisational structure is this most likely to have occurr
ed in?
2.
What organisational response should have taken place to prevent this sit
uation?
3.
Do you believe this could happen in a restructuring company?
Assignment C
1. An organisational environment is composed of forces or institutions surroundi
ng an organisation that affect...............................................
Options
a)
b)
c)
d)

Performance
Operations
Resources
All of these

2. Which of the following is not an element of the internal environment?

Options
a)
b)
c)
d)

Owners
Suppliers
Board of directors
Employees

3.
........................................ is the most important element of organi
sations internal environment, which performs the tasks of the administration.
Options
a)
b)
c)
d)

Board of Directors
Owners
Employees
Culture

4.
Question No. 4 Marks - 10
.............................. environment includes suppliers, customers, compet
itors, employees.
Options
a)
General Environment

b)
c)
d)

Task Environment
Specific Environment
External environment

5. ............................... are the people who hands them the profit that
the companies are targeting.
Options
a)
b)
c)
d)

Competitors
Customers
Suppliers
Regulators

6. The ....................................... of an organisation is the overall

status if the economic system in which the organisation operates.
Options
a)
b)
c)
d)

Technological Dimension
Socio-cultural dimension
Economic Dimension
International Dimension

7.
...................................................... Is the number and diversi
ty of constituencies that influence the organisation?
Options
a)
Homogeneity-Heterogeneity
b)
Concentration-Dispersion
c)
Stability-Turbulence
d)
Resource scarcity-Resource munificence
8. Environmental changeability refers to whether elements in the environment are
stable or unstable.
Options
a)
b)
c)
d)

Environmental Domain
Environmental complexity
Environmental changeability
Environment Uncertainty

9. Macro-environmental uncertainty is uncertainty in the organisation s general en

vironment, including political, regulatory, statutory, and economic conditions.
Options
a)
b)
c)
d)

Competitive uncertainty
Market (and demand) uncertainty
Technology uncertainty
Macro-environmental uncertainty

10. In ........................................... situation, changes in the env

ironment affecting the uncertainty factors are low (that is, low environmental d
ynamism).
Options
a)
b)
c)
d)

Low uncertainty
Moderate uncertainty
High uncertainty
Very High uncertainty

11. Following knowledge ecosystem approach, the knowledge management trees need

to:
Options
a)
b)
c)
d)

Grow strong roots

Develop healthy branches and leaves
Have strong flows of sap in their veins
All of the above

12. Which of the following are the elements of Knowledge ecosystem?

Options
a)
b)
c)
d)

Technology Commercialization
Workforce
Business Climate
All of the above

13. When government and the private sector work together on policies and initiat
ives to support an innovative environment, and a given region can better leverag
e its resources it is known as..................................................
....
Options
a)
b)
c)
d)

Public-Private Partnerships
Capital Formation and Investment
R&D Infrastructure
Entrepreneurs/Entrepreneurship

14. ............................................................. is knowledge e

cology - a system consisting of many sources, venues, forms and species of knowl
edge agents in a symbiotic relationship of productive exchange and value creatio
n.
Options
a)
b)
c)
d)

Intellectual Knowledge Ecology

Traditional Knowledge ecology
Performative organisational knowledge
Networked knowledge ecosystems

15. These systems consist of interlinked knowledge resources, databases, human e

xperts, and artificial knowledge agents that collectively provide an online know
ledge for anywhere anytime performance of organisational tasks.
Options
a)
b)
c)
d)

Intellectual Knowledge Ecology

Networked knowledge ecosystems
Traditional Knowledge ecology
Performative organisational knowledge

16. Which of the following is a key element of networked knowledge systems?

Options
a)
b)
c)
d)

Workforce
Core Technologies
Suppliers
Suppliers

17. ................................................................ refers to t

he system of creating knowledge including the research and development processes
, experts, operational managers/administrators, software systems, archival knowl
edge resources and databases

Options
a)
b)
c)
d)

Knowledge Engines
Knowledge agents
Critical Interdependencies
Performative Actions

18. The willingness to create knowledge ecosystems in business education dependi

ng on how business school administrators understand their costs and benefits is
known as..........................................................
Options
a)
b)
c)
d)

Cost/Benefit Analysis of Knowledge Ecosystems

Work Roles within Knowledge Ecosystems
Knowledge Quality Management
Knowledge work

19. Which of the following are Implementation Barriers?

Options
a)
b)
c)
d)

Technological Problems
Human Problems
Institutional Problems
All of the above

20. ............................................. refers to a managerial style b

ased on low risk, with formalized procedures and a high degree of structure and
control
Options
a)
b)
c)
d)

Satisficing management
Reactive management
Sluggish management
Renewing/transformation management

21. Which of the following is true for organisational design?

Options
a)
Organisation Design is widely regarded as a competitive capability.
b)
Organisation Design is a critical component of any organisation s Organisa
tion Development offering
c)
Organisational design is the way an organisation is to be structured and
operated by its members.
d)
All of the above
22. ......................................................................... is
a classic model of organisational design that involves structuring an organisat
ion hierarchically with formal rules and procedures that govern the organisation
and its members.
Options
a)
b)
c)
d)

PARC Analysis
Triarchy theory
Weber's Bureaucratic Model
Adaptive orientation model

23. ...................................................................... refer

s to an organisational structure by which the firm is separated into several sem
i autonomous units which are guided and controlled by (financial) targets from t

he centre.
Options
a)
b)
c)
d)

Multi-divisional form
Unitary form
Hybrid form
Matrix form

24. H-form organisation is sometimes called a...................................

..
Options
a)
b)
c)
d)

Conglomerate
Concentric
Horizontal
Vertical

25. Mechanistic structure is....................................

Options
a)
b)
c)
d)

A bureaucratic structure
Based on a formal, centralized network
Suited for stable environment
All of these

26................................................... is a system of organisatio

n where the elements of the organisation are unranked or where they possess the
potential to be ranked a number of different ways.
Options
a)
b)
c)
d)

Organic Structure
Heterarchy
Hierarchy
Responsible Autonomy

27. ....................................... is also called triarchy theory.

Options
a)
b)
c)
d)

PARC Analysis
Responsible autonomy
Weber's Bureaucratic Model
Adaptive orientation model

28. ................................................ describes the degree to whi

ch tasks in an organisation are divided into separate jobs.
Options
a)
b)
c)
d)

Departmentalisation
Chain of command
Work Specialisation
Span of Control

29. ............................................................. refers to the

degree to which jobs within the organisation are standardized and the extent to
which employee behaviour is guided by rules and procedures
Options
a)
Decentralisation
b)
Formalisation
c)
Centralisation
d)
Simple structure

30. A.......................................................... is one in which

its design is not defined by, or limited to, the horizontal, vertical, or extern
al boundaries imposed by a predefined structure.
Options
a)
Project Structure
b)
Autonomous Internal Units
c)
Boundaryless Organisation
d)
Learning Organisation
31. ...........................................................................
asks that people look for what works in an organisation and build designs from t
hat.
Options
a)
b)
c)
d)

Storytelling
Appreciative inquiry
Positive deviance
Positive psychology

32. ..................................................................... are ty

pically held to create a new vision, figure out how to implement a strategy, pla
n a significant change, solve a complex or intractable problem, invent a new pro
duct or prepare for community action.
Options
a)
b)
c)
d)

Axelrod Group s Conference

World Caf Conversations
Open Space gatherings
None of these

33. ............................................................ is the process

by which an organisation allocates people and resources to organisational tasks
and establishes the task and authority relationships that allow the organisation
to achieve its goals.
Options
a)
b)
c)
d)

Division of labour
Degree of specialisation
Differentiation
All of these

34...................................................... is a set of task-relate

d behaviours required of a person by his or her position in an organisation.
Options
a)
b)
c)
d)

Accountable
Organisational role
Responsibilities
Authority

35. ....................................... is the power to hold people accounta

ble for their actions and to make decisions concerning the use of organisational
resources.
Options
a)
b)
c)
d)

Accountable
Organisational role
Responsibilities
Authority

36................................................ facilitate an organisation s co

ntrol of its relations with its environment and its stakeholders.
Options
a)
b)
c)
d)

Production functions
Maintenance functions
Support functions
Adaptive function

37. ...................................................... refers to the way an

organisation designs its hierarchy of authority and creates reporting relationsh
ips to link organisational roles and subunits.
Options
a)
b)
c)
d)

Vertical differentiation
Horizontal differentiation
Integration
Specialisation

38.......................................... between people in different subunit

s is an integrating mechanism that is more complex than a hierarchy of authority
.
Options
a)
b)
c)
d)

Liaison role
Hierarchy of Authority
Task force
Direct contact

39. ......................................................... is the process thr

ough which people use their judgment rather than standardized rules to address p
roblems, guide decision making, and promote coordination.
Options
a)
b)
c)
d)

Integrating roles
Integrating department
Standardisation
Mutual adjustment

40. ....................................................... is the use of writte

n rules and procedures to standardize operations.
Options
a)
b)
c)
d)

Centralisation
Formalisation
Decentralisation
Socialisation

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