Question 1

If an organisation puts a specialist in charge of each marketing activity, what type of structure is the company likely to have?&#10;A) Product.&#10;B) Segment.&#10;C) Functional.

Accepted Answer

When an organization puts a specialist in charge of each marketing activity, it is likely to have a functional structure. This structure organizes the company based on the main activities or functions performed, such as marketing, finance, and production, allowing for specialization and efficiency in each function.

Question 2

Which of the following is an advantage of organismic organisations?&#10;A) It has clear rules for employees.&#10;B) It is extremely flexible.&#10;C) It has a clear chain of command.

Accepted Answer

Organismic organisations are known for their flexibility, allowing them to adapt quickly to changes in the environment or market conditions. This is in contrast to more mechanistic organizations, which are characterized by rigid structures and clear chains of command.

Question 3

An organisation with a clear chain of command and specific roles for employees is best described as:&#10;A) Organismic.&#10;B) Matrix.&#10;C) Hierarchical.

Accepted Answer

A hierarchical organization is characterized by a clear chain of command and specific roles for employees, where each level of the organization has a degree of authority over the levels below.

Question 4

Which of the following is NOT a problem for cross-functional teams?&#10;A) Team members often need to learn new skills.&#10;B) Major customers become harder to deal with.&#10;C) Cross-functional career paths must be developed.

Accepted Answer

Major customers becoming harder to deal with is not inherently a problem of cross-functional teams. Cross-functional teams are designed to bring together diverse skill sets and perspectives to solve complex problems, which typically enhances a company's ability to serve its customers better. The challenges associated with cross-functional teams more often relate to internal dynamics, such as the need for team members to learn new skills or the development of cross-functional career paths, rather than external relationships with customers.

Question 5

What is patching?&#10;A) The process of remapping the business in response to changing opportunities.&#10;B) The process of re-assigning staff in order to meet a crisis.&#10;C) The process of putting the company back on course when a crisis has caused a temporary deviation from the plan.

Accepted Answer

Patching refers to the process of remapping the business in response to changing opportunities, allowing companies to adapt and remain competitive.

Question 6

Which of the following is NOT a problem associated with change?&#10;A) Career paths become unclear.&#10;B) Learning new roles means that more mistakes will be made.&#10;C) Strategic implementation becomes more difficult.

Accepted Answer

Strategic implementation becoming more difficult is not inherently a problem associated with change. In fact, change is often a part of strategic implementation to improve processes, adapt to new market conditions, or innovate. The other options (A and B) are common problems associated with change, such as uncertainty about career progression and the learning curve associated with new roles or systems.

Question 7

What is the main drawback of a geographical organisation?&#10;A) Travel time is increased.&#10;B) Local managers can adapt the marketing program.&#10;C) Rationalising the marketing plan becomes much more complicated.

Accepted Answer

A geographical organisation can lead to complications in rationalising the marketing plan due to the diverse needs and strategies required for different regions.

Question 8

An organisation in which product divisions are responsible for all manufacturing worldwide is called:&#10;A) A global product organisation.&#10;B) A global area organisation.&#10;C) A global market organisation.

Accepted Answer

A global product organisation is structured around its various product lines. Each product division within such an organisation is responsible for manufacturing and selling its products worldwide, integrating all functions related to a specific product under one division.

Question 9

Which of the following is NOT one of the principles for changing organisational psychology?&#10;A) The development and communication of a clear and consistent corporate vision.&#10;B) Clear instructions from senior management regarding the factors which need to change.&#10;C) Integration of individual thinking into the overall corporate agenda.

Accepted Answer

Clear instructions from senior management regarding the factors which need to change is more about directive management rather than changing organizational psychology, which focuses on broader aspects like vision, culture, and collective thinking integration.

Question 10

Which of the following is a drawback of organismic structures?&#10;A) The organisation is rigid.&#10;B) A great deal of time is spent in discussion and negotiation.&#10;C) Status in the organisation comes from knowledge and skill rather than from qualifications.

Accepted Answer

Organismic structures, which are more flexible and adaptable than mechanistic structures, often require more time for discussion and negotiation to reach decisions due to their decentralized decision-making processes.

Deck 18: Organising for Maximum Effectiveness