MBA Organisational Structure — practice questions
22 free MCQs with worked solutions. Tap any question for the answer + explanation, or practice them all in the app.
Practice MBA Organisational Structure in the app →A bakery splits one worker's job into kneading, baking and packing, each done by a different person. This is:A firm groups its jobs and employees into marketing, finance and production units. This grouping is called:A hospital organises itself into pediatrics, cardiology and orthopedics units. That is departmentalisation by:An oil company builds units for drilling, refining and distribution, following how the work flows. This is by:A bank has separate arms for retail consumers, asset management and corporate clients. This is by:A firm sets up US and Canadian marketing, European marketing and Latin American marketing. This is by:A small entrepreneurial firm runs on direct authority flowing straight from the top down, with no advisers. ThAs the firm grows, it adds legal counsel and public relations advisers alongside production and sales. It now Legal counselling, managerial consulting and human resource management are examples of:An engineer reports both to her functional head and to a project manager. Her firm uses a:The matrix structure is sometimes also called the:In one pharmaceutical firm, authority is held by a group reporting to the board rather than by one person. ThiThe line of authority showing who reports to whom, traceable from the CEO downward, is the:Handing part of one's authority to a subordinate, making that person accountable, is:The number of employees a manager can effectively supervise is called the:Work at a firm becomes far more complex. The span of control should therefore become:A manager's workers are highly skilled and strongly motivated. The span of control can be:Top management makes almost every key decision with little input from below. This firm shows:A tightly centralised firm gains tight financial control, but risks:A retailer pushes decision-making authority down to store managers. This is:A firm with high job specialisation, rigid departments and tight control is described as:A firm with low job specialisation, loose departments and flexible roles is described as: