40. With the shift in some countries’ economies toward service industries. A new form of organization has developed. This organization structure is referred to as the professional bureaucracy. While this structure resembles the machine bureaucracy (which relies on standardized work processes ) in several respects, it is different in one key aspect. This significant difference is that in a professional bureaucracy.
A.senior management has had to give up a substantial amount of control.
B.Tasks are accomplished with a high degree of efficiency.
C.There is strict adherence to rules.
D.There is a tendency for subunit conflicts to develop.
A yes . a professional bureaucracy (e.g.,a university or library )is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. The jobs performed by these professionals require years of education and training. By their nature, such jobs can be performed effectively only if the employees are afforded substantial autonomy.
B no. both a machine bureaucracy and a professional bureaucracy can accomplish routine tasks in a highly efficient manner.
C.no . both organizational structures thrive on rules.
D.No . subunit conflicts are typical of bureaucracies. Specialization tends to result in a focus on subunit rather than organizational objectives.
 
41. With the shift in some countries’ economies toward service industries, a new form of organization has developed. This organization structure is referred to as the professional bureaucracy. While this structure resembles the machine bureaucracy (which relies on standardized work processes) in several respects, it is different in one key aspect. This significant difference is that in a professional bureaucracy.
A.senior management has had to give up a substantial amount of control.
B.Tasks are accomplished with a high degree of efficiency.
C.There is strict adherence to rules.
D.There is a tendency for subunit conflicts to develop.
A yes. A professional bureaucracy (e.g., a university or library) is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. The jobs performed by these professionals require years of education and training. By their nature, such jobs can be performed effectively only if the employees are afforded substantial autonomy.
C no. both organizational structures thrive on rules.
B no both a machine bureaucracy and professional bureaucracy can accomplish routine tasks in a highly efficient manner.
D no subunit conflicts are typical of bureaucracies. Specialization tend to result in a focus on subunit rather than organizational objectives.
 
42. Internal auditors need to be aware of the advantages and disadvantages of various organizations structures. A substantial duplication of functions characterizes which of the following structures?
A.simple structure.
B.divisional structure.
C.machine bureaucracy.
D.Professional bureaucracy.
B yes. A division is essentially a self-contained organization. Hence, it must perform all or most of the functions of the overall organization of which it is a part. It is characterized by substantial duplication of functions when compared with more centralized structures.
A no. a simple structure has low complexity and formality, and authority is centralized. Its small size and simplicity usually precludes significant inefficiency in the use of resources.
C no. a machine bureaucracy is a complex, formal, and centralized organization that performs highly routine tasks, groups activities into functional departments, has a strict chain of command, and distinguishes between line and staff relationships.
D no. a professional bureaucracy (e.g., a university or library )is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. Duplication of functions is minimized. For example, a university would have only one history department.
 
43. Routine tasks, which have few exceptions and problems that are easy to analyze, are conducive to
A.formalized structure, in which procedures manuals and job descriptions are common.
B.Decentralized decision making, in which decisions are pushed downward in the organization.
C.Organic structures that emphasize adaptability and flexibility to changing circumstances.
D.High degrees of job satisfaction on the part of the employees performing them.
A yes. Technology has been viewed in terms of two dimensions: task variability and problem analyzability, or the exceptions encountered in work and the search procedures for responding to the exceptions, respectively. Routine tasks have few exceptions, and the search for solutions is well defined. Because routine tasks change little overtime, they are well suited to a mechanistic structure. One characteristic of such a structure is high formalization.
B no. decentralized decision making is not suited to routine tasks but to organic structures.
C no organic structures are best when problems are poorly defined.
D no. job satisfaction is often low in routine and repetitive tasks.

44. Centralization and decentralization are defined according to the relative delegation of decision-making authority by top management. Many managers believe that decentralized organizations have significant advantages over centralized organizations. A major advantage of a decentralized organization is that
A.decentralized organizations are easier to control.
B.Decentralized structures streamline organizations and eliminate duplication of resources.
C.Decentralized organizations have fewer managers than centralized organizations.
D.Decentralized organizations encourage increased initiative among employees.
D yes. A decentralized organization allows lower-level employees to participate in decision making. This increased involvement encourages initiative and creative thinking and is especially appropriate in complex and rapidly changing environments.
A .no. decentralized organizations are more difficult to control.
B no. centralized structures streamline organizations and eliminate duplication of resource.
C no. the number of managers is not related to the degree of centralization or decentralization but is a function of the span of control.

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