5.1 Is it possible to be a great leader of employees in a highly mechanistic organization? What
special talents or abilities might be required?
15.2 Why do the elements of structure, such as work specialization, formalization, span of control, chain of command, and centralization, have a tendency to change together? Which of the five do you feel is the most important?
15.3 Which is more important for an organization: the ability to be efficient or the ability to adapt to its environment? What does this say about how an organization’s structure should be set up?
15.4 Which of the organizational forms described in this chapter do you think leads to the highest levels of motivation among workers? Why?
15.5 If you worked in a matrix organization, what would be some of the career development challenges that you might face? Does the idea of working in a matrix structure appeal to you? Why or why not?
