Simply answer true or false no explanation needed

this is from organizational behavior

1. A mechanistic bureaucratic structure relies on the ability of the workforce (managers and non-managerial employees) to self-organize and make decisions with little direction, so they can respond quickly and effectively to changing circumstances.
2. In a mechanistic bureaucratic structure, it is common to see a horizontal organizational structure (one in which many persons across the system have the power to make organizational decisions).
3. Frequently, mechanistic organizations have highly vertical organizational (tall) structures, as they have several management levels.
4. An organization with a horizontal structure is often called a flat organization.
5. There are various approaches/methods of organizational change, including appreciative inquiry and complex adaptive systems. One big similarity between these two approaches is that they both heavily rely on a step-by-step process for creating change.
6. The Kotter Change Model - comprised of eight stages/steps - and is particularly useful where (a) the organizations desired change is reasonably predictable and (b) leaders have the power to drive the change down through an organization.
7. Regarding organizational change, as disturbances can create tension within a workforce, managers must always avoid them/stamp them out.
9. A matrix structure groups people by function and by product team simultaneously. employees
10. Organizational design is the process that managers use to define organizational structure, but not organizational culture.
11. Peter Drucker famously said: Organizational strategy eats organizational culture for breakfast.
12. The term span of control refers to the scope of work for which any one person in the organization is responsible.
13. Top=down change relies on mechanistic assumptions about an organizations nature.
14. A tall or vertical organization refers to an organization with a structure that allows for many persons -across the entire pool of managers- to make organizational decisions.
15. Frequently, adopting/implementing new technologies forces an organization to change.
16. The term participatory management is a synonym for Theory X management.
17. An organizational design consultant is always an external expert that he/she is not an employee of the organization but, instead, an outside person that the organization pays to help/advise the organization set up organizational structures to address the organizations needs.
18. The emergent (aka (bottom-up approach to organizational change is consistent et with Theory Y management.
19. In practice AND theory, top-down and bottom-up approaches do not work together (at least, they are never effective as a combination).
20. Our text discusses Walter S. Neffs well-known book, Work and Human Behavior. In nis book, Neff identifies five types of individuals who have problems adjusting to work (Types I -V). However, only one of these types s exhibits a motivational problem.
21. Continuing with Neffs book, it appears that - at a minimum three of Neffs five reasons for a persons failure to adjust to work concern the extent to which the job stresses the individual and causes him/her to want to withdraw
22. Out text defines stress as psychological/physiological damage (chronic fatigue, high blood pressure, etc.)
23. Our book defines strain as a physical/emotional reaction to potentially threatening aspects of the environment.
24. Am strong majority of physicians and psychologists have reached the following conclusion: Stress by definition is necessarily bad.
25. The general adaptation syndrome GAS) refers to our general physiological response to stress
26. The GAS is comprised of five basic stages.
27. Although there are many ways to categorize/classify stress, our text suggests that managers focus on two forms: Frustration and anxiety.
28. Frustration is a feeling of inability to cope /deal with anticipated harm. It is characterized by a sense of dread (foreboding) and a persistent apprehension (fear) of the future.
29. Anxiety is when individuals react to an obstruction in their instrumental activities (day-to-day activities) or their pursuit of goal-related conduct.
30. Industrial psychologists have discovered that many work environment -related factors impact the extent to which workers experience stress in the workplace. According to our text, evidence points to four factors as being especially strong influences on stress. One of these four factors is role underutilization.
31. Studies in both the U.S. and Canada reveal that employees consistently have more ulcers and experience more hypertension than their managers/supervisors.
32. Our text defines role ambiguity as the simultaneous occurrence of two (or more) sets of pressures or expectations; compliance with one would make it difficult to comply with the other.
33. The most prevalent feature of role underutilization is monotony a situation where the worker performs the same routine task/tasks over and over.
34. Regarding the relationship between role underutilization and stress, (a) it is inverted ( U-shaped), and (b) workers experience the least stress at the point where an employees abilities and skills are in balance with his/her jobs requirements.
35. Those of us who have an internal locus of control (internals) as opposed to those of us who have an external locus of control (externals) feel that we control much of what occurs in our lives.