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Terms in this set (100)The purpose of organizational structure is to appeal to external competitors. B An organizational chart illustrates the chain of command and reporting relationships in a company. A Efficient use of labor is one of the advantages of division of labor. A One downside of a high division of labor is that it tends to isolate employees. A Departmentalization by customer is based heavily on
geography. B When a manager has a large span of control, she can maintain close control over workers and stay in contact with daily operations. B Division of labor is the separation of work into different jobs to be done by different people. A Centralization is the system of reporting relationships in the organization. B A centralized organization concentrates decision making at the top of its hierarchy. A If there is much employee
participation in decision making, the organization structure is decentralized, regardless of the nature of the decisions being made. A Formalization tends to delineate rules and procedures for employees' jobs. A Implicit rules are set down in job descriptions, policy and
procedure manuals, and office memos. B Span of control is the degree to which rules and procedures shape employees' jobs and activities. B Responsibility cannot be delegated down to others, but authority can. A Although it is difficult to determine, there exists an optimal organizational size. B It is impossible for a large firm to retain elements of an organic structure. B A company's pre-structural characteristics, which are determined largely by
the founder's personality and values, often stay with the company even after it grows. A A virtual organization may not even have a permanent office. A It's impossible for managers to create effective communities of practice, only the conditions necessary for them to
exist. A Most organizational problems can be fixed with restructuring. B Communities of practice are not an official part of organizational structure, but they can make money for the organization. A The structure of an organization is defined as C The
organizational ____ is defined as the system of task, reporting, and authority relationships within which the work of the organization is done. C Organizational structure can be analyzed by examining all of the following EXCEPT E The ____ shows all people, positions, reporting relationships, and lines of formal communication in the organization. B Division of labor is often referred to as ____. C ____ is the extent to which workers in an organization specialize as opposed to performing a variety of tasks as generalists. E The main advantage of division of labor is that it promotes D Which of the following is a potential disadvantage of division of labor? D Jobs grouped according to traditional business tasks such as marketing and human resources are grouped by C Dividing an organization's manufacturing jobs into drill press, milling, heat treat, and assembly areas is an example of grouping employees by A Grouping employees by
___________ is similar to grouping them by output, except that the focus is on specific job tasks rather than on what the final product is. D Grouping employees by ___________ means that groups are organized according to a region of the country or world. B ____ is the number of people reporting to a manager. B When there is a small span of control, there is likely to be C The system of reporting relationships in the organization, from the first level up through the president or CEO is known as B In Jack's organization, the span of control is very wide. In Pam's organization, the span of control is rather narrow. The number of levels of managers in Jack's organization is likely to be ____ in Pam's organization. B When individuals or groups throughout the hierarchy are not given an opportunity to participate in decision making, authority is A In Tom's company, employees are given an opportunity to participate in decision-making related to policy development, which is known as C Formalization reflects the extent to which organizational rules, procedures, and communications are C Delegation
is the transfer of ____ to make decisions and use organizational resources. B As organization size increases, each of the following increases as well EXCEPT D A mechanistic structure can be characterized by all of the following EXCEPT E The benefits of a matrix organization
include all of the following EXCEPT C _______ organizations are flexible and decentralized, have open communication channels, and focus on adaptability in helping employees accomplish their goals. A Which of the following is NOT a factor that influences organizational structure? C Which element of organizational structure
would a firm pursuing an innovation strategy be most likely to have? B To succeed in a rapidly changing environment, an organization needs to have a more _________ structure. E Large organizations tend to have a _________ hierarchy and _________ specialization than small organizations. C Large organizations tend to be _________ than small organizations. (A) more flexible D If employees are to be encouraged to make decisions and work collaboratively, a more _________ and _________ structure is appropriate. D
One factor influencing organizational structure is the organization's technology, which is also called its D When a firm uses _________, it produces in small batches or makes one-of-a-kind custom products. A When a firm uses _________, it makes large volumes of identical products, typically using assembly lines and machines. B When a firm uses _________, machines constantly make the product while employees monitor the machines and plan changes. C Which type of production requires low levels of supervision because machines do most of the work? C Which type of production relies the most heavily on employee talent? A If a firm uses unit
production and makes custom products, it should have a _________ structure with a _________ managerial span of control is most appropriate. A A flatter, team-based structure is appropriate for firms that rely on (A) unskilled workers. B Smaller organizations with low standardization, total centralization, and mostly one-on-one communication have a D In organizations with
a _________, cross-functional and cross-level subteams are formed and dissolved as necessary to complete specific projects and tasks. E In organizations with a _________, employees report to both a project or product team and to a A Organizations with a _________ are characterized by formal division of labor, hierarchy, and standardization of work procedures. C ________ is an organizational structure that groups people with the same skills, or who use similar tools or work processes, together into departments. B Organizations with a _________ create
horizontal or vertical teams that can define part or all of the organization. B A ________ is a collection of functions organized around a particular geographic area, product or service, or market. A A _________ is a collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control. C Which type of structure do new or young organizations typically have?
D A large organization's legal department is staffed solely with lawyers. This illustrates D In a ____________, all functional activities are controlled by a product group at headquarters; local managers do not usually provide input into product decisions and are involved only in local administrative, legal, and financial affairs. D A ____________ has a balanced, matrixed relationship between local managers and headquarters with a two-way flow of ideas, resources, and employees between the two locations. E In a ____________, a headquarters is established in major geographical areas that works collaboratively with the product divisions to give the local units clearer operational goals and directions. C In
a ____________, regional and/or country managers are given substantial autonomy to adapt strategies to fit local situations. A Which type of multinational organizational structure is appropriate when local
differences are large and the benefits of global integration are small? A Which type of multinational organizational structure is appropriate when the benefits of global integration are large and local differences
are small? D Which type of multinational organizational structure works best when both global integration and local responsiveness are needed? E Which type of multinational organizational structure is best when a balance of global integration and local responsiveness is needed? C Which type of structure is characterized by employees having two bosses at the same time? (A) matrix structure A Which type of organizational structure
places a greater importance on employees higher in the structure, as reflected by centralized decision making and a strict chain of command? C In which type of organization do managers spend a lot of time coordinating and controlling the network of contractors and
strategic alliances? C In which type of structure do costs tend to be higher due to the presence of program managers in addition to the functional managers? D Which type of organizational structure provides the founder the most control over the organization's decisions and growth? D A(n) _________ contracts
out almost all of its functions except for the company name and managing the coordination among the contractors. B In which integrating mechanism do managers from different units informally work together to coordinate or to identify and solve shared problems? D In which integrating mechanism is a manager or team member held formally accountable for communicating and coordinating with other groups? C Which term refers to a temporary committee formed to address a specific project or problem? B Which term refers to a permanent committee formed to address specific problems or recurring needs? E Which term refers to a group of people whose shared expertise and interest in a joint enterprise informally binds them together? A The difference between
direct contact and a liaison role is that direct contact is _________ whereas a liaison role is _________. B The difference between a task force and a cross-functional team is that a task force is _________ whereas a cross-functional team is _________. C A group of civil engineers who share their knowledge and insights with other civil engineers is an example of a(n) C Which of the following is NOT a good suggestion for creating the conditions that enable communities of practice to flourish? C When an organizational restructuring
results in fewer employees, which of the following is NOT C Organizations that have an organic structure typically D Larger organizations tend to have ________ specialization and departmentalization and ______ rules than do smaller firms. B Halo runs a tattoo parlor. Customers who place orders have unique words or images inked permanently into their skin. This is an example of B Which of the following is
true about communities of practice? (A) they provide only qualitative, rather than quantitative, value B Compared to wider spans of control, narrow spans of control are _________ costly and provide _________ supervision and coaching. D Creating smaller units within a larger organization can increase which of the following? D Which of the following is NOT true about communities of practice? (A) they must be
recognized by executive leadership A Sets with similar termsMNGT 360 Chapter 1424 terms rdawson2 309 chapter 1453 terms rollpw Chapter 1473 terms Jordan_Bonner520 MGT 291 Ch 14: Organizational structure and design36 terms Courtney_Bellish Sets found in the same folderChapter 15 Organizational Culture92 terms elliotg_09 Chapter 16 Organization Change and Change Manageme…100 terms elliotg_09 Chapter 9 Communication100 terms elliotg_09 OB CH1259 terms autumnnewby24 Other sets by this creatorFIN 302 Exam 2124 terms elliotg_09 ACC 333 Exam 157 terms elliotg_09 FIN 331 Exam 166 terms elliotg_09 Real Estate Calculations54 terms elliotg_09 Other Quizlet sets141 test 440 terms zack_bordone Nutrition 330, Exam 290 terms kellyelik1 PSYCH 110: Long Term Memory11 terms miwa12 unit 2 speech test review95 terms lexibrag007 Related questionsQUESTION Cost plus with guarantee not to exceed best describes a situation where either the contract documents are not complete or when the scope is not properly defined. t/f 2 answers QUESTION Match the businesses to the way they use geographic information systems: 2 answers QUESTION Selecting the organizational structure and controls that effectively implement the chosen strategy is a challenge for managers because: 15 answers QUESTION One of the general characteristics of a small business is that it typically sells fewer products... 2 answers Why is formalization important in an organization?Formalization leads to system stability, simplifies coordination and control. Employees know exactly what to do and how to do it. From a management perspective, it is certainly easier to manage a highly formalized system than an organization without any official rules.
Does formalization relate to organizational structure?Formalization in organizational structure is a process in which managers specify (in writing), procedures, rules and responsibilities for the individual employees, organizational units, groups, teams and the organization as a whole, which leads to the development of processes, relationships, and operating procedures.
What are the 4 types of organizational structures?The four types of organizational structures are functional, multi-divisional, flat, and matrix structures.
What is indicated by formalization?What is indicated by formalization? Describe the characteristics of a highly formalized organization. Formalization refers to the degree to which jobs within an organization are standardized. If a job is highly formalized, the employee has a minimum amount of discretion over what, when, and how to do it.
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Formalization reflects the extent to which organizational rules, procedures, and communications are
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