management test 2 chapter 6
a structure in which employees continuously work on projects
matrix-project
a structure that assigns specialists from different functional areas to work on projects but who return to their areas when the project is completed
matrix-project
Passionate pursuit of cost control: organic or mechanistic?
mechanistic
____ organization has rigid, tightly controlled hierarchical relationships, Fixed duties, Many rules, Formalized communication channels, Centralized decision authority
mechanistic
organic or mechanistic: more than 2,000 employees
mechanistic
lower-level managers provide input or actually make decisions
decentralization
Dividing work activities into separate job tasks
work specialization
Explains why you won't see a cardiac surgeon closing up a patient after surgery
work specialization
dividing work activities into separate job tasks. This may increase the work output.
work specialization
Aaron operates an event planning company whose services include weddings, parties, conventions, and class reunions. He has only one other full-time employee. Depending on the event, Aaron will engage the services of caterers, florists, game equipment renters, and suppliers of tables, tents, and table service. Aaron is using a(n) ____________ structure. A. virtual B. functional C. network D. matrix E. project
a
In a learning organization, we would expect to find __________. A. knowledge management B. an expert system C. formalization D. strict departmentalization E. big data
a
Power can be described as ________________. A. an individual's capacity to influence decisions B. the strength of one's leadership skills C. the energy that propels the organization to success D. the right to direct the work of others E. one element in the larger concept of authority
a
When deciding on an organization structure, managers should remember that __________. A. structure should facilitate goal achievement. B. mechanistic structures are well suited to a dynamic environment C. organic structures work best in large organizations D. simple is better E. mechanistic structures are bloated and inefficient
a
Which one of the following is most likely to support a learning organization? A. Benton College, where faculty are encouraged to work together in teams, to experiment with teaching methods, and to share experiences with colleagues. B. Kumquat Products, where the customer service people have no idea what marketing and R&D are working on. C. Johnson Worldwide, where there are so many divisions in so many countries that the employees don't know exactly what the company does. D. Belville, Inc., where supervisors don't allow line employees to speak with each other during working hours. E. Gemini Mfg., where rules exist for everything and violators are disciplined swiftly.
a
A right whose legitimacy is based on an authority figure's position in the organization
authority
line and staff are the two types of ____ relationships
authority
Skidmore Brakes, a manufacturer of brake pads for cars, faces an environment with many competitors, frequent changes in the consumer protection requirements, and a great deal of uncertainty about the future. In this situation, we would expect Skidmore to prefer a(n) __________ structure. A. bureaucratic B. organic C. mechanistic D. virtual E. network
b
Ted started his auto repair service business in a rented garage with one service bay. As his business grew, he moved into larger facilities and hired additional service techs. Ted still makes all the decisions about the business and supervises all the techs. We would expect Ted to use a ____________ structure. A. functional B. simple C. matrix D. team E. divisional
b
The best _________ for a particular situation can be determined by the experience of the employees, the strength of corporate values, and the complexity of tasks, among other factors. A. unity of command B. span of control C. departmentalization D. chain of command E. division of labo
b
another label that describes the mechanistic model for the organization. The elements include: high specialization, rigid departmentalization, clear chain of command, narrow spans of control, centralization, and high formalization.
bureaucratic
Getting work done efficiently and effectively is considered the goal of __________. A. planning B. leading C. organizing D. managing E. controlling
c
Jayco builds travel trailers. It buys the chassis from one vendor, the furnaces from another, the windows and doors from a third, flooring from a fourth, and many other components from a variety of vendors. Jayco is using a(n) ____________ structure. A. project B. matrix C. network D. organic E. virtual
c
Sam's Pizza is a local restaurant that everyone wants to work at. Sam gives all shift managers the power to make their own rules, meet the customer requests in their own way, and adapt the menu to the changing of seasons. This would be an example of which of the following structures? A. Traditional B. Centralized C. Organic D. Formalized E. Bureaucratic
c
The registrar's office has a reputation for requiring lots of documentation, long lines, and rigid departmentalization. This would be an example of which of the following structures? A. Traditional B. Organic C. Bureaucratic D. Formalized E. Centralized
c
power includes not only functional and hierarchical dimensions but also a third dimension called _____
centrality
Decision making takes place at upper levels of the organization
centralization
Decisions affecting the entire organization are _____ with upper management.
centralized
Line of authority extending from upper organizational levels to lower levels
chain of command
____ power is based on fear
coercive
Employees work longer hours per day but fewer days per week
compressed workweek
temporary, freelance, or contract workers whose employment is contingent upon demand for their services
contingent workers
___ teams are made up of individuals from various departments
cross-functional
____ departmentalization groups employees based on customers' problems and needs
customer
At the local ice cream parlor, every employee had his or her own specialty. Ron made all the banana splits, Ross made the ice cream cakes, Maddi made the ice cream cookies, and Reese took care of all the chocolate dips. This is an example of which of the following? A. Product organization B. Work division C. Cross-functional work D. Work specialization E. Departmentalization
d
Desmond works for a technology firm in Virginia from his home in South Carolina. He is able to stay connected through Skype, Messenger, and the organization's intranet. Desmond's work arrangement is most like which of the following? A. Technology-driven B. Teleporting C. Flex location D. Telecommuting E. Job sharing
d
Herman, a full time employee, is allowed to begin his day as early as 6 a.m. or as late as 10 a.m. He can leave as early as 2:30 p.m. or work as late as 6:30 p.m., so long as he works a full 40 hours each week. Herman's employer is using a work arrangement known as __________. A. contingent workers B. variable scheduling C. job sharing D. flextime E. compressed workweek
d
PowerPlay is a worldwide game creator with branches in Europe, Asia, North America, and South America. It also operates retail outlets for its games. Although store employees can make small decisions regarding customer satisfaction, all major decisions are made by the senior management team. We could say with confidence that PowerPlay is ____________. A. highly formalized B. highly informalized C. highly decentralized D. highly centralized E. poorly organized
d
To prepare for the launch of its new product, Kontek drew employees from many functions for its launch team. For most of the day, these employees performed their regular functions and reported to their assigned supervisor. But during the part of the day when they worked on the product launch team, they reported to the team leader. This practice violates the concept of __________. A. uniformity of command B. chain of control C. unity of control D. unity of command E. chain of command
d
When deciding on an organization structure, managers should consider _____________. A. strategy, goals, core competencies, and budget B. environment, values, location, and product C. technology, product, environment, and size D. strategy, size, technology, and environment E. size, industry, strategy, and costs
d
Which of the following is considered a contemporary organizational design? A. Divisional B. Organic C. Adaptive D. Team E. Simple
d
Which of the following is considered a traditional organizational design? A. Innovative B. Lean C. Adaptive D. Divisional E. Flexible
d
Centralization & decentralization: at what levels ____ are made
decisions
functional, product, customer, geographic, and process are all types of ____
departmentalization
how jobs are grouped together
departmentalization
Structure made up of separate business units or divisions. Each division has limited autonomy, with a division manager who has authority over their unit and is responsible for performance
divisional structure
organic structure: stable or dynamic environment
dynamic
As a way to communicate innovations and new ideas with all employees inside McDoogles Game and Play, Jim McDoogle uses a tool called the McDoogle Black Box to facilitate sharing this information. McDoogles is what kind of organization? A. Technological B. Divisional C. Simple D. Matrix E. Learning
e
In her therapies practice, Carla has 10 speech pathologists, 12 occupational therapists, and 15 physical therapists in addition to accounting and maintenance personnel. What kind of structure would be suitable for this practice? A. simple B. divisional C. matrix D. network E. functional
e
Once upon a time BMI was a very large company with many departments, supervisors who managed only a handful of employees, and a senior management team that made most of the decisions. Lower level employees had zero latitude when dealing with customers. In this situation we could also expect to find ______________. A. free communication among departments and between levels B. a flat organization C. lots of collaboration among departments D. the ability to respond quickly to changes in the environment E. lots of rules and regulations governing the actions of employees
e
Stan is vice president of global operations with direct reports in China, Morocco, Mexico, Brazil, Germany, Thailand, the United States, and India. Stan uses his smartphone and Wi-Fi to log in to the corporate intranet to retrieve information and interact with his subordinates. His employer's biggest concern is _____________. A. supervision of employees Stan rarely sees in person B. political unrest C. technological obsolescence D. cost management E. security
e
____ power is based on one's expertise, special skill, or knowledge
expert
Scheduling system in which employees are required to work a specific number of hours a week; free to vary those hours within certain limits
flextime
How standardized an organization's jobs are
formalization
extent to which employee behavior is guided by rules and procedures
formalization
organizations with low _____ result in employees having more discretion in how they do their work
formalization
_____ departmentalization groups employees based on work performed
functional
Groups similar or related occupational specialties together
functional structure
____ departmentalization groups employees based on location served
geographic
Having 2 or more people split a full-time job
job sharing
Experience and values suggest a ____ span of control; complexity of the tasks suggest a smaller span.
larger
Organization that has developed the capacity to continuously learn, adapt, and change
learning organization
____ power is based on one's position in the formal hierarchy
legitimate
size is ____ (less or more) influential when organization reaches 2,000
less
authority relationship featuring employer-employee authority relationship that extends from top to bottom, according to chain of command
line authority
authority relationship that entitles a manager to direct the work of an employee
line authority
____ production: large-batch manufacturing
mass
Uses networks of outside suppliers to provide other needed product components or work processes
network organization
Passionate pursuit of innovation: organic or mechanistic?
organic
____ organization: Collaboration (both vertical and horizontal), Adaptable duties, Flexible structure, Few rules, Informal communication, Decentralized decision authority, Flatter structures, Wider spans of control leading to flatter structures, loose structure allows for rapid adjustment to change
organic
model that is highly adaptive and flexible. The elements of this structure include: collaboration, adaptable duties, few rules, informal communication, decentralized authority, and wider spans of control
organic
organic or mechanistic: less than 2,000 employees
organic
structure that provides greater ability to adapt to changing circumstances.
organic
When managers develop or change the organization's structure, they're engaging in ____ ____
organizational design
The function of management that determines what needs to be done, how it will be done, and who is to do it
organizing
The function that creates the organization's structure
organizing
the function of management that determines what needs to be done, how it will be done, and who is to do it
organizing
An individual's ability to influence decisions
power
power or authority: a 3D concept
power
____ departmentalization groups employees based on the basis of work or customer flows
process
____ production: continuous-process production
process
____ departmentalization groups employees based on major product areas in the corporation
product
____ power is based on identification with a power who has desirable resources or personal traits
referent
When managers delegate authority, they must allocate commensurate ______
responsibility
_____ power is based on the ability to distribute something that others value
reward
An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, little formalization
simple structure
Experience and values suggest a larger span of control; complexity of the tasks suggest a ____ span.
smaller
How many employees a manager can efficiently and effectively supervise
span of control
mechanistic structure: stable or dynamic environment
stable
authority relationship used when organizations get larger/complex and managers find they don't have time, expertise, or resources to get their jobs done effectively
staff authority
authority relationship with functions created to support, advise, assist, and generally reduce some of their informational burdens
staff authority
The ____ should consider both the complexity and dynamism of the environment and the strategy of the organization.
structure
A structure in which the entire organization is made up of work groups or teams
team structure
used by every organization to convert inputs into outputs
technology
Work arrangement in which employees work at home and are linked to the workplace by computer
telecommuting
____ production: production of items in units or small batches
unit
A structure in which each employee reports to only one manager
unity of command
Decisions affecting the entire organization are centralized with ____ management.
upper
Small core of full-time employees and outside specialists temporarily hired as needed to work on projects
virtual organization