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