mgt 3013 test chapter 7

in which of the following structures do managers organization divisions according to the the of good or service they provide

a - geographic structure b- product structure c - market structure d- company structure *b

a group of organizations that job together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness is called a

a - knowledge management system b - business to business network c - boundaryless organization d - networks structure *b

what is the result of job design

a - task force b - division of teams c - task allocation d - division of labor *D

types of integrating mechanisms

direct contact -liasion roles -> marketing manager and researcher and development manager meet to brainstorm new product ideas. increases coordination. -task forces - representatives meet to discuss launch of new product or to solve a mutual problem. ad hoc committees - temporary -cross functional teams - re-ocurring problem. composed of all functions formed to manager production of the launch. -integrating roles - senior managers provide members of cross functional team with info for others.

global product structure

each produce division, not the country or regional managers, takes responsibility for deciding where to manufacture products and how to market them foreignly

divisional structure - product structure

each product line or business is handled by a self contained division advantages - speicialize in 1 product area, managers become experts in that area, frees corporate managers from daily supervision, can improve use of organizational functions

divisional structure - geographic structure

each region of a country in the world is served by a self contained division. Gives flexbility to choose the range of products needed for the region

strategic alliance

formal agreement that commits two or more companies to exchange or share their resources in order to produce and market a product

decentralizing authority

giving lower level managers and non managerial employees the right to make important decisions about how to use organizational resources

job enrichment

increase the degree of responsibility of a worker over a job by 1)empowering works to experiment to do a job better 2)encourage workers to develop new skills 3)allowing workers to decide how to do the work & how to respond when an unexpected situation comes up 4) allowing workers to monitor and measure their own performance

job enlargement

increasing the number of different tasks in a given job by changing the division of labor. Idea is to reduce boredom and increase motivation to perform at a high level

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divisional structure - global geographic

managers locate different divisions in each of the world regions where the organization operates. pursued when its a multidoestic strategy

integrating mechanisms

organizing tools that managers can use to increase communication and coordination among functions and divisions

authority

power vested in a manager to make decisions and use resources to achieve orgazanvtion goals by virtue of their position

job design

process by which managers decide how to divide into specific jobs that tasks that have to be performed to provide customers with goods and services

b2b network - business to business

series of strategic alliances that an organization creates with suppliers, manufacturers and distributors to produce and market a product

organizational structure

the process by which managers create a specific type of organizational structure and culture so a company can operate in the most effective and efficient ways

outsource

to use outside suppliers and manufacturers to produce goods and services

span of control

# of subordinates who report directly to the manager

how do managers use integrating mechanisms

-increase communication between functions -distribute authority -increase coordination between functions

job characteristic model

1. skill variety - employee uses a wide range of different skills, abilities or knowledge. 2. task identity - extent to which a job requires a worker preform all the tasks necessary to complete the job, from the beginning to end of the process 3. task signifigance - worker feels his/her job is meaningful because effect of people inside the organization 4. autonomy - degree to which a job gives employee the freedom and discretion needed to schedule different tasks and decide how to carry them out 5. feedback - extent to which actually doing a job provides a worker with clear and direct info about how he/she performed the job

a high degree of _ in an organization can result in a decrease in both communication and an emphasis on organizational goals

a) decentralization b) training c) job enlargement d) centralizaiton *A

what is the process by which managers decide how to divide into specific tasks the jobs that have to be performed to provide customers with goods and services

a) job rotation b) job description c) job design d)job enrichment *C

the process by which managers create a specific type of organizational structure and culture so that a company can operate in the most efficient and effective way is called organizational

a) structure b) culture c) design d) goals *C

boundaryless organizaiton

an organization whose members are linked by email, cloud etc and rarely meet in person.

functional structure

an organizational structure composed of all the departments that an organization requires to produce its goods or services. - manufactoring, sales and research most common functional structure -all possess similar skill sets or knowledge advantage - perform at a higher level by watching others similar to them, managers can monitor performance while also looking at competition disadvantage - hard to communicate as it grows, preocupied with dept goals and not organizational goals

divisional structure

an organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer

matrix structure

an organizational structure that simultaneously groups people and resources by function and product. in charge of making the most important decisions. each person reports to a functional boss and a boss of the product team

hierarchy of authority

an organizations chain of command -> the relative authority that each manager has - extending from CEO down

product team structure

assigned to a cross functional team - a group of managers from different departments brought together to perform an organizational task. boundaries are eliminated.