BUS 3010 SB CH 10
Who is best suited to serve in the integrating role when trying to achieve synergy in a growing company?
An experienced, senior manager
Which of the following is one of the advantages of decentralized authority?
Better recognition and response to customer needs
Which of the following is not a benefit of promoting from within the company?
Greater diversity of ideas
What is the process managers use to create a structure of relationships among employees that maximizes their efficiency and effectiveness, allowing them to accomplish organizational goals?
Organizing
Ways in which managers can group tasks into jobs is:
job enlargement. job enrichment.
An organizational structure in which each product line or business is handled by a self-contained division is called a ______ structure.
product
Which of the following is not a characteristic of an organic organization?
A stable organizational environment
What is the integrating mechanism that brings together managers from relevant divisions to share problems to solve and report to their divisions the recommended solutions?
A task force
Identify examples of staff manager positions.
Advertising Marketing Information Technology
What power must managers have in order to make decisions about using resources to achieve organizational goals?
Authority
Which of the following comprise organizational architecture?
Control systems Organizational structure Human resource management Organizational culture
Unlike his previous manager, Blake's new manager gives employees the ability to make decisions about how to best handle customer service issues in individual stores. Blake's new manager has done which of the following?
Decentralized authority
What type of structure is composed of separate business units within which there are functions that work together to produce a specific product for a targeted customer?
Divisional
Job enrichment can be accomplished in the which of the following four ways?
Encourage workers to develop new skills Allow workers to decide how to do the work and give them responsibility for deciding how to respond to unexpected situations Empower workers to experiment to find new or better ways of doing the job Allow workers to monitor and measure their own performance
Which of the following is not a factor that shapes an organization's culture?
External environment
True or false. A function is a task that individuals perform to accomplish their jobs.
False
True or false: Because it can reduce the number of conflicts, every organization should aspire to have its members be as similar as possible.
False
True or false: Frank is the chief financial officer for a global manufacturing company. As CFO, he is responsible for managing the finance function. Frank is a line manager.
False
True or false: In a tall organization, the only type of communication distortion is intentional.
False
True or false: In organizations where employees and jobs are grouped by product, teamwork between product divisions often increases and helps the entire organization.
False
True or false: Members of a cross-functional team report directly to the heads of the functions.
False
True or false: The divisional structure model describes the likely personal and organizational outcomes that will result from enriched and enlarged jobs.
False
True or false: The goal behind implementing a divisional structure is to create larger, more manageable, units within the organization.
False
True or false: When environments are rapidly changing and highly uncertain, the most flexible type of organizational structure is a market structure.
False
In the job characteristics model, Hackman and Oldham suggest that jobs can be made more motivating if they have which five characteristics?
Feedback Task identity Task significance Autonomy Skill variety
Which of the following psychological experiences does not positively affect employee motivation?
Feeling personal stress and dissatisfaction
Which of the following is an advantage of grouping functions by divisions?
Frees corporate managers from the need to directly supervise the day to day operations
Which of the following are characteristic of a cross-functional team?
General interest in working together to achieve organizational goals Managers brought together from different departments Boundaries between departments disappear
When companies expand, what type of organizational structure do managers often use to ensure that each region of the country or area of the world is served by a self-contained division?
Geographic
Which of the following is one the three types of divisional structures?
Geographic structure
Respecting tradition, obeying authority, and being cautious are all characteristics of what type of organizational structure?
Highly centralized
What is the key role a manager plays when faced with the task of using the resources available to create new synergies and achieve organizational goals?
Integrating
Kendra is deciding how to divide into specific jobs the tasks that have to be performed to provide customers with goods and services at her local sporting goods store. What process is Kendra performing?
Job design
What is it called when the amount of responsibility that employees have in their jobs increase, and they are also allowed to decide how to do their work?
Job enrichment
What is the name for the role of managers who coordinate with other functions and form informal relationships to ease tensions between functions and divisions, allowing for relationship building among employees?
Liaison
How do cross-functional teams achieve organizational tasks?
Managers from different departments assemble to work together and gain a general interest in the organization's goals.
What is the organizational structure that is created to ensure that it serves the diverse needs of its customers?
Market structure
Which two of the following are the most flexible types of organizational structures?
Matrix Product team
Which principle states that top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources?
Minimum chain of command
Which of the following is not an obstacle associated with tall organizations?
Not enough managers to monitor daily activities
What are the moral values and beliefs that help employees establish norms and understand what is acceptable behavior toward each other and with those outside the organization?
Organizational ethics
What are the principles that emphasize that members of organizations should treat each other and all of those outside of the organization fairly and equitably?
Organizational ethics
Which of the following are the four main factors that interact to shape organizational culture?
Organizational ethics Characteristics of organizational members Nature of the employment relationship Design of the the organizational structure
Which of the four managerial functions establishes the structure of working relationships among employees allowing them to achieve organizational goals efficiently and effectively?
Organizing
Which of the following is not a characteristic of inert cultures?
Performance-based rewards
As an organization grows and becomes more difficult to control, managers must choose a more complex organizational design, such as a _____.
Product team structure A divisional structure A matrix
The heads of the functional areas in a product team structure with cross-functional teams have which of the following primary functions?
Share knowledge among teams Provide new technological innovations that can help improve each team's performance Counsel and help team members
What term refers to the number of subordinates who report directly to a manager?
Span of control
Jasper was the sales manager for three of his organization's retail outlets. What type of manager was he?
Staff
Which two of the following are factors that Charles Perrow said determine (a) whether or not a technology is routine and (b) its level of complexity?
Task analyzability Task variety
What are the four types of integrating mechanisms that managers can use to increase communication and coordination among functions and divisions?
Task forces Liaison roles Integrating roles and departments Cross-functional teams
Which of the following is one of the characteristics of the J. R. Hackman and G. R. Oldham's job characteristics model?
Task identity
What are the four factors that shape organizational culture?
The characteristics of organizational members The employment relationship Organizational structure An organization's ethical values
A task force is sometimes called an ad hoc committee for which of the following reasons?
They are temporary. When the problem or issue is solved, the task force is no longer needed. They may meet on a regular basis or only a few times.
How does a liaison reduce tensions between functions?
Through the development of an informal relationship
True or False. Regardless of managerial level, all managers have at least one employee reporting to them at all times.
True
True or false. Adaptive cultures control employee attitudes and behaviors.
True
In a(n) ______ culture, values and norms help it build momentum, change, and grow as needed to achieve its goals and be effective.
adaptive
Charles Perrow said that task variety and task ______ determine whether or not a particular technology is routine and its level of complexity.
analyzability
Organizational ______ is the combination of organizational structure, culture, control systems, and human resource management systems that together determine how efficiently and effectively organizational resources are used.
architecture
The power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his or her position in an organization refers to ______.
authority
Decentralizing authority allows low-level managers and non-managers to ______.
be responsive to customer needs
Because decisions are supposed to happen at the top in ______ organizations, the cultural values of obeying authority and respecting traditions will support goals of predictability and stability.
centralized
To help managers make their employees' jobs more interesting and motivating, J. R. Hackman and G. R. Oldham developed a framework known as the job ______ model.
characteristics
Very high levels of ________ can actually hinder employees' ability to adapt to a changing environment.
cohesiveness
According to the principle of the minimum chain of ______, top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources.
command
A ______ team is comprised of a group of managers from different departments who are gathered to perform organizational tasks. The goal of these teams is to expand the focus from departmental interests to the general interests of the organization for the sake of achieving organizational goals.
cross-functional
A permanent integrating mechanism such as a ______ can be used to address recurring problems effectively.
cross-functional team
A company's ______ is a result of its pivotal or guiding values and norms.
culture
Ethical values (and the rules and norms that embody them) become an important part of the organization's ________ and influence how its members will behave in challenging situations.
culture
Organization ______ is the shared set of beliefs, expectations, values, and norms that influence how the organization's members relate and cooperate with one another to achieve organizational goals.
culture
Organizational ______ is shaped by the interaction of four main factors, including organizational ethics and the nature of the employment relationship.
culture
Organizational _______, which is the second principal issue in organizational design, is the shared set of beliefs, expectations, and values that influence how employees interact with each other and achieve organizational goals.
culture
Organizational ________ influences the work behaviors and attitudes of individuals and groups in the organization as members adhere to shared ethics, values, norms, and expected standards of behavior.
culture
Organizational _________ influences the work behaviors and attitudes of individuals and groups in the organization as members adhere to shared ethics, values, norms, and expected standards of behavior.
culture
Organizational norms, along with the the company values, are the basis for the organizational ______.
culture
The employment relationship that an organization establishes with its employees through its human resource policies and practices is one factor that helps to shape an organization's ________,
culture
In an organization, employees typically figure out how to relate to one another and cooperate to achieve organizational goals as a result of the shared set of beliefs, expectations, values, and norms that comprise the organizational
culture.
A high degree of __________ of authority in an organization may result in managers losing sight of organizational goals and a lack of communication among functions and divisions.
decentralization
Too much ______ can lead to a decrease in communication across functions and divisions and cause a drop in the organization's performance.
decentralization
When lower level managers and those who are not in managerial positions are allowed to make important decisions about the use of organizational resources, this is called ______ of authority.
decentralization
When a company begins to distribute decision making and other forms of authority across the organization, including lower level managers and non-managerial employees, it is in the process of ______ its authority. This helps reduce hierarchy in an organization.
decentralizing
The first step in organizational design, the process of determining how to divide jobs into the tasks that must be accomplished in order to provide customers with competitive goods and services, is job ________.
design
A ______ structure is composed of separate business units representing markets, geographic areas, or products.
divisional
In a(n) ______ structure, grouping can result in decreased teamwork and failure to cooperate and share information or knowledge with other divisions.
divisional
Product, market, and geographic structures are the three types of ______ structures.
divisional
Most leaders of large organizations choose a ______ in order to create smaller, more manageable, units within the organization.
divisional structure
The ultimate source of culture in an organization is provided by the __________ who work in that organization.
employees
By increasing the number of tasks in a given job, thereby changing the division of labor, job ______ is accomplished.
enlargement
When managers increase the number of tasks in a given job by changing the division of labor, this is referred to as job _______.
enlargement
Reginald is designing how his unit's overall task of delivering products to customers will be done (i.e., which jobs will do what) in such a way as to encourage workers to perform at a higher level and be more satisfied. In designing these jobs, Jim's options are (a) job simplification, (b) job enlargement, and (c) job ______.
enrichment
When managers increase the degree of responsibility a worker has over a job in order to increase worker involvement and interest, they are using job ______.
enrichment
An organizational culture results from ______ values, which impact how decisions are made.
ethical
Organizational ________ are the moral values and beliefs that help employees establish norms and understand what is acceptable behavior toward each other and with those outside the organization.
ethics
Paige works with a group of people who all possess similar skills and use the same type of technology to do their jobs. This an example of a ______.
function
People who share the same set of skills and knowledge base and who use the same types of techniques to do their jobs are all part of a ______.
function
Liaisons improve communication within the ______ and the ______.
function; organization
By moving to a more flexible structure, managers _____ over their different businesses
gain more control
A ______ structure would be best when managers focus on the region or area in which they operate in.
geographic
If RST Soft Design, a software design company, has self-contained divisions in each of the regions of the countries in which it operates, then the company is using a ______ structure.
geographic
In every region of the country in which they operate, Silver Star Productions has divisions that are fully contained (each division has a complete set of all the functions necessary to produce the product). Silver Star Productions uses a ______ structure.
geographic
When an organization's customers vary widely by country or world region, the manager is most likely to implement a ______ structure.
geographic
When organizations expand quickly at home and abroad, a ________ structure is most appropriate
geographic
When organizations expand quickly at home and abroad, a ________ structure is most appropriate.
geographic
When organizations expand rapidly at home and abroad, a ______ structure may be best as it focuses on the area where the organization is operating.
geographic
The __________ (greater/lesser) the complexity of an organization's structure, the greater is the need for coordination.
greater
Highly skilled employees, or those with strong professional values, usually desire ____.
greater freedom
An organization's ________ ________ _________ is the organization's chain of command—the relative authority that each manager has.
hierarchy of authority
From the CEO to the middle manager and down to the first-line manager, this chain of command describes an organization's ______.
hierarchy of authority
In a company with a flexible, decentralized structure and a professional culture based on values and norms that foster employee autonomy and self-control, employees are likely to be ____.
highly skilled
A differentiation strategy aimed at increasing the values customers perceive in an organization's goods and services usually succeeds best ______.
in a flexible structure with a culture that values innovation
In contrast to ______ cultures, adaptive cultures have values and norms that change and grow as needed.
inert
Organizational cultures whose values and norms fail to motivate and inspire employees are referred to as ______.
inert
What type of culture fails to inspire employees and often leads to the ultimate demise of an organization?
inert
If the sole purpose of Dasha's job is to coordinate activities across functions or divisions in order to achieve performance gains from synergy, she has a(n) _________ role, akin to a liaison.
integrating
Organizational tools that managers can use to increase communication and coordination among functions and divisions are ______ mechanisms.
integrating
To prevent problems from occurring within an organization due to a lack of communication among divisions, it is important for managers to include into their organizational structure a variety of ______.
integrating mechanisms
One characteristic of an adaptive culture is that ______.
its values and norms propel momentum that initiates growth and change, as needed, to achieve organizational goals
The idea behind ______ is that increasing the range of tasks performed by a worker will reduce boredom and fatigue.
job enlargement
The purpose of the minimum chain of command is to create an organizational architecture that reduces the number of ______ in order to ensure that organizational resources are used most efficiently and effectively.
levels of authority
In the process of coordinating with other groups, someone acting as a(n) ______ often develops informal relationships that help ease the strain between functions.
liaison
Orlando can increase coordination among the jobs and divisions in his company by giving one manager in each division the responsibility of coordinating with the other, thus establishing ______ roles.
liaison
The integrating mechanism designed to increase coordination between functions and divisions is the ______ position.
liaison
Someone in the direct chain of command with formal authority over people and resources at lower levels is a ______.
line manager
The type of company structure that groups divisions according to the diverse needs of the customers that the company serves is a ________ structure.
market
When managers organize divisions according to the type of customer they focus on, they adopt a ______ structure.
market
By grouping employees simultaneously by job function and by product teams, organizations can develop a complex, yet flexible, network of reporting relationships that make the ______ structure an effective type of organizational structure.
matrix
In a ______ structure, employees are first grouped by functions to allow them to learn from each other and become more skilled and productive. Then, employees are grouped into product teams in which each of the functions works together to develop a specific product.
matrix
In a ______ structure, managers group people and resources by function and by product.
matrix
In a ______ structure, managers group people and resources simultaneously by function and by product.
matrix
Stella is grouped together with other engineers, but she is also grouped with those working specifically on the newest product that her company is developing. Since she is grouped in both ways simultaneously, she has to report to two different bosses. Stella's organization uses a ______ structure.
matrix
As an organization's structure becomes ______, its need for coordination among people, functions, and divisions to make the organizational structure work effectively and efficiently becomes more critical.
more complex
J. R. Hackman and G. R. Oldham's job characteristics model of job design explains in detail how managers can make jobs ______.
more motivating and more meaningful
Organizational ______ are informal, yet powerful, rules about how employees should behave or conduct themselves in an organization if they are to be accepted and help the organization achieve its goals.
norms
As a CEO, Olivia tries to empower lower-level managers to have some decision-making authority and encourage values and norms that facilitate change and innovation. Olivia is making the organization more ______.
organic
Human resource practices, such as the nature of the employment relationships, impacts the ______.
organizational culture
When the behavior and attitudes of the members of an organization are influenced by shared values, norms, and expected standards of behavior, the individuals are being influenced by the ______.
organizational culture
Creating, developing, and maintaining an organization's culture is the second principal issue in ______.
organizational design
A cross-functional team is useful in solving recurring problems because they are a(n) ______ integrating mechanism.
permanent
An important characteristic of the product team structure is that functional employees are ______.
permanently assigned to a cross-functional team that is tasked with redesigning a product or creating a new product to bring to market
A ______ structure is one in which each product line or business is handled by a self-contained division. In such a structure, the divisional manager is responsible for designing an appropriate business-level strategy to allow the division to compete effectively in its industry or market.
product
In a ______ team structure, employees are permanently assigned to a cross-functional team and, as a result, retain the flexibility of a matrix structure, but do not have to report to multiple managers.
product
There are three types of divisional structures. When managers organize divisions around the type of goods and services they provide, they are using a ___________ structure.
product
In a matrix structure people are grouped by ______ and ______.
product function
Employees will adhere to an organization's norms and work to achieve its goals if they know that the organization believes in ______.
promoting from within
According to the job characteristics model, ______ is the extent to which a job requires that an employee use a wide range of different skills, abilities, or knowledge.
skill variety
The manager responsible for a specialist function, such as finance or marketing, is a ________ manager.
staff
Functional, product, geographic, market, matrix, product team, and hybrid are seven options for managers when choosing an organizational _________
structure
In a(n) ____ hierarchy, messages can be distorted accidentally because managers may interpret messages from their narrow, functional perspective
tall
In a(n) ____ hierarchy, messages can be distorted accidentally because managers may interpret messages from their narrow, functional perspective.
tall
As a hierarchy becomes ______, problems that make the organization's structure less flexible may also slow managers' responses to changes in the organizational environment.
taller
If both the marketing and merchandising departments share a common problem, the managers might form a(n) _________ force to solve that specific problem.
task
A(n) ______ is sometimes called an ad hoc committee.
task force
When managers from various functions or divisions have a specific, mutual problem, they might meet to form a ______, also called an ad hoc committee.
task force
According to the job characteristics model, a manager can increase employee motivation by offering feedback and increasing:
task significance. autonomy. skill variety.
People are ______ source of organizational culture.
the ultimate
