Ch 10

_____ refers to the power vested in a manager to make decisions and use resources to achieve organizational goals.

Authority

_____ is the degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out

Autonomy

_____ is the extent to which actually doing a job provides a worker with clear and direct information about how well he or she has performed the job.

Feedback

What is the advantage of the flexibility afforded by a matrix structure?

It lets managers keep pace with a changing and increasingly complex environment.

_____ is increasing the number of different tasks in a given job by changing the division of labor.

Job enlargement

Which of the following should be used to increase coordination among functions and divisions?

Liaison roles

What is the process by which managers establish the structure of working relationships among employees to allow them to achieve organizational goals efficiently and effectively?

Organizing

_____ technologies are characterized by low task variety and high task analyzability.

Routine

_____ is the extent to which a job requires that a worker perform all the tasks necessary to complete the job, from the beginning to the end of the production process.

Task identity

_____ is the degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization, such as coworkers, or on people outside the organization, such as customers.

Task significance

How is a product team structure different from a matrix structure

Unlike a matrix structure, a product team structure results in employees reporting to either the product team manager or to one of his or her direct subordinates.

A(n) _____ emphasizes entrepreneurship and respect for the employee and allows the use of organizational structures that empower employees to make decisions and motivate them to succeed.

adaptive culture

Task _____ is the degree to which programmed solutions are available to people or functions to solve the problems they encounter.

analyzability

A(n) _____ team is a group of managers brought together from different departments to perform organizational tasks.

cross-functional

Organizational _____ is shaped by the interaction of four main factors: the personal and professional characteristics of people within the organization, organizational ethics, the nature of the employment relationship, and the design of its organizational structure.

culture

A market structure is also called a_____.

customer structure

In an attempt to maintain a nonhierarchical structure in her company, Diana decides to _____ by giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources.

decentralize authority

An inert culture:

develops an emphasis on close supervision.

Jill's manager encourages workers to develop new skills, allows them to monitor and measure their own performance, and empowers them to experiment with new and better ways to do their jobs. This is an example of _____.

job enrichment

When managers organize divisions according to the type of customer they focus on, they adopt a _____.

market structure

A _____ structure simultaneously groups people and resources by function and by product.

matrix

When managers organize divisions based solely on the type of good or service they provide, they adopt a _____ structure.

product

Joan's job requires her to use a wide range of abilities and knowledge. From the information given, it can be said that her job has _____.

skill variety

Job design can be defined as:

the process by which managers decide how to divide tasks into specific jobs.

The function of an integrating role is:

to increase coordination among functions or divisions to achieve performance gains.