chapter 11 designing organizational structure- adaptive designs

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The ________ structure assigns specialists from different functional departments to work on projects being led by a project manager. a. team b. learning c. boundaryless d. matrix

d

In which of the following organizational designs are employees most likely to experience communication difficulties? a. team structures b. matrix structures c. project structures d. boundaryless structures

d

In order to succeed in today's world, organizations need to ________. a. be more flexible in how work gets done b. pace themselves when it comes to innovation c. strictly follow the top-down decision-making approach d. adopt narrowly-defined functional arrangements

a

the rights inherent in a managerial position to tell people what to do and to expect them to do it

authority

an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

boundaryless organization

A task force is also called a(n) ________. a. matrix structure b. community of practice c. ad hoc committee d. strategic partnership

c

A virtual organization ________. a. is structurally complex b. has a fairly large full-time workforce c. hires outside specialists on a project basis d. has a high degree of departmentalization

c

In which of the following organizational designs is there a greater likelihood of task and personality conflicts? a. simple structures b. functional structures c. project structures d. team structures

c

Which of the following is true regarding the benefits of collaborative work? a. The participants have similar views and similar goals. b. The logistics of coordination are easily achieved. c. It increases communication among participants. d. It minimizes interpersonal conflicts.

c

________ is a work arrangement in which employees work at home and are linked to the workplace by computer. a. Outsourcing b. Coworking c. Telecommuting d. Hot desking

c

the degree to which decision making is concentrated at upper levels of the organization

centralization

the line of authority that extending from upper organization levels to the lowest levels, which clarifies who reports to whom

chain of command

a workweek where 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

a work team composed of individuals from various functional specialties

cross functional team

The management is thinking of joining hands with its one time rival, CG-VAK Software, in order to gain access to new markets and technologies. By doing this, the organization is nurturing a ________. a. joint stock company b. task force c. community of practice d. strategic partnership

d

Which of the following is a drawback of collaborative work? a. It decreases communication and coordination among the participants. b. It reduces the level of creativity and produces fewer ideas. c. It can be effectively applied only to simple problems. d. It is possible that participants may have opposing views and competing goals.

d

the degree to which lower-level employees provide input or actually make decisions

decentralization

the basis by which jobs are grouped together

departmentalization

an organizational structure made up of separate, semiautonomous units or divisions

divisional structure

giving employees responsibility and authority to make decisions

employee empowerment

a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits

flextime

how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures

formalization

an organizational design that groups together similar or related occupational specialties

functional structure

the practice of having two or more people split a full-time job

job sharing

authority that entitles a manager to direct the work of an employee

line authority

the production of items in large batches

mass production

an organization structure that assigns specialists from different functional departments to work on one or more projects

matrix structure

an organizational design that's rigid and tightly controlled

mechanistic organization

opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward

open innovation

an organizational design that's highly adaptive and flexible

organic organization

The visual representation of an organization's structure

organizational chart

creating or changing an organization's structure

organizational design

the formal arrangement of jobs within an organization

organizational structure

Management function that involves arranging and structuring work to accomplish the organization's goals

organizing

the production of items in continuous processes

process production

an organizational structure in which employees continuously work on projects

project structure

the obligation or expectation to perform any assigned duties

responsibility

an organizational design with little departmentalization, wide spans of control, centralized authority, and little formalization

simple structure

the number of employees a manager can efficiently and effectively manage

span of control

positions with some authority that have been created to support, assist, and advise those holding line authority

staff authority

a temporary committee or team formed to tackle a specific short-term problem affecting several departments

task force

an organizational structure in which the entire organization is made up of work teams

team structure

the production of items in units or small batches

unit production

the management principle that each person should report to only one manager

unity of command

an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects

virtual organization

dividing work activities into separate job tasks

work specialization


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