Chapter 11

Which of the following is not a possible type of divisional structure? Groups based on working on the same processes All of these are types of divisional structures Groups based on working on the same product Groups based on working in the same area Groups based on working with similar customers

All of these are types of divisional structures

matrix structure

An organizational structure that simultaneously groups people and resources by function and by product.

The two-boss system is susceptible to power struggles and can be frustrating if it creates task confusion and conflicting work priorities. This two-boss system is a characteristic of which type of organization structure?

Matrix

____________ structure tries to combine the best elements of the functional and divisional forms. Matrix Boundaryless Virtual Team

Matrix

Which of the following types of structure combines the functional and divisional structures? Network structure Process structure Virtual organization Matrix structure Customer structure

Matrix structure

____________ is the system of tasks, reporting relationships, and communication that links together the various parts of an organization. Structure Staff Decentralization Differentiation

Structure

The main purpose of organizing as a management function is to ____________. create enthusiasm for the work to be done arrange people and resources to accomplish work make sure that results match plans match strategies with operational plans

arrange people and resources to accomplish work

A student volunteers to gather information on a company for a group case analysis project. The other members of the group agree, and tell her to go ahead and choose the information sources. In terms of delegation, this group is giving the student ____________ to fulfill the agreed-upon task. decentralization responsibility accountability authority

authority

A manufacturing business with a functional structure has recently developed three new product lines. The president of the company might consider shifting to a/an ____________ structure to gain a stronger focus on each product. virtual informal network divisional

divisional

The functional chimneys problem occurs when people in different functions ____________. fail to communicate with one another spend too much time coordinating decisions try to help each other work with customers focus on products rather than functions

fail to communicate with one another

An organization chart showing vice presidents of marketing, finance, manufacturing, and purchasing all reporting to the president is depicting a ____________ structure. functional matrix product network

functional

Rumors and resistance to change are potential disadvantages often associated with ____________. specialized staff delegation virtual organizations informal structures

informal structures

Potential advantages of matrix structures include all of the following except: less performance accountability through the program, product or project managers improved strategic management, since top managers are freed from unnecessary problem solving to focus time on strategic issues. better cooperation across functions improved decision making as problem solving takes place at the team level, where the best information is available. increased flexibility in adding, removing, and/or changing operations to meet changing demands

less performance accountability through the program, product or project managers

Better lower-level teamwork and more top-level strategic management are among the expected advantages of a ____________ structure. product divisional matrix geographical

matrix

The "two-boss" system of reporting relationships is found in the ____________ structure. network matrix product functional

matrix

The bureaucratic organization described by Max Weber is similar to the ____________ organization described by Burns and Stalker. adaptive adhocracy organic mechanistic

mechanistic

The major advantages of a functional structure include all of the following EXCEPT: clear career paths within functions. minimized need of communication. economies of scale with efficient use of resources. task assignments consistent with expertise and training. high-quality technical problem solving.

minimized need of communication.

"Tall" organizations tend to have long chains of command and ____________ spans of control. centralized wide narrow informal

narrow

An organization that employs just a few "core" or essential full-time employees and outsources a lot of the remaining work show signs of using a ____________ structure. functional matrix mechanistic network

network

Which type of organization design best fits an uncertain and changing environment? bureaucratic organic traditional mechanistic

organic

A(n) _____ convenes for a particular task and disbands once a project is completed.

project team

The current trend in the use of staff in organizations is to ____________. give staff personnel more authority over operations reduce the number of staff personnel remove all staff from the organization combine all staff functions in one department

reduce the number of staff personnel