chapter 11 designing organizational structure- adaptive designs
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
