MGMT ch 9

Which of the following approaches to job redesign entails more than simply providing variety in job tasks?

The job characteristics model

Which of the following statements about mechanistic organizations is true?

They work best in stable, unchanging business environments

Disadvantages of _____ include difficulty in cross-departmental coordination, slow decision making, and managers and workers with narrow experience and expertise.

functional departmentalization

_____ involves increasing the number of different tasks that a worker performs within one particular job and gives workers the authority and control to make meaningful decisions about their work.

job enrichment

Which of the following is NOT one of the core job characteristics in the job characteristics model (JCM)?

Client relationships

_____ can be defined as the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.

Delegation of authority

_____ can be best defined as a method of subdividing work and workers into separate organizational units that are responsible for completing particular tasks.

Departmentalization

Which of the following scenarios is an example of matrix departmentalization?

InsureClef Inc., an insurance company, has departments that focus on major commercials and small businesses and also has departments that focus on the different products that the company offers across its clientele.

_____ is the number, kind, and variety of tasks that individual workers perform in their jobs.

Job design

Which of the following is the key difference between line authority and staff authority?

Line authority is the right to command immediate subordinates, whereas staff authority is the right to advise but not command others who are not subordinates

_____ can be best defined as fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance such as cost, quality, service, and speed.

Reengineering

_____ can be defined as solving problems by consistently applying the same rules, procedures, and processes.

Standardization

When managers delegate work, three transfers occur. The three transfers are responsibility, authority, and _____.

accountability

Organizational authority is characterized by _____

chain of command

Amethyst Inc. is a manufacturer of acrylic and latex gloves. It sells the gloves to medical laboratories, chemical factories, micro-tech equipment manufacturing companies, and cleaning services. The work and workers at Amethyst Inc. are organized to better satisfy the needs of each of its four target markets. As such, Amethyst Inc. most likely uses _____.

customer departmentalization

The primary disadvantage of geographic departmentalization is _____.

duplication of resources

The term _____ can be best defined as a feeling of intrinsic motivation, in which workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self-determination

empowerment

A(n) _____ can be defined as an activity that contributes directly to creating or selling a company's products.

line function

With _____, most employees report to two bosses.

matrix departmentalization

A(n) _____ is an organization that is characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication.

mechanistic organization

The term _____ can be best defined as the collection of activities that transform inputs into outputs that customers value.

organizational process

Functional departmentalization can be most accurately defined as:

organizing work and workers into separate units responsible for particular business operations or areas of expertise.

The three types of task interdependence are:

pooled, sequential, and reciprocal

The primary disadvantage of customer departmentalization is:

that it leads to duplication of resources.

chain of command

vertical line of authority that clarifies who reports to whom throughout an organization