MAN 3025 Exam 3
managers must design an organization architecture that makes the best use of resources in order to perform which two managerial tasks?
Controlling organizing
_________ can lead to an increase in both the quantity and quality of goods and services because it can reduce boredom and fatigue.
Job enlargement
In every region of the country in which they operate, Silver Star Productions has divisions that are fully contained (each division has a complete set of all the functions necessary to produce the product.) Silver Star Productions uses a _____ structure.
geographic
when organizations expand quickly at home and abroad, a ________ structure is most appropriate.
geographic
when the organization's customers vary widely by country or world region, the manager is most likely to implement a _____ structure.
geographic
In general, the more quickly the external environment is changing and the greater uncertainty within it, the _______ are the problems managers face in trying to gain access to scarce resources.
greater
which of the following are two factors internet in an inert culture which make adapting to change difficult
hierarchical authority close supervision of employees
_______ can influence how hard employees will work to achieve the organization's goals and how attached they will be to the organization
human resource policies
a differentiation strategy aimed at increasing the values customers perceive in an organization's goods and services usually succeeds best _____________.
in a flexible structure with a culture that values innovation
which of the following is not an advantage of grouping functions by divisions: -allows managers to specialize in one product area -increase the expensive extra layers of management -frees corporate managers from the need to directly supervise the day to day operations -allows managers to become experts in a particular product line
increase the expensive extra layers of management.
which of the following is NOT an advantage of decentralizing authority.
increased managerial control . decentralization does not usually increase managerial control as decisions are spread out over more employees.
in a(n) _____ culture, values, and norms fail to motivate and inspire and employees but rather lead to stagnation and failure over time.
inert
if the sole purpose of Jims job is to coordinate activities across functions or divisions to achieve performance gains from synergy, he has a _________ role, akin to a liaison.
integrating
which of the following is NOT one of the characteristics of the Hackman and Oldham job characteristics model?
integration
in functional structure, each ______ is essential because it helps the auction perform the activities necessary for high organizational performance.
job
James is trying to motivate his employees by breaking the tasks into specific jobs. He could use job simplification, enrichment, or enlargement, all of which are types of:
job design
The idea behind ____ is that increasing the range of tasks performed by a worker will reduce boredom and fatigue.
job enlargement
________ can take place by empowering workers, encouraging workers to develop new skills, allowing workers to decide on how to do their work and allowing workers to monitor their performance.
job enrichment
In a stable external environment, resources are readily available and uncertainty is low, so _______ coordination and communication is necessary.
less
In the process of coordinating with others groups, someone acting as a __________ often develops informal relationships that helps ease this strain between functions.
liaison
it is appropriate to use a more complex organizational design:
as the organization grows and becomes more difficult to control
a hierarchy of _________ is an organization's chain of command. It specifies the relative ability of each manager to make decisions and use resources.
authority
the power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his or her position in an organization refers to_______.
authority
Abby has the freedom to plan her work schedule and decide how to allocate her time amount the various tasks she performs on her job. Abby experiences a high degree of:
autonomy
someone in the direct line or chain of command who has formal authority over people and resources is called a ________ manager.
line
when managers organize divisions according to the type of customers they focus on, they adopt a ________ structure.
market
which type of company structure groups divisions according to each kind of customer the company serves, allowing managers to be more responsive to the needs of customers.
market
A _______ structure is an organizational structure that groups people and resources by function and product simultaneously
matrix
To keep the _______ structure flexible, product teams are empowered and team members are responsible for making most of the important decisions involved in product development
matrix
when the behavior and attitudes of the members of an organization are influenced by shared values, norms, and expected standards or behavior, the individuals are being influenced by the
culture
which structure is composed of separate business units within which are the functions that work together to produce a specific product for a specific customers.
divisional
Most leaders of large organizations choose a _______ in order to create smaller, more manageable units within the organization.
divisional structure
true or false: when environments are rapidly changing and highly uncertain, the most flexible types of organizational structure is a market structure.
false. the most flexible types of market structure are matrix and product team structures.
true or false: Due to increased supervision and efficiency in a tall organization, expenses are lower than those of a flat organization.
false; there are more managers, the costs are higher in a tall organization
true or false: members of a cross-functional team report directly to the heads of the functions.
false; they report to the project manager,
true of false: the goal behind implementing a divisional structure is to create larger, more manageable units within the organization.
false; to create smaller, more manageable units.
Hunter's job provides him with clear and direct information about how well he has performed the job. His job has a high degree of _________.
feedback
The employment relationship that an organization establishes with its employees through its human resources policies and practices is one factor that helps to shape an organization's ________, or shared set of beliefs, values, norms, and work routines.
culture.
When a company decides to expand the scope of its activities through diversification or vertical integration, improved coordination among the different business divisions can be helped by a ________ structure.
flexible
the more complicated the technology, the greater is the need for a ______ structure and progressive culture
flexible
if susan's small company has just implemented a low-cost strategy, the managers will need more control over the organization's activities. Susan's company should now move toward a more ______ organizational design
formal
Liaisons improve communications within the ______ and the ________.
function ; organization
in a matrix structure people are grouped by ______ and _______. -demography - function -product -education level
function and product
A ______ is an organizational structure composed of all the departments that an organization requires to produce its good or services.
functional structure
By moving to a more flexible structure, managers ________ over their different businesses.
gain more control
if both the marketing and merchandising departments share a common problem, they might form a _______ force to solve that specific problem.
task
what are four types of integrating mechanisms that managers can use to increase communications and coordination among functions and divisions?
task forces cross-functional teams liaison roles integrating roes and departments
A craft worker who takes a piece of wood and transforms it into a custom made banjo has a higher ______ than does a worker who performs one of numerous operations required to assemble an automobile.
task identity
according to the job characteristics model, a professor who sees the effect of his or her efforts in a well-educated student enjoys high _______.
task significance
what are the four factor that shape organizational culture
the employment relationship an organizations ethical values organizational structure the characteristics of organizational members
have high task _________ results when people encounter many new or unexpected problems on the job.
variety
in a ______ structure, employees are first grouped by functions to allow them to learn from each other and become more skilled and productive. Then, employees are grouped into product teams in which each of the functions works together to develop a specific product.
matrix
A clearly defined hierarchy of authority, detailed rules, SOPs, and restrictive norms to guide and govern employees' activities are all characteristics of a(n) ________ form of organizing.
mechanistic
The ________ an organization is the fewer the number of its divisions, the greater the need for integrating roles.
more complex
organizations operating in an environment with a greater level of uncertainty are characterized with the following:
more complex strategy and technology more highly qualified and skilled workforce more flexible culture
when designing an organization, the two main challenges managers face relate to:
motivating and coordinating
__________ are informal rules that guide employees and about how they should behave if they want to be accepted and help the organization achieve its goals. These informal rules are just as constraining as the formal written rules found in a company's handbook.
norms
As a CEO, Tom tires to empower lower-level managers to have some decision-making authority and encourage values and norms that facilitate change and innovation. Tom is making the organization more:
organic
types of culture vary according to the ______ that is implemented
organizational structure
which of the following is not a characteristic of inert cultures?
performance- based rewards
a cross-functional team is useful in solving recurring problems because they are a _________ integrating mechanism.
permanent
An organizational structure in which each product line or business is handles by a self-contained division is called a ______ structure.
product
In a ______ team structure, employees are permanently assigned to a cross-sectional teams and as a result retain the flexibility of a matrix structure but do not have to report to multiple managers.
product
When deciding on an organizational structure, managers can choose which of the following structures to best suit their organizational needs? -Product -competitive -geographical -environmental -matrix -market
product geographical matrix market
which of the following are the three types of divisional structures? 1. product 2. functional 3. geographic 4.market
product geographic market
which two of the following are the most flexible types of organizational structure: - hierarchical - product team - geographical - matrix
product team, and matrix
if Joan needs to find a way to standardize production and encourage employees to behave in predictable ways, she should _______ jobs.
simplify
what term refers to the number of subordinates who report directly to a manager?
span of control
managers are likely to develop an organizational culture in environments that are:
stable and less complex
Someone who is responsible for managing a specialist function, such as finance or marketing, is a _____ manager.
staff
in a(n) _______ hierarchy, messages can be distorted accidentally because managers may interpret messages for their narrow, functional perspective.
tall
the heads of the functions in a product team structure with cross-functional teams have which of the following primary functions?
-counsel and help team members -share knowledge among teams -develop technological innovations that can help improve each team's performance.
which three of the following are benefits of pushing decision-making authority further down into the organization
-employees are better able to recognize and respond to customer needs -communication is improved by reducing the problems of slow and distorted communication - fewer managers are needed because their role is to coach and facilitate rather than make decisions.
The product team structure differs from a matrix structure in which two ways?
-functional employees are permanently assigned to a cross-functional team -it does away with dual reporting relationships.
one aspect of structure involves organizing human resources. this requires that management make decisions about which THREE human resources issues?
-how to allocate authority and coordinate functions and divisions - how to group tasks into individual jobs -how to group jobs into functions and divisions
when an organization begins producing a wider range of goods and services for different kinds of customers, which of the following problems will likely make the functional structure less effective and efficient?
-there is increased difficulty communicating and coordinating between functions -managers lose sight of organizational goals as they focus on their own departmental goals.
a task force is sometimes called an ad hoc committee for which three of the following reasons?
-they may meet on a regular basis or only a few times -when the problem or issue is solved, the task force is no longer needed -they are temporary
Which of the following are characteristics of an adaptive culture
-utilizes cross-functional teams -respect for employees -emphasis on entrepreneurship -empowers employees
in the job characteristics model, Hackman and Oldham suggest that jobs can be made more motivating if they have which five characteristics.
Autonomy Skill variety feedback task significance task identity
________ authority allows an organization and its employees to behave in a flexible way even as the organization grows.
Decentralizing
Jim works with a group of people who all posses similar skills and use the same type of technology to do their job. This is an example of a _________.
Function
a group of people working together, who possess similar skills, or use the same kind of knowledge, tools, or techniques to perform their jobs is a ________.
Function
A _____ organization structure groups people together who posses similar skills or use the same kind of knowledge, or techniques. The overall structure is composed of all departments that an organization requires to produce its goods or services.
Functional
__________, complicated technologies are characterized by high task variety and low task analyzability, whereas routine technologies are characterized by low task variety and high task analyzability
Nonroutine
What is the extent to which a job requires that an employee use a wide range of different skills.
Skill Variety
a ______ manager is someone who is responsible for managing a specialist function, such as finance or marketing
Staff
Once a company decides what kind of work attitudes and behaviors it wants from its employees, managers create a particular arrangement of ___________ and promote specific cultural values and norms to obtain these desired attitudes and behaviors
Task and authority relationships
managers gain more control over their different businesses by moving to ________
a more flexible structure
which of the following describe the role of the product team manager?
acts as facilitator keeps project within budge controls financial resources keeps project on time
in a(n) ______ culture, values, and norms help it build momentum, change and grow as needed to achieve its goals and be effective.
adaptive
Flexibility facilitates a differentiation strategy by:
allowing managers to develop innovative products quickly
which of following organization is likely to have centralized authority
an automobile company. (centralized authority is appropriate in organizations that are in a stable environment, use well-understood technology, and/or produce staple product.
product, market, and geographic structures are example of what types of organization structure?
divisional
organizational culture is the shared set of __________, values and norms that influence how people and groups work together to achieve organizational goals
beliefs
Because decisions are supposed to happen at the top in ________ organizations, the cultural values of obeying authority and respecting traditions will support goals and predictability and stability
centralized
when an organization's values and norms are very strong, members' attitudes become very similar and ________ results. this leads to members beginning to misperceive the environment
cohesiveness
According to the principle of the minimum chain of ________, top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources.
command
Managers can deal with various factors that affect the company by designing an organizational structure that best fits that particular circumstances that the company is facing, according to the _______ theory.
contingency
a ______ team is a group of managers that are brought together from different departments to perform organizational tasks. In this type of team the artificial boundaries between departments disappear and a narrow focus on departmental goals is replaced by a general interest in working togged to achieve organizational goals.
cross-functional
A company's _______ is a result of its pivotal or guiding values and norms.
culture
Organization ______ is the shared set of beliefs, expectations, values, and norms that influence how the organization's members relate and cooperate with one another to achieve organizational goals.
culture
The second principal issue in organizational design is to create, develop, and maintain in organization's ________, which is its shared set of beliefs, values, ethics, and expectations that influence how members of an organization relate to one another and cooperate to achieve organizational goals.
culture
employees assess whether or not they have helped the organization achieve its goals by complaint themselves to internal values and norms such as morality, creativity, and profitability. These values and norms collectively from the organization's: culture
culture
ethical values (and the rules and norms that embody them) become an important part of the organization's ________ and influence how its members behave in challenging situations.
culture
When a company beings to distributes decision making and other forms of authority across the organization, including lower level managers and non-managerial employees, it is in the process of ________ its authority. This helps reduce hierarchy in an organization.
decentralizing
a high degree of ________ of authority in an organization may result in managers losing sight of organizational goals and a lack of communication among functions and divisions.
decentralizing
what is the result of the job design process?
division of labor
A _____ structure is composed of separate business units representing markets, geographic areas, or products.
divisional
managers at image campaigns, a local marketing company, can establish values that reward creativity or innovation by decentralizing authority and ______ employees.
empowering
Organizational _______ are the moral values and beliefs that help employees establish norms and understand what is acceptable behavior toward each other and with those outside the organization
ethics
