MGMT 3370 CH9 Quiz

____ is the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish their jobs.

Autonomy

____ involves assigning direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.

Delegation of authority

____ is a general term that refers to subdividing work and workers into separate organizational units that are responsible for completing particular tasks.

Departmentalization

____ departmentalization is defined as organizing work and workers into separate units responsible for particular business functions or areas of expertise.

Functional

Which of the following statements about functional departmentalization is true?

Functional departmentalization allows work to be done by highly qualified specialists.

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

Job design

__________ means increasing the number of tasks in a particular job and giving workers the power to make decisions about their own work.

Job enrichment

__________ is a 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

____ is the process of solving problems by consistently applying the same rules, procedures, and processes.

Standardization

____ is the degree to which a job is perceived to have a substantial impact on others inside or outside the organization.

Task significance

interorganizational process

a collection of activities that take place among companies to transform inputs into outputs that customers value

simple matrix

a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources

complex matrix

a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems

Matrix departmentalization

a hybrid organizational structure in which two or more forms of departmentalization, most often product and functional, are used together

Job specialization

a job composed of a small part of a larger task or process

unity of command

a management principle that workers should report to just one boss

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

accountability

line function

an activity that contributes directly to creating or selling the company's products

staff function

an activity that does not contribute directly to creating or selling the company's products but instead supports line activities

job characteristics model (JCM)

an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes

organic organizations

an organization characterized by broadly defined jobs and responsibilities; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge

Mechanistic organizations

an organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication

virtual organization

an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services

modular organizations

an organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants

Organizational authority is traditionally characterized by:

chain of command

With divisions that focus on business clients and consumer clients, companies like Sprint, American Express, and others are examples of ____ departmentalization.

customer

Job specialization can result in ____.

employee boredom

Empowerment

feelings of intrinsic motivation in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination

reengineering

fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed

Job enlargement

increasing the number of different tasks that a worker performs within one particular job

Job enrichment

increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work

The central concern of the job characteristics model (JCM) is ____.

internal motivation

The organizational process ____.

is the collection of activities that transform inputs into outputs that customers value

An organization that has increased the number of different tasks that a worker performs within one particular job has engaged in ____.

job enlargement

Decentralization ____.

leads to faster decision making and more satisfied customers and employees

A(n) __________ function is an activity that contributes directly to creating or selling the company's products.

line

In terms of the chain of command, ____ authority is the right to command immediate subordinates, while ____ authority is the right to advise but not command others who are not subordinates.

line; staff

With ____ departmentalization, most employees report to two bosses.

matrix

A(n) ____ organization 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

A(n) __________ organization 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

Except for the core business activities that they can perform better, faster, and cheaper than others, __________ outsource all remaining business activities to outside companies, suppliers, specialists, or consultants.

modular organizations

Internal motivation

motivation that comes from the job itself rather than from outside rewards

A(n) ____ organization is one that is characterized by broadly defined jobs and responsibilities; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge.

organic

While ____ emphasizes jobs and their authority relationships, ____ emphasizes the activities through which work gets done in the organization.

organizational structure; organizational process

Geographic departmentalization

organizing work and workers into separate units responsible for doing business in particular geographic areas

Functional departmentalization

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

Customer departmentalization

organizing work and workers into separate units responsible for particular kinds of customers

Product departmentalization

organizing work and workers into separate units responsible for producing particular products or services

Job rotation

periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills

Empowering workers

permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions

Hallmark has four departments. These departments are (1) Flowers and Gifts, (2) Cards and E-cards, (3) Hallmark Collectibles, and (4) Photo Albums and Scrapbooks. Hallmark uses ____ departmentalization.

product

Procter & Gamble has divisions for personal and beauty, house and home, health and wellness, baby and family, and pet nutrition and care. These divisions indicate that the company uses ____ departmentalization.

product

The three types of task interdependence are

reciprocal, pooled, and sequential

Standardization

solving problems by consistently applying the same rules, procedures, and processes

Departmentalization

subdividing work and workers into separate organizational units responsible for completing particular tasks

feedback

the amount of information the job provides to workers about their work performance

Delegation of authority

the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible

intraorganizational process

the collection of activities that take place within an organization to transform inputs into outputs that customers value

organizational process

the collection of activities that transform inputs into outputs that customers value

Autonomy

the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job

Task significance

the degree to which a job is perceived to have a substantial impact on others inside or outside the organization

Task identity

the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work

task interdependence

the extent to which collective action is required to complete an entire piece of work

Decentralization

the location of a significant amount of authority in the lower levels of the organization

Centralization of authority

the location of most authority at the upper levels of the organizatio

Skill variety

the number of different activities performed in a job

job design

the number, kind, and variety of tasks that individual workers perform in doing their jobs

staff authority

the right to advise, but not command, others who are not subordinates in the chain of command

Line authority

the right to command immediate subordinates in the chain of command

Authority

the right to give commands, take action, and make decisions to achieve organizational objectives

Organizational structure

the vertical and horizontal configuration of departments, authority, and jobs within a company

chain of command

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

reciprocal interdependence

work completed by different jobs or groups working together in a back-and-forth manner

pooled interdependence

work completed by having each job or department independently contribute to the whole

sequential interdependence

work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job