org. ch 8

During weekly conference calls, Mary, a restaurant manager for a national chain of restaurants, and the other managers in her district explain to their district manager the reasons for different decisions and why certain costs and sales were higher or lower for the previous week. The explanation of their decisions and work results is known as __.

accountability

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) _____.

adhocracy culture

With a modular structure, a firm _____

assembles portions of product provided by outside contractors

Astrid, a customer service representative, was asked by one of her customers if her company would be interested in joining the chamber of commerce to meet potential customers. Astrid believes this is a very good idea and approached her manager, Alan, about becoming a chamber member. Alan told Astrid that "Since the cost of membership is over $500 and you will have to leave the office to attend meetings, I will have to get approval from management above me." This is an example of how important decisions are made in organizations with _____.

centralized authority

Organizations using a matrix structure _____.

contain two command structures, in which some people actually report to two bosses

Symbols, stories, heroes, and rites and rituals are ways in which ____ is(are) most often transmitted to employees.

culture

Ralph, the manager of a busy hardware store, knows that he needs to entrust many of his tasks to managers and other employees, rather than falling into the common trap of perfection, believing he is the only person who can do this right and on time. This process of assigning tasks to lower-level managers and employees is known as ____.

delegation

The arrangement of having discrete parts of a task done by different people is known as a(n) ____.

division of labor

Greg, the CEO of Organic Market, wants managers and employees to instruct each other about the organization's chosen values and beliefs. Greg has encouraged the seasoned employees to retell stories about the company legends, and he plans on bringing back the monthly rewards. Greg is endeavouring to ____.

embed company culture

Thomas, a sales associate in the furniture department, reports to Betsey, the furniture department manager. This morning, Betsey asked Thomas to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Thomas that he wanted him to unload some computers. Thomas is confused about what to do because under the principle of unity of command, _____.

employees should report to one manager

Espoused values are _____.

explicitly stated values and norms preferred by an organization

According to Chester I. Barnard, an organization is made up of at least one person who strives daily to achieve the organization's goals.

false

Organizational culture appears as five layers: observable artifacts, espoused values, basic assumptions, informal groups, and management groups.

false

Productivity expert Odette Pollar proposed that "To accomplish more in a day, you must do more and do everything faster."

false

The IT network that allows for the movement of organizational information within that company is known as the organizational structure.

false

Thomas, an employee for a government contractor, likes the strict culture that he finds with ABC Industries, which supplies equipment parts to several government bases. There is very little focus on the external environment and little company flexibility due to the type of customers they serve. Since the product they sell needs little improvement and there is virtually no competition, few are risks taken. This is an example of an adhocracy culture.

false

Two advantages of decentralization are that managers are encouraged to not solve their own problems, but ask for assistance as soon as possible, and decisions are made slower, since they are discussed at a higher level of management.

false

With a hollow structure, the organization ____.

has a central core of key functions and outsources others to vendors who are less expensive or faster

A control mechanism for making sure the right people do the right things at the right time is a(n) _____.

hierarchy of authority

The Safety Committee, a temporary team, was established to make the workplace a safer place. Members of the committee still work in their departments full-time, but meet twice a month for a few hours as a committee. This is an example of a ____.

horizontal design

The scientists, nurses, and doctors who work for Medical Technology, an organization that researches the cure for several diseases, work together for a common goal of ending these illnesses. This is an example of ____.

integration

The clan culture has a(n) _____.

internal focus and values flexibility

a hierarchy culture has a ____

internal focus and values stability and control

During a meeting, Tammy, the branch manager, was pointing to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Jim, our CEO, and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." The employees indicated on the organization chart by a solid line are ____, and those indicated by a dotted line are ____.

line managers; staff personnel

Quality Paper Products utilizes a structure that includes functional divisions, such as accounting and production, and a divisional chain of command, such as the home products and office divisions. For example, Mary Beth, a salesperson, reported to both her sales manager and the office products manager when she first started working on the city of Springfield account. Quality Paper Products has developed a _____.

matrix structure

Peter, the owner of Happy Burger, is involved in the company's daily decisions and has established procedures for every task. The company rules are clearly specified in the handbook, and Peter also believes in close supervision of all employees. Happy Burger is a(n) _______ organization.

mechanistic

Voluntary collectives with the purpose of advancing their members' interests are known as ___.

mutual-benefit organizations

Ann is a teacher who became interested in helping adults in some of the poorer neighborhoods learn how to read. She plans to start a reading center in a low income area to help residents with reading skills at no cost. Ann's center is an example of a(n) _____.

nonprofit organization

Organizations that are formed to offer services to clients and not make a profit are ____, and those organizations that are formed to make money, or profits, by offering products or services are _____.

nonprofit organizations; for-profit organizations

The company dress code and award ceremonies are part of its ____.

observable artifacts

the company dress code and award ceremonies are part of its ____.

observable artifacts

A(n) ______ is a system of consciously coordinated activities or forces of two or more people.

organization

Jean-Paul, the store manager, was speaking with Patty, his new assistant manager, about the store's system of job relationships and whom she will report to and who will report to her. He said, "This structure is one of the things that motivates our workers to work together to achieve our company's goals." Jean-Paul was telling Patty about the store's _____.

organizational structure

Philip, a shift manager in a factory, has 40 employees on his shift that he directly supervises. The 40 workers who report directly to Philip represent his _____.

span of control

rites and rituals are ___

the activities and ceremonies that celebrate important occasions and accomplishments for an organization

In an organization, division of labor is ____.

the arrangement of having discrete parts of a task done by different people

The chain of command is also known as _____.

the vertical hierarchy

Routine tasks and paperwork, as well as jobs that help your subordinates grow are __.

things that a manager should delegate, according to odette pollar

Having realistic expectations and thinking about the kind of manager you want to be, not forgetting to manage upward and sideways as well as downward, getting guidance from other managers, and resisting isolation is good advice for those who are _____.

transitioning upward in an organizational

A system of shared beliefs and values that develops within an organization and guides the behavior of its members is known as the company's culture or organizational culture.

true

Hannah, the youngest owner of a family-owned grocery, wants to make sure her company's culture is embedded in their organization. In a recent tradeshow workshop, she learned that she can do this by having company rites and rituals, continuing to tell stories about company legends, and being a role model to her employees.

true

Mutual-benefit organizations are voluntary collectives whose purpose is to advance members' interests, while nonprofit organizations are formed to offer services to some clients, not to make a profit.

true

When managers and employees within the same department are brought together in cross-functional teams to solve particular problems, this is a team-based design.

true

Sally, Greg, John, and Amar are working on a project for a customer that is aimed at cutting the client's electrical costs. The four members are located throughout the Midwest, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This is an example of a _____.

virtual organization

According to productivity expert Odette Pollar, "To do more in a day, ____."

you must do less- not do every faster