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30 Cards in this Set
- Front
- Back
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The process of choosing and implementing structural configuration is called:
planning control organizational design staffing |
organizational design
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The formal structures of organizations may be shown in a(n):
organization chart horizontal diagram matrix depiction labour assignment chart |
organization chart
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The combination of resources knowledge and techniques that creates a product or service output is called:
the environment technology formalisation organizational design |
technology
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The set of cultural, economic, educational and legal-political forces in a given geographical area is called the __________ of an organization
environmental complexity environmental interdependence specific environment general environment |
general environment
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Goals that define the types of businesses an organization is in are called:
mission statements output goals systems goals primary beneficiary goals |
output goals
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In order to increase survival potential, organizations create:
process controls matrix specialisations systems goals line and staff units |
systems goals
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Rules and procedures:
are written statements of organizational purpose are flexible enough to accommodate unique conditions allow for individual discretion without direct clearance from a higher-level authority describe in detail how a task is to be performed |
describe in detail how a task is to be performed
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Control involves all of the following EXCEPT:
measuring results taking corrective action comparing results with goals selecting manpower |
selecting manpower
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Common signs of too much control include all of the following EXCEPT:
too much confusing of documentation with action too much focus on one goal to the exclusion of others too many realistic expectations too much rigidity and inflexibility |
too many realistic expectations
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The degree to which the authority to make decisions is restricted to higher levels of management is called:
departmentalisation coordination centralisation control |
centralisation
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The degree to which authority to make decisions is given to lower levels in an organization’s hierarchy is referred to as:
bureaucracy decentralisation line units empowerment |
decentralisation
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A manager with a wide span of control is most likely to have:
a. many subordinates and high levels of authority b. few subordinates and low levels of authority c. many subordinates d. few subordinates |
many subordinates
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Staff personnel:
directly link clients and/or suppliers to the organization conduct the major business that directly affects the organization work independently of line personnel include such departments as public relations and accounting in a manufacturing firm |
include such departments as public relations and accounting in a manufacturing firm
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When action is needed quickly in a crisis situation, which design is typically most appropriate?
conglomerate free form organic mechanistic |
organic
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Which of the following characterises an organic organization?
centralised authority ambiguous division of authority many rules and procedures formal methods of coordination and control |
ambiguous division of authority
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Which of the following characterises a mechanistic organization?
many rules and procedures ambiguous division of labour informal coordination and control emphasis on coordination |
many rules and procedures
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Departmentalisation for division does which of the following?
groups individuals and resources by product service, client, territory or legal entity groups individuals and resources by skill knowledge and action groups individuals and resources by the goals of an organization provides written documentation of work rules, policies and procedures |
groups individuals and resources by product service, client, territory or legal entity
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Grouping resources into departments by skill, knowledge and action is known as a __________ pattern.
functional divisional vertical matrix |
functional
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Which of the following does your text list as a disadvantage of functional structure?
difficult to retrain new managers often yields confusing task assignments too much time and effort spent by management too little emphasis on technical affairs |
too much time and effort spent by management
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Grouping individuals and resources in the organization around products, services, clients, territories and/or legal entities is an example of which form of horizontal specialisation?
divisional functional matrix mixed form |
divisional
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The aerospace solution to the problem of a management structure placing emphasis both on technical development and on product development is called:
functional pattern of departmentalisation departmentalisation by function matrix organization coordination organization |
matrix organization
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The unity of command principle is not achieved in which form of departmentalisation?
a. functional b. divisionalisation by product c. divisionalisation by customer d. matrix |
matrix
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Bureaucracy is the theory proposed by:
Weber Thompson Burns/Stalker Woodward |
Weber
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Possible problems of bureaucracy include which of the following?
inflexibility underspecialisation rules specifying minimum requirements dominance by the leaders |
inflexibility
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A design configuration which involves one or two ways of specialising individuals and units is called a __________ design.
bureaucratic longitudinal simple mechanistic |
simple
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Which design is appropriate for a huge corporation that produces many different products and services in many different industries?
conglomerate quasi-autonomous simple structure machine bureaucracy |
conglomerate
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The vertical emphasis of machine bureaucracy facilitates:
job satisfaction control higher profits coordination across divisions |
control
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Mechanistic design is characterised by:
high job satisfaction effective use of human resources creative solutions to problems inflexibility |
inflexibility
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In which design are managers most likely to run their own businesses and compete against one another for resources?
adhocracy simple professional bureaucracy divisionalised |
divisionalised
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A greater need for flexibility in production has led to a(n) ________________ organization structure?
mechanistic organic core-ring divisional |
core-ring
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