OB - Ch 16 - Organizational Structure and Design

Question 0

Vertical specialization

Answer 0

An organizations hierarchal division of labor

Question 1

Organizations as hierarchies

Answer 1

In most organizations, there is a clear separation of authority and duties by rank

Question 2

Organization charts

Answer 2

Diagrams that depict formal structures of organizations

Question 3

Span of control

Answer 3

The number of individuals reporting to a supervisor

Question 4

Line units

Answer 4

Personal conduct the major business of the Organization (production and marketing)

Question 5

Staff units

Answer 5

Assist the lawn units by providing specialized expertise and service (accounting, public relations)

Question 6

Control

Answer 6

The set mechanisms used to keep action or outputs within predetermined limits

Question 7

Output controls

Answer 7

Focus on desired targets for each unit

Question 8

Process controls

Answer 8

Attempt to specify the manner in which tasks are accomplished

Question 9

Policy

Answer 9

Sets forth a broad guideline for action

Question 10

Procedure

Answer 10

Sets forth the best method for performing a task

Question 11

Three main groups of process controls

Answer 11

1) . Policies, procedures, and rules
2) . Formalization and standardization
3) . Total quality management controls

Question 12

Organizational controls are roughly divided into

Answer 12

Output, process, and social controls

Question 13

Formalization

Answer 13

The written documentation rules, procedures and policies to Guide behavior and decision-making

Question 14

Standardization

Answer 14

The allowable actions and a job for series of jobs

Question 15

Total quality management

Answer 15

One live in process controls within a firm

Question 16

Demmings 14 points of quality management

Answer 16

There is an emphasis on everyone gather using statistical control in order to achieve continuing development

Question 17

Consistency Of purpose

Answer 17

Innovate, resources into research and education, good resources into maintaining a new production aids

Question 18

Centralization

Answer 18

The degree to which the authority to make decisions is restricted higher levels of management

Question 19

Decentralization

Answer 19

The degree to which the authority to make decisions more levels in any organization hierarchy

Question 20

Horizontal specialization

Answer 20

Is the division of labor that establish a specific work units or groups within an organization

Question 21

Coordination

Answer 21

A set of mechanisms that organization uses to link the actions of their units into a consistent pattern

Question 22

Functional departmentation

Answer 22

Groups individuals by skills, knowledge, and ask

Question 23

Divisional departmentation

Answer 23

Groups individuals together my products, territories, services, class, or legal entities

Question 24

Advantages functional specialization

Answer 24

1) Clear task assignments consistent with training
2) individuals within the department can build on one another’s knowledge training and experience
3) provides an excellent training ground for new managers,
4) easy to explain,
5) advantage of employee technical quality

Question 25

Disadvantages of functional specialization

Answer 25

1) May reinforce the narrow training of individuals
2) may yield Dull, boring, routine jobs
3) Communication across technical area is complex and difficult
4) top management overload, too much attention to cross functional problems
5) individuals may look up the organizational hierarchy for direction reinforcement runs and focus attention on products, services, Or clients

Question 26

Divisional departmentation

Answer 26

Groups individuals together by products, territories, services, clients, legal entities

Question 27

Matrix departmentation

Answer 27

Uses a functional and divisional simultaneously

Question 28

Advantages of divisional specialization

Answer 28

1) Promotes adaptability and flexibility in a meeting the demands of external groups
2) allows for spotting external changes as they emerge
3) provides for integration of specialized personnel
4) focuses on the success or failure of particular products, services, clients, or territories

Question 29

Desadvantages of divisional specialization

Answer 29

1) One does not provide a pool of highly trained individuals with similar expertise to solve problems
and train others
2) allows duplication of effort, since each division attempt to solve similar problems.
3) may give priority to divisional goods over the health and welfare of the overall organizations
4) create conflict between divisions over shared resources

Question 30

Advantages of a matrix Departmentation

Answer 30

1) It combines the strengths of functional and divisional departmentation
2) it provides a blending of technical and market emphasis and organizations operating complex environments
3) it provides a series of managers able to converse with both technical and marketing personnel

Question 31

Disadvantages of matrix departmentation

Answer 31

1) It is expensive
2) unity of command is lost (individuals have more than one supervisor)
3) authority and responsibility overlap causing conflicts and gap in effort across units and inconsistencies and priorities
4) it is difficult to explain to employees

Question 32

Organizational design

Answer 32

The process of choosing and implementing a structural configuration

Question 33

Simple design

Answer 33

A configuration involving one or two ways of specializing individuals and units

Question 34

Operations technology

Answer 34

Combination of resources, knowledge, and techniques that creates or service output for an organization

Question 35

Operations technology to views

Answer 35

Thompson’s view of technology

Joanwood Woodwards view of technology

Question 36

Thompson’s view

Answer 36

Meditating technology and long linked technology

Question 37

John Woodward view of technology

Answer 37

Smallbatch production and mass production

Question 38

Advocacy

Answer 38

Characterized by shared decentralized decision-making, extreme horizontal specialization, few management levels, and minimal formal controls with very few rules, policies and procedures.

Question 39

Information-technology

Answer 39

Combinations of machines, artifacts, procedures, and systems used to gather, Store, analyze, and disseminate information for translating it into knowledge

Question 40

General environment

Answer 40

Is the set of cultural, economic, legal political and educational conditions found in the areas in which the organization operates

Question 41

Specific environment

Answer 41

The set of owners, suppliers, distributors, government agencies, and competitors with which an organization must interact to grow and survive

Question 42

Environmental complexity

Answer 42

Refers to the magnitude of the problems and opportunities in organizations environment

Question 43

Firms must learn to alter their environment as well as merely adjust to it two ways are becoming more popular

Answer 43

1) The management of networks

2) The development of alliances

Question 44

Interfirm alliance

Answer 44

Cooperative agreement or joint ventures between two independent firms

Question 45

Bureaucracy

Answer 45

Rely on a division of labor, hierarchal control, promotion by merit with career opportunities for employees, and administration by rule

Question 46

Challenges posed by bureaucracies

Answer 46

• Overspecialization with conflict between highly specialized units
• over resilience on the chain of command rather than bottom up problem-solving
• objectification of senior executives as well as rather than problem-solving for others
• overemphasis on conformity
• rules as Ends in and of themselves

Question 47

Mechanistic or machine type of bureaucracy

Answer 47

Half the size of vertical specialization and control

Question 48

Organic or professional type of bureaucracy

Answer 48

Emphasizes horizontal specialization, use of personal coordination devices, and based controls

Question 49

Conglomerate

Answer 49

Single corporation that contains a number of unrelated business