Chapter 5: Organizational Structures and Systems

Question 1

Organization’s ability to perform, usually defined in a competency framework that
aligns them from organization competencies to individual knowledge, skills, and abilities
and the analytics to manage them.

Answer 1

Skills

Question 2

Defines how the company will compete in the
market.

Answer 2

Strategy

Question 3

Decision framework, processes, and procedures that determine how the company does business.

Answer 3

Systems

Question 4

Shape of the workforce and how it is managed.

Answer 4

Staff

Question 5

Norms and standards that guide behavior at
every level of the organization and thus are the core of the 7s model.

Answer 5

Shared Values

Question 6

This model balances the critical elements
instead of focusing only on strategy and structure.

Answer 6

7S Design Model

Question 7

Framework for influencing employee behavior through a “series of design policies” controllable by management

Answer 7

Star Model

Question 8

Refers to job specialties required to perform
work.

Answer 8

Specialization

Question 9

Describes the number of people in
organization units or span of control at each level.

Answer 9

Shape

Question 10

Can be vertical, determining how flat or hierarchical the organization is; it can also be lateral, referring to the movement of power to a department dealing with critical
issues.

Answer 10

Distribution of power

Question 11

Formation of organization units on the dimensions of functions, workflow processes, markets, customers, and geography.

Answer 11

Departmentalization

Question 12

Flow of information and decision processes across the organizational structure.

Answer 12

Processes

Question 13

Align employee goals to organizational goals.

Answer 13

Rewards

Question 14

A diagnostic tool designed to understand relationships and balance elements.

Answer 14

Six-Box model

Question 15

The model comprises eight variables
that form the context of an organization. The objective is to understand and manage the variables to achieve balance.

Answer 15

Transformation Model

Question 16

How the organization really operates and how well it translates strategy into practice.

Answer 16

Culture

Question 17

Measures of how well the organization functions.

Answer 17

Results

Question 18

Model presents a six-step plan for closing the gaps in how the elements of an organization work together.

It examines communications
and information flow to understand the
congruence of four components.

Answer 18

The Congruence Model

Question 19

Causal change model designed to show where change happens and flows through the
organization.

Answer 19

Organizational Change Framework

Question 20

It entails creating two distinct, parallel lines of accountability that are equal and intertwined but different.

Answer 20

Helix Model

Question 21

Serves global virtual organizations by allowing self-directed information and resource management linked through the internet.

Answer 21

Holonic Enterprise Model

Question 22

State where an entity is both a self-contained whole and a part of a more extensive system.

Answer 22

Holon

Question 23

Network of self-managed teams that
organize themselves around a specific
outcome.

Answer 23

THE FLEXIBLE ORGANIZATIONAL MODEL

Question 24

Organizes employees around specific
knowledge or other resources.

Answer 24

Functional Structure

Question 25

Groups employees around geographic areas, outputs (products or services), or clients.

Answer 25

Multi-divisional Structure

Question 26

Separates top-level managers from bottom-level workers

Answer 26

Flat Structure

Question 27

Overlays two structures in order to leverage the benefits of both.

Answer 27

Matrix Structure

Question 28

Built around self-directed teams that complete an entire piece of work

Answer 28

Team Structure

Question 29

An alliance of several organizations for the purpose of creating a product or serving a client.

Answer 29

Network Structure

Question 30

Chain of command within a company that begins with senior management and executives and extends to general employees.

Answer 30

Hierarchical Structure

Question 31

Division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities

Answer 31

Organizational structure

Question 32

Number of people directly reporting to the next level in the hierarchy

Answer 32

Span of Control

Question 33

Span of Control is also called

Answer 33

Span of management

Question 34

When very few people report directly to a manager.

Answer 34

Narrow span of control

Question 35

When a manager has many direct reports

Answer 35

Wide span of control

Question 36

Process of grouping employees and their activities into units or departments within an organization.

Answer 36

Departmentalization

Question 37

Degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy

Answer 37

Centralization

Question 38

When decision-making is spread throughout the organization

Answer 38

Decentralization

Question 39

Degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms

Answer 39

Formalization

Question 40

Organizational structure with a wide span of control, little formalization, and decentralized decision making

Answer 40

Organistic Structure

Question 41

Organizational structure with a narrow span of control and a high degree of formalization and centralization

Answer 41

Mechanistic Structure

Question 42

Step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes.

Answer 42

Organizational Design

Question 43

Specific responsibilities and duties assigned to individuals or groups within an organization.

Answer 43

Organizational Roles

Question 44

Extent to which individuals or teams are held responsible for meeting performance objectives and goals.

Answer 44

Performance Accountability

Question 45

Refers to the subdivision of work into separate jobs assigned to different people.

Answer 45

Division of labor

Question 46

Employees are expected to communicate and share information with co-workers in other work units.

Answer 46

Liaison Roles

Question 47

Where coordination is required among several work units

Answer 47

Integrator Roles

Question 48

Involves forming a cross-functional project team of people from these specialized departments to engage in product development simultaneously

Answer 48

Concurrent engineering

Question 49

Assigns legitimate power to individuals, who then use this power to direct work processes and allocate resources.

Answer 49

Hierarchy

Question 50

Coordinates work among executives through the division of organizational activities.

Answer 50

Formal Hierarchy

Question 51

The third means of coordination involves creating routine patterns of behavior or output.

Answer 51

Standardization

Question 52

This form of standardization involves ensuring that individuals and work units have clearly defined goals and output measures

Answer 52

Standardized outputs

Question 53

Quality and consistency of a product or service can often be improved by standardizing work activities through job descriptions and procedures.

Answer 53

Standardized processes

Question 54

When work activities are too complex to standardize through processes or goals, companies often coordinate work effort by extensively training employees or hiring people who have learned precise role behaviors from educational programs.

Answer 54

Standardized skills

Question 55

Refers to how tasks are divided, resources are allocated, and authority flows within the organization.

Answer 55

Organizational Structure

Question 56

Involves the long-term decisions a company makes to achieve its goals and competitive advantage, taking into account market conditions, resources, and capabilities.

Answer 56

Business Strategy

Question 57

Suggests that an organization's structure should not emerge independently but be intentionally designed to support its strategic goals.

Answer 57

Strategy Drives Structure