Management Quiz 7

Front 1

• Organizational structure-

Back 1

a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals

Front 2

• Organizational design-

Back 2

the process by which managers make specific organizing choices that result in a particular kind of organizational structure

Front 3

• Contingency Theory-

Back 3

managers design organizational structures to fit the factors or circumstances that are affecting the company the most and causing them the most uncertainty

Front 4

• Task Variety-

Back 4

the number of new or unexpected problems or situations that a person or function encounters in performing tasks or jobs

Front 5

• Task analyzability

Back 5

-the degree to which programmed solutions are available to people or functions to solve the problems they encounter

Front 6

• Job design-

Back 6

the process by which managers decide how to divide tasks into specific jobs

Front 7

• Job simplification-

Back 7

the process of reducing the number of tasks that each worker performs

Front 8

• Job enlargement-

Back 8

increasing the number of different tasks in a given job by changing a division of labor

Front 9

• Job enrichment-

Back 9

increasing the degree of responsibility a worker has over his or her job

Front 10

• Skill Variety-

Back 10

the extent to which a job requires that an employee use a wide range of different skills, abilities or knowledge

Front 11

• Task Identity-

Back 11

the extent to which a job requires that a worker perform all the tasks necessary to complete the job, from the beginning to the end of the production process

Front 12

• Task significance-

Back 12

the degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization, such as coworkers, or on people outside the organization, such as customers

Front 13

• Autonomy-

Back 13

the degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out

Front 14

• Feedback-

Back 14

the extent to which actually doing a job provides a worker with clear and direct information about how well he or she has performed the job

Front 15

• Functional Structure-

Back 15

an organizational structure composed of all the departments that an organization requires to produce its goods or services

Front 16

• Divisional structure-

Back 16

an organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer

Front 17

• Product structure-

Back 17

an organizational structure in which each product line or business is handled by a self-contained division

Front 18

• Geographic structure-

Back 18

an organizational structure in which each region of a country or area of the world is served by a self-contained division

Front 19

• Global geographic structure-

Back 19

managers locate different divisions in each of the world regions where the organization operates

Front 20

• Global product structure-

Back 20

each product division takes responsibility for deciding where to manufacture its products and how to market them in countries worldwide

Front 21

• Market Structure-

Back 21

An organizational structure in which each kind of customer is served by a self-contained division; also called customer structure

Front 22

• Product team structure-

Back 22

an organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates

Front 23

• Cross-functional team-

Back 23

a group of managers brought together from different departments to perform organizational tasks

Front 24

• Hybrid structure-

Back 24

structure of large organization that has many divisions and simultaneously uses many different organizational structures

Front 25

• Authority-

Back 25

the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources

Front 26

• Hierarchy of authority-

Back 26

an organization’s chain of command, specifying the relative directly to a manager

Front 27

• Span of control-

Back 27

the number of subordinates who report directly to a manager

Front 28

• Line manager-

Back 28

someone in the direct line or chain of command who has formal authority over people and resources at lower levels

Front 29

• Staff manager-

Back 29

someone responsible for managing a specialist function such as finance or marketing

Front 30

• Decentralizing authority-

Back 30

giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources

Front 31

• Integrating mechanisms-

Back 31

organizing tools that managers can use to increase communication and coordination among functions and divisions

Front 32

• Task force-

Back 32

a committee of managers from various functions or divisions who meet to solve a specific mutual problem; also called ad hoc committees¬ because they are temporary

Front 33

• Strategic alliance-

Back 33

an agreement in which managers pool or share their organization’s resources and know-how with a foreign company and the two organizations share the rewards and risks of starting a new venture

Front 34

• Network structure-

Back 34

a series of strategic alliances that an organization creates with suppliers, manufacturers and/or distributors to produce and market a product

Front 35

• Outsource-

Back 35

to use outside suppliers and manufacturers to produce goods and services

Front 36

• Boundaryless organization-

Back 36

an organization whose members are linked by computers, faxes, computer-aided design systems, and video teleconferencing and who rarely, if ever, see one another face-to-face

Front 37

• Knowledge management system-

Back 37

a company-specific virtual information system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems

Front 38

• Business-to-business (B2B) network-

Back 38

a group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficienty and effectiveness