Mgmt 300 Exam #3 (Chapter 10)

Front 1

The combination of organizational structure, culture, control systems, and human resource management (HRM) systems that together determine how efficiently and effectively organizational resources are used.

Back 1

Organizational Architecture

Front 2

The formal system of task and job reporting relationships that determines how employees use resources to achieve organizational goals.

Back 2

Organizational Structure

Front 3

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

Back 3

Organizational Design

Front 4

What is the challenge faced in all companies?

Back 4

To create a structure that 1.) Motivates managers and employees and 2.) Coordinates the actions of managers and employees

Front 5

What are the four factors that determine how a structure should be organized?

Back 5

1.) Nature of the organizational environ.
2.) Type of strategy the organization uses
3.) Technology
4.) The company's HR

Front 6

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

Back 6

Job Simplification

Front 7

Too much job simplification can lead to reduced efficiency. True or False?

Back 7

True

Front 8

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

Back 8

Job Enlargement

Front 9

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

Back 9

Job Enrichment

Front 10

A group of people. working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.

Back 10

A Function

Front 11

Manufacturing, Sales, and Research and Development are often organized into _______ departments.

Back 11

Functional

Front 12

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

Back 12

Functional Structure

Front 13

When organizations use a functional structure, they focus on placing tasks of ______ responsibilities together for improved output.

Back 13

Similar

Front 14

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

Back 14

Divisional Structure

Front 15

Each ______ is a collection of functions or departments that work together to produce the product.

Back 15

Division

Front 16

What are the three ways that managers can organize divisions?

Back 16

1.) Product
2.) Market
3.) Geographic Area

Front 17

In a _______ structure, managers place each distinct product line or business in its own self-contained division and give divisional managers the responsibility for devising appropriate strategies.

Back 17

Product Structure

Front 18

When organizations use a _______ structure, divisions are broken down by geographic location.

Back 18

Geographic Structure

Front 19

In a ________, each product division. not the country and regional managers, takes responsibility for deciding where to manufacture its products and how to market them in countries world wide.

Back 19

Global Product Structure

Front 20

To satisfy the needs of diverse customers, a company may adopt a _______, which groups divisions according to the particular kinds of customers they serve.

Back 20

Market Structure

Front 21

In a ______structure, managers group people and resources in two ways simultaneously: by function and product.

Back 21

Matrix

Front 22

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

Back 22

Cross functional teams

Front 23

In cross-functional teams, they only report to the _____ or to one of his or her direct subordinates.

Back 23

Product Team Manager

Front 24

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

Back 24

Authority

Front 25

The relative authority that each manager has-extending from the CEO at the top, own through the middle managers and first line mangers to the employees.

Back 25

The Hierarchy of Authority/ The Chain of Command

Front 26

The number of subordinates who report directly to a manager.

Back 26

Span of Control

Front 27

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

Back 27

Line Managers

Front 28

Someone who is responsible for managing a specialist function, such as finance or marketing.

Back 28

Staff Manager

Front 29

A ______ organization has many levels of authority relative to company size.

Back 29

Tall Organization

Front 30

A _______ organization has fewer levels relative to company size.

Back 30

Flat Organization

Front 31

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

Back 31

Decentralizing Authority

Front 32

The shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals.

Back 32

Organizational Culture

Front 33

Organizational Culture is determined by what to variables?

Back 33

The organizations values and norms.

Front 34

The shared standards that its members use to evaluate whether or not they have help the company achieve its vision and goals.

Back 34

Values

Front 35

These specify or prescribe the kinds of shared beliefs, attitudes, and behaviors that its members should observe or follow.

Back 35

Norms

Front 36

This type of culture has norms that insist of innovation, excellence, and risk-taking.

Back 36

Entrepreneurial

Front 37

This type of culture has norms that honor stability,tradition, and cautiousness.

Back 37

Stability. Conservative