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35 True/False questions

  1. Characteristics of Organic StructureHorizontal communication
    Well-defined hierarchy
    Top-level managers make the majority of decisions
    Individualized job specialization
    Low integration between functional areas or departments

          

  2. Technologycomputer systems and communication systems used to facilitate operations

          

  3. contemporary organizational designssimple, functional and divisional design structures

          

  4. disadvantages of work specializationfaster, more efficient, higher productivity, SMEs, better quality, higher profit potential, pride in job

          

  5. Organizinginvolves assigning task responsibilities and accountability down from one level of management to a lower level or to an employee to carry out the work

          

  6. network design structuregives larger companies the capacity to separate large sections of the business into semi-autonomous units or divisions (self-managed groups; narrow business focus)

          

  7. delegationinvolves assigning task responsibilities and accountability down from one level of management to a lower level or to an employee to carry out the work

          

  8. Work Specialization(division of labor) the degree to which an organization divides individual tasks into separate jobs

          

  9. Characteristics of Mechanic StructureLateral communication
    Highly integrated and dependent functional areas
    Do not rely on standardized processes and procedures
    Multiple tasks are differentiated to one person
    Decision-making is decentralized to allow for complex decision-making processes
    Power and authority are awarded to lower-leveled employees

          

  10. Organic Structureorganizations that face unstable and dynamic environments and need to quickly adapt to change

          

  11. Organizational life cyclethe type of framework a company uses to distinguish power and authority, roles and responsibilities, and the manner in which information flows through the organization (mechanic or organic)

          

  12. decentralized organizationdirects its authority from the top management down through hierarchal channels with only a few top managers in charge of overall decision making

          

  13. organizational structurethe type of framework a company uses to distinguish power and authority, roles and responsibilities, and the manner in which information flows through the organization (mechanic or organic)

          

  14. simple structuresa basic organizational design structure with low departmentalization, little work specialization, wide spans of control, centralized authority (typically the owner has most of the power) and little formalization or rules that govern operation.

          

  15. chain of commandnumber of employees that can be managed at one time

          

  16. span of controlan order through which authority is shared from top to bottom

          

  17. Strategywhen there are not many hierarchical levels

          

  18. centralized organizationhas multiple smaller layers of management on all levels throughout the organization

          

  19. mechanistic structurealso known as a bureaucratic structure, describes an organizational structure that is based on a formal, centralized network (best suited to operate in a stable and certain environment)

          

  20. Horizontal communication(division of labor) the degree to which an organization divides individual tasks into separate jobs

          

  21. divisional design structuregives larger companies the capacity to separate large sections of the business into semi-autonomous units or divisions (self-managed groups; narrow business focus)

          

  22. functional structure(departmentalization) focuses on practical specialization whereby similar or related occupational specialties are grouped together. Strong Hierarchy

          

  23. matrix organizational structuregroups employees by both function and project to maximize the use of cross-functional teams to get work done. Project managers recruit project team members and their individual skills and expertise from various functional areas to form their project team. The employee will have two supervisors while working on a project team: the project manager and their standard manager of the functional department they work in.

          

  24. traditional organizational designssimple, functional and divisional design structures

          

  25. The grapevineincludes all informal conversations that occur between organizational members that are not officially sanctioned

          

  26. Organizational designa formal process of integrating people, information and technology together in the right mix to achieve objectives

          

  27. team organizational designarranges groups of employees from various functional areas for the purpose of solving problems and exploring possibilities.Groups can be both horizontal and vertical. The objective is to break down functional barriers among departments to strengthen working relationships and improve efficiency

          

  28. informal organization structuretype or organizational structure can be seen in the organizational chart or hierarchy

          

  29. Advantages of work specializationlimits multi-tasking, isolation, smaller employee skill sets, limited cooperation

          

  30. cliquean exclusive group of people that naturally forms over time

          

  31. Environmentexternal factors that affect the internal organization, like political, economic, sociocultural and competitive forces

          

  32. formal organizational structuretype or organizational structure can be seen in the organizational chart or hierarchy

          

  33. flatwhen there are not many hierarchical levels

          

  34. informal groupscharacterized by personal relationships, communities of shared interest, and social networks that arise as employees associate with one another in a workplace setting

          

  35. Chester Bernardinvolves the actions performed to meet organizational goals (action plan)