Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
STMG Ch. 10
Organising
| Question | Answer |
|---|---|
| What is organizing? | The process of assigning tasks, allocating resources, and arranging activities to implement plans |
| The process of assigning tasks, allocating resources, and arranging activities to implement plans is called what? | Organizing |
| What is organizational structure? | A system of tasks, workflows, supporting relationships and communication links |
| A system of tasks, workflows, supporting relationships and communication links is called what? | Organizational structure |
| What does an organizational chart describe? | The formal structure of work positions within an organization. |
| The description of the arrangement of work positions within an organization is called what? | An organizational chart |
| What is an informal structure? | The set of unofficial relationships among an organization's members |
| What is informal learning? | Learning that takes place as people interact informally throughout the day in a wide variety of unstructured circumstances |
| What is departmentalization? | Grouping together people and jobs into work units |
| What do functional structures do? | Group together people with similar skills who perform similar tasks |
| Grouping together people and jobs into work units is called? | Departmentalization |
| People grouped together with others who possess similar skills and perform similar tasks is a ______________ structure? | Functional |
| What are the advantages of functional structure? | Economies of scale with efficient use of resources; Task assignments consistent with expertise and training; Quality technical problem solving; In-depth training and skill development; Clear career paths |
| Economies of scale with efficient use of resources; Task assignments consistent with expertise and training; Quality technical problem solving; In-depth training and skill development; and Clear career paths are all advantages of what? | Functional structure |
| What are some disadvantages of functional structure? | Difficulty pinpointing responsibilities; functional chimneys problem/functional silo problem [lack of communication, coordination, and problem-solving across functions]; loss of system perspective; problems referred to higher levels; slow decision making |
| What defines a 'functional chimney problem'? | When there is a lack of communication, coordination, and problem-solving across functions |
| Difficulty pinpointing responsibilities; functional chimneys problem/functional silo problem; loss of system perspective; problems referred to higher levels; and slow decision making are all disadvantages of what? | Functional structure |
| What does a divisional structure do? | Groups together people working on the same product, in the same area, with similar customers, involved in the same processes |
| What are four different divisional structures? | Product structures, geographical structures, customer structures, process structures |
| What are the potential advantages of divisional structures? | Flexibility in responding to environmental changes; Improved coordination across functional departments; Clear responsibility for product or service delivery; Expertise focussed on specific customers, products and regions; Easy to add or delete divisions |
| Flexibility in responding to environmental changes; Improved coordination across functional departments; Clear responsibility for product or service delivery; Expertise focussed on specific customers, products and regions; Easy to add or delete divisions? | Advantages for divisional structures |
| What are the potential disadvantages of divisional structures? | Reduced economies of scale and increased costs; Duplication of resources and efforts across divisions; unhealthy rivalries result in lost sight of organization goals |
| Reduced economies of scale and increased costs; Duplication of resources and efforts across divisions; unhealthy rivalries result in lost sight of organization goals are all potential disadvantages of what organizational structure? | Divisional |
| What do product structures do? | Group together jobs and people working on a single product or service |
| What do geographical structures do? | Group together people and jobs performed in the same location |
| What do customer structures do? | Group together people and jobs that serve the same customers or clients |
| What do process structures do? | Group together jobs and activities that are part of the same processes |
| What divisional structure "Groups together jobs and people working on a single product or service"? | Product structures |
| What divisional structure "Groups together people and jobs performed in the same location"? | Geographical structures |
| What divisional structure "Groups together people and jobs that serve the same customers or clients"? | Customer structures |
| What divisional structure "Groups together jobs and activities that are part of the same processes"? | Process structures |
| What does a matrix structure do? | Combines functional and divisional approaches to emphasize project or program teams |
| What are some advantages of matrix structures? | Inter-functional cooperation; flexibility in adding, removing, or changing operations to meet demands; better customer service; performance accountability; team decision making; improved strategic management |
| Inter-functional cooperation; flexibility in adding, removing, or changing operations to meet demands; better customer service; performance accountability; team decision making; improved strategic management are advantages for what structure? | Matrix structures |
| What are some disadvantages of matrix structures? | Power struggles in the two-boss system; lack of communication between functional supervisor and team leader can result in conflicting orders; team meetings can be time consuming; groupitis causing loss of organizational focus; additional managers costly |
| What is organizational design? | The process of creating structures that best serve a company's mission and objectives |
| Power struggles in the two-boss system; lack of communication between functional supervisor and team leader can result in conflicting orders; team meetings can be time consuming; groupitis causing loss of organizational focus; additional managers costly? | Disadvantages to matrix structures |
| What are the five situational contingencies associated with organizational design? | Environment, strategy, technology, size, people |
| Beaurocratic organisations have what kind of design? | Mechanistic |
| Mechanistic designs are recognized by what features? | Centralized with many rules and procedures, a clear-cut division of labour, narrow spans of control, and formal coordination |
| Adaptive organisations have what kind of design? | Organic |
| Organic designs are recognized by what features? | Decentralized with fewer rules and procedures, open divisions of labour, wide spans of control and more personal coordination |
| According to sociologist Max Weber, bureaucracies are supposed to be...? | Orderly, fair, and highly efficient |
| What is self-organization? | Where the focus is on freeing otherwise capable people from unnecessarily centralized control and restrictions |
| What is a virtual organisation? | Shifting networks of strategic alliances linked by technology with very little physical infrastructure that are engaged as needed |
| What are five aspects of contingent design? | Environment, strategy, technology, size and life cycle, HR |
| What is a certain environment composed of? | Relatively stable and predictable elements |
| What organizational design suits certain environments best? | Beaurocratic organisations with mechanistic designs |
| What organizational design suits uncertain environments? | Adaptive organizations with organic designs |
| What factors are present in an uncertain environment? | Dynamic and unpredictable elements |
| What is the strategic focus of beaurocratic organisations with mechanistic designs? | Efficiency and predictability |
| What is the strategic focus of adaptive organisations with organic designs? | Innovation and flexibility |
| Who concluded that "strategy follows structure" ? | Alfred Chandler |
| The five aspects of organizational design are environment, ___________, technology, life cycle and size, and human resources | strategy |
| The five aspects of organizational design are _____________, strategy, technology, life cycle and size, and human resources | environment |
| The five aspects of organizational design are environment, strategy, ______________, life cycle and size, and human resources | technology |
| The five aspects of organizational design are environment, strategy, technology, ____________ and _____, and human resources | life cycle, size |
| The five aspects of organizational design are environment, strategy, technology, life cycle and size, and ___________ ______________ | human resources |
| What is technology? | The combination of knowledge, skills, equipment, computers and work methods used to transform resource inputs into product outputs |
| The combination of knowledge, skills, equipment, computers and work methods used to transform resource inputs into product outputs is what? | Technology |
| What are the three core categories of manufacturing technology? | Small-batch production, mass production, continuous production |
| What is small-batch production? | Production of custom-made products that requires a high level of worker skill |
| Small-batch production, mass production, continuous production are what? | Categories of manufacturing technology |
| Production of custom-made products that requires a high level of worker skill is what? | Small-batch production |
| What is mass production? | Production of a large number of uniform products by sophisticated machines, requiring low worker skill with high dependence on teamwork on an assembly line |
| Production of a large number of uniform products by sophisticated machines, requiring low worker skill with high dependence on teamwork on an assembly line is what? | Mass production |
| What is continuous-process production? | Highly automated production of a few products achieved by continuously feeding raw materials through an automated system with computerized controls and requiring a small labour force |
| Highly automated production of a few products achieved by continuously feeding raw materials through an automated system with computerized controls and requiring a small labour force is what? | Continuous-process production |
| Define the technological imperative. | Technology has a major influence on organizational structure |
| What happens during the organizational life cycle? | An organisation passes through different stages from birth to maturity |
| What are the four stages of the organizational life cycle? | 1. Birth; 2. Youth; 3. Midlife; 4. Maturity |
| 1. Birth; 2. Youth; 3. Midlife; 4. Maturity are all stages of what? | The organizational life cycle |
| What happens during the birth stage of the organizational life cycle? | The organization is founded by an entrepreneur |
| What happens during the youth stage of the organizational life cycle? | The organization starts to grow rapidly |
| What happens during the midlife stage of the organizational life cycle? | The organization achieves a large size successfully |
| What happens during the maturity stage of the organizational life cycle? | The large size of the organization stabilizes |
| What are simultaneous systems? | Organizations that use both mechanistic and organic designs to meet the need for production efficiency and innovation |
| Organizations that use both mechanistic and organic designs to meet the need for production efficiency and innovation are what type of system? | Simultaneous systems |
| What system has the 'loose-tight' concept? | Simultaneous systems |
| What is the 'loose-tight' concept? | Where mature organizations use both mechanistic and organic designs to ensure continued innovation and growth while retaining efficiency |
| Which designs suit the modern Theory Y workplace best? | Adaptive and organic designs |
| What do 'cross-functional teams' do? | Bring together members from different functional departments |
| What is the purpose of 'project teams'? | Project teams are convened for a particular task or project and disbanded once it is completed |
| What are two horizontal organizational structures? | Team and Network structures |
| What are the potential advantages of team structures? | Breakdown of functional chimney problems; breakdown of barriers between departments; boost morale and solidarity; improved speed and quality of decisions; increased sense of involvement, identity and enthusiasm |
| Breakdown of functional chimney problems; breakdown of barriers between departments; boost morale and solidarity; improved speed and quality of decisions; increased sense of involvement, identity and enthusiasm are all possible advantages of what? | Team structures |
| What are the potential disadvantages of network structures? | The complexities related to responsibility; heavy reliance on each part of the network; potential for loss of control of activities |
| Complexities related to responsibility; heavy reliance on each part of the network; potential for loss of control of activities... are all potential disadvantages for what? | Network structures |
| What are the potential advantages of network structures? | Streamlined and efficient; reduction of costs; ability to outsource temporary contractors instead of employing full-time workers; IT allows global business relationships to be developed over long distances; |
| Streamlined and efficient; reduction of costs; ability to outsource temporary contractors instead of employing full-time workers; IT allows global business relationships to be developed over long distances.... are all advantages of what structure? | Network structure |
| What are subsystems? | Smaller components of a larger system |
| Differentiation is what? | The degree of difference that exists between the internal components of the organization |
| What does the term 'integration' refer to in organisational theory? | The level of coordination achieved among an organisation's internal components |
| The level of coordination achieved among an organisation's internal components is what? | Integration |
| What does a chain of command do? | Links all persons with successively higher levels of authority |
| What links all persons with successively higher levels of authority? | A Chain of Command |
| What does a span of control refer to? | The number of subordinates directly reporting to a manager |
| What span of control does a flat structure have? | Wide span of control |
| What span of control does a tall structure have? | Narrow span of control |
| What does the upside down pyramid do? | Puts customers at the top; served by workers whose managers support them |
| What is delegating? | The process of distributing and entrusting work to other persons |
| The process of distributing and entrusting work to other persons is what? | Delegating |
| What puts customers at the top; served by workers whose managers support them? | The up-side-down pyramid |
| What structure does a Narrow span of control have? | Tall |
| What structure does a Wide span of control have? | Flat |
| What is centralization? | The concentration of authority for most decisions at the top level of an organization |
| What is decentralization? | The dispersion of authority to make decisions throughout all levels of the organization |
| What are the three steps in delegating? | 1; assign responsibility, 2; grant authority to act, 3; create accountability |
| What is accountability? | The requirement to answer to a supervisor for performance results |
| What does the authority-and-responsibility principle state? | Authority should equal responsibility when work is delegated from a supervisor to a subordinate |
Created by:
ginamaye
Popular Management sets