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PSYIND1 > 03 Organizational Structure > Flashcards

03 Organizational Structure Flashcards

1
Q

Organization vs Company – which is the formal term?

A 
organization = formal
company = colloquial
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2
Q

The earliest record of the I/O psychology

A

Ancient Chinese using civil service exams

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3
Q

3 theories of organizations

A
  1. classical theory
  2. neoclassical theory
  3. systems theory
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4
Q

Classical theory is concerned with what?

A

the form and structure of organizations

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5
Q

Neoclassical theory recognized the importance of (blank) within organizations

A

psychological and behavioral issues

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6
Q

Systems theory looks at organizations in terms of (blank)

A

interdependent components forming a system

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7
Q

Systems theory originated from (blank)

A

biological science

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8
Q

4 principles of the Classical Theory

A
  1. functional
  2. scalar
  3. line/staff
  4. span of control
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9
Q

[Classical Theory]

The functional principle is concerned with (blank) and (blank)

A

departmentalization and specialization

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10
Q

[Classical Theory]

The functional principle relates to (blank) of the organization

A

horizontal growth

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11
Q

[Classical Theory]

The scalar principle asserts that organizations are structured by a (blank)

A

chain of command

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12
Q

[Classical Theory]

The scalar principle deals with the (blank) of the organization

A

vertical growth

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13
Q

[Classical Theory]

Under the scalar principle, the unity of command refers to what?

A

each subordinate being accountable to only one supervisor

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14
Q

[Classical Theory]

True or False – The higher the position, the more authority and responsibility a person has

A

true

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15
Q

[Classical Theory]

The line/staff principle differentiates what?

A

line function from staff function

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16
Q

[Classical Theory]

Under the line/staff principle, this function is primarily responsible for meeting the major goals of an organization

A

line function

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17
Q

[Classical Theory]

Under the line/staff principle, this function provides support in meeting organizational goals but are regarded as subsidiaries

A

staff functions

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18
Q

[Classical Theory]

Line or Staff – sales department

A

line

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19
Q

[Classical Theory]

Line or Staff – human resources department

A

staff

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20
Q

[Classical Theory]

Line or Staff – maintenance

A

staff

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21
Q

[Classical Theory]

Line of Staff – production department

A

line

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22
Q

[Classical Theory]

The span of control principle accounts for what?

A

the number of subordinates a manager is responsible for supervising

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23
Q

[Classical Theory]

Under the span of control principle, what is the ideal number for a small span of control?

A

2 subordinates

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24
Q

[Classical Theory]

Under the span of control principle, what is the ideal number for a large span of control?

A

15 subordinates

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25
Q

[Neoclassical Theory]

Asserts that division of labor (blank) work activities

A

depersonalizes

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26
Q

[Neoclassical Theory]

Division of labor results in (blank) due to (blank), resulting in (blank)

A

alienation due to repetitive work, resulting in dissatisfaction

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27
Q

[Neoclassical Theory]

Main argument of this theory

A

Less rigid division of labor, more humanistic work

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28
Q

[Neoclassical Theory]

2 main arguments vs the scalar principle

A
  1. individuals are influenced by interpersonal activities beyond what is prescribed in the org structure
  2. having multiple bosses is not a problem as long as there is proper organization
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29
Q

[Neoclassical Theory]

2 main arguments vs the line/staff principle

A
  1. not realistic

2. staff functions are still critical to organizational success

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30
Q

[Neoclassical Theory]

2 main arguments vs the span of control principle

A
  1. difficult to select a number of direct recruits

2. does not account for the supervisor’s managerial ability and intensity of the needed supervision

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31
Q

[Systems Theory]

True or False – Similar to Gestalt Psychology

A

true, the whole is better than the sum of its parts

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32
Q

[Systems Theory]

True or False – An action of one system could affect the entire organization

A

true, because every system is interlocking and interdependent

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33
Q

[Systems Theory]

The purpose of an organization is to what?

A

Reach stability, grow, and adapt to survive

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34
Q

5 parts of an organizational system

A
  1. individuals
  2. formal organization
  3. small groups
  4. status and role differences
  5. physical environment
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35
Q

Refers to the division of labor and patterns of coordination, communication, workflow, and formal power that direct organizational activities

A

organizational structure

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36
Q

Refers to the arrangement of work functions designed to achieve efficiency and control

A

structure

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37
Q

Refers to subdividing work into separate jobs assigned to different people

A

division of labor

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38
Q

Mintzberg’s 5 basic parts of an organization

A
  1. operating core
  2. strategic apex
  3. middle line
  4. technostructure
  5. support staff
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39
Q

[Mintzberg’s Parts of an Org]

Consists of employees conducting the basic work duties of an org

A

operating core

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40
Q

[Mintzberg’s Parts of an Org]

The operating core can be synonymous to what?

A

line functions

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41
Q

[Mintzberg’s Parts of an Org]

Associated with executive leadership

A

strategic apex

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42
Q

[Mintzberg’s Parts of an Org]

Ensures that the overall goal set by the strategic apex is carried out by the operating core

A

middle line

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43
Q

[Mintzberg’s Parts of an Org]

Business specialists that influence an organization

A

technostructure

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44
Q

[Mintzberg’s Parts of an Org]

Provides services that aid the basic mission of the organization

A

support staff

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45
Q

[Mintzberg’s Parts of an Org]

2 parts that can be outsourced

A

technostructure and support staff

46
Q

[Mintzberg’s Parts of an Org]

When there is a need to downsize, which parts are the first to be laid off?

A

middle line, technostructure, and support staff

47
Q

Mintzberg’s 3 coordinating mechanisms

A
  1. information communication
  2. formal hierarchy
  3. standardization
48
Q

[Mintzberg’s Coordinating Mechanisms]

Refers to forming common mental models to synchronize work

A

information communication

49
Q

[Mintzberg’s Coordinating Mechanisms]

Information communication simply means sharing what?

A

sharing information on mutual tasks through casual conversations

50
Q

[Mintzberg’s Coordinating Mechanisms]

Main advantage of information communication

A

allows flexibility and collaboration

51
Q

[Mintzberg’s Coordinating Mechanisms]

Information communication is easiest to apply in (blank) and (blank)

A

small firms and team-based structures

52
Q

[Mintzberg’s Coordinating Mechanisms]

Under information communication, this refers to people responsible for encouraging employees to informally coordinate work activities

A

integrator roles

53
Q

[Mintzberg’s Coordinating Mechanisms]

Under information communication, this refers to forming a temporary team composed of employees from several departments for the purpose of developing a product/service

A

concurrent engineering

54
Q

[Mintzberg’s Coordinating Mechanisms]

Refers to work being coordinated through direct supervision

A

formal hierarchy

55
Q

Refers to employees without decision-making capabilities

A

rank and files

56
Q

[Mintzberg’s Coordinating Mechanisms]

Main advantage of formal hierarchy

A

efficient for simple and routine situations

57
Q

[Mintzberg’s Coordinating Mechanisms]

2 main disadvantages of formal hierarchy

A
  1. not as agile for coordination in complex and new situations
  2. costly bureaucracy
58
Q

[Mintzberg’s Coordinating Mechanisms]

Refers to creating routine patterns of behaviors or outputs

A

standardization

59
Q

Refers to standardizing work activities through job descriptions and procedures

A

processes

60
Q

Refers to ensuring clearly defined goals and measures

A

outputs

61
Q

Refers to conducting extensive training

A

skills

62
Q

4 elements of organizational structure

A
  1. departmentalization
  2. span of control
  3. formalization
  4. centralization
63
Q

[Elements of Org Structure]

Refers to how employees and their activities are grouped together

A

departmentalization

64
Q

[Elements of Org Structure]

3 functions of departmentalization

A
  1. establish chain of command
  2. create common mental models
  3. encourage coordination through informal communication
65
Q

[Elements of Org Structure]

Refers to the number of direct reports and assumes coordination through direct supervision

A

span of control

66
Q

[Elements of Org Structure]

3 characteristics of orgs with a wide span of control

A
  1. presence of other coordinating mechanisms (self-directed teams)
  2. routine tasks
  3. low employee interdependence
67
Q

[Elements of Org Structure]

3 main issues with a taller span of control

A
  1. high management overhead costs
  2. less information flow
  3. less staff empowerment
68
Q

[Elements of Org Structure]

3 main issues with a flatter span of control

A
  1. undermined management functions due to an empowered staff
  2. increased workload and stress given many direct reports
  3. restricted managerial career development
69
Q

[Elements of Org Structure]

Refers to the degree to which orgs standardized behavior

A

formalization

70
Q

[Elements of Org Structure]

5 disadvantages of formalization

A
  1. reduces organizational flexibility
  2. discourages learning and creativity
  3. reduces work efficiency
  4. highly bureaucratic
  5. increases job dissatisfaction and stress
71
Q

[Elements of Org Structure]

Refers to formal decision-making authority being held by a few people

A

centralization

72
Q

[Elements of Org Structure]

Main disadvantage of centralization

A

less responsive organization

73
Q

[Elements of Org Structure]

Refers to dispersing decision-making authority throughout the organization

A

decentralization

74
Q

[Elements of Org Structure]

True or False – Orgs can only be either centralized or decentralized

A

false, orgs can be both

75
Q

5 types of organizational structure

A
  1. functional
  2. divisional
  3. team-based
  4. matrix
  5. network
76
Q

[Types of Org Structures]

Refers to designing around specific knowledge or resources

A

functional org structure

77
Q

[Types of Org Structures]

3 advantages of a functional org structure

A
  1. economies of scale
  2. supports professional identity and career paths
  3. easier supervision
78
Q

[Types of Org Structures]

3 disadvantages of a functional org structure

A
  1. more emphasis on sub-ubit than org goals
  2. higher dysfunctional conflict
  3. poorer coordination that requires more controls
79
Q

[Types of Org Structures]

Refers to designs based on output, clients, or geographical areas

A

divisional org structure

80
Q

[Types of Org Structures]

The form of divisional org structure to be used depends on (blank) or (blank)

A

environmental diversity or uncertainty

81
Q

[Types of Org Structures]

True or False – In the age of globalization, there has been a movement away from geographic form

A

true

82
Q

[Types of Org Structures]

2 advantages of a divisional org structure

A
  1. accommodates growth

2. focuses on markets/products/clients rather than tasks

83
Q

[Types of Org Structures]

4 disadvantages of a divisional org structure

A
  1. duplication of various functions
  2. inefficient use of resources
  3. dispersed specializations
  4. political conflicts between two forms (geographic and product/service)
84
Q

[Types of Org Structures]

Refers to designs centered around self-directed teams and work processes

A

team-based

85
Q

[Types of Org Structures]

4 advantages of a team-based structure

A
  1. responsive and flexible to the environment
  2. lower administrative costs
  3. quicker and more informed decision-making
  4. more empowered employees
86
Q

[Types of Org Structures]

5 disadvantages of a team-based structure

A
  1. high interpersonal training costs
  2. slower team development
  3. role ambiguity increases stress
  4. problems with supervisor role changes
  5. duplication of resources
87
Q

[Types of Org Structures]

Refers to designs with overlays between 2 structures to leverage the benefits of both

A

matrix structure

88
Q

[Types of Org Structures]

5 advantages of a matrix structure

A
  1. effective use of resources and expertise
  2. better communication, flexibility, and innovation
  3. focuses on client/product specialists
  4. supports knowledge sharing
  5. gives equal treatment to important divisions
89
Q

[Types of Org Structures]

3 disadvantages of a matrix structure

A
  1. increased goal conflict and ambiguity
  2. diluted accountability given 2 bosses
  3. more potential for conflict and stress
90
Q

[Types of Org Structures]

Refers to designs that form an alliance among firms to create a product/service

A

network organizational structure

91
Q

[Types of Org Structures]

True or False – Supporting firms in a network structure become partners of the core firm

A

true

92
Q

[Types of Org Structures]

3 benefits of a network organizational structure

A
  1. highly flexible
  2. optimizes skills and technology
  3. not saddled with the same resources for all products
93
Q

[Types of Org Structures]

2 disadvantages of a network organizational structure

A
  1. exposure to market forces

2. less control over supporting firms

94
Q

Mechanistic vs Organic structures – Which has a more narrow span of control, high formalization, and high centralization?

A

mechanistic

95
Q

Mechanistic vs Organic structures – Which has a wider span of control, little formalization, and decentralized decision-making?

A

organic

96
Q

Organic structures are usually synonymous with (blank)

A

team-based structures

97
Q

[Contingencies of Org Design]

4 external environment characteristics to consider

A
  1. dynamic vs stable
  2. complex vs simple
  3. diverse vs integrated
  4. hostile vs munificent
98
Q

[Contingencies of Org Design]

What structure should be used if an org is dynamic with high rates of changes?

A

team-based, network, or other organic structures

99
Q

[Contingencies of Org Design]

What structure should be used if an org has steady conditions or predictable changes?

A

mechanistic structures

100
Q

[Contingencies of Org Design]

What structure should be used if an org is complex with many elements?

A

decentralized structure

101
Q

[Contingencies of Org Design]

What structure should be used if an org is simple with only few environmental elements?

A

less need to do a decentralized structure

102
Q

[Contingencies of Org Design]

What structure should be used if an org is diverse with several products, clients, or regions?

A

divisional structure aligned with the type of diversity the org has

103
Q

[Contingencies of Org Design]

What structure should be used if an org is integrated with a single product/client/place?

A

functional structure or a geographic division (if global)

104
Q

[Contingencies of Org Design]

What structure should be used if an org is hostile with high competition and resource scarcity?

A

organic structure for responsiveness

105
Q

[Contingencies of Org Design]

What structure should be used if an org is munificent with plenty of resources and product demand?

A

less need for organic structures

106
Q

4 effects of an increasing organizational size

A
  1. more division of labor and job specialization
  2. more standardization
  3. more hierarchy and formalization
  4. more decentralization
107
Q

True or Falls – Strategy follows structure

A

false, structure follows strategy

108
Q

2 types of organizational strategy

A

differentiation and cost leadership strategies

109
Q

Refers to providing unique products or attracting clients who want customization

A

differentiation strategy

110
Q

Refers to maximizing productivity in order to offer competitive pricing

A

cost leadership strategy

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