BME 2102 Module 11- ORGANIZATIONAL STRUCTURE AND CULTURE

Question 1

defines how job tasks are formally divided, grouped, and coordinated

Answer 1

An organizational structure

Question 2

the degree to which tasks in an organization are subdivided into separate jobs.

Answer 2

Work specialization or division of labor

Question 3

the basis by which jobs in an organization are grouped together.

Answer 3

Departmentalization

Question 4

the unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.

Answer 4

Chain of command

Question 5

the rights inherent in a managerial position to give orders and to expect the order to be obeyed. It is the right to decide and act (Hellriegel and Slocum)

Answer 5

Authority

Question 6

the idea that a subordinate should have only one superior to whom he or she is directly responsible.

Answer 6

Unity of command

Question 7

the number of subordinates a manager can efficiently and effectively direct. This is important because, to a large degree, it determines the number of levels and managers an organization has. All things being equal, the wider or larger the span, the more efficient the organization

Answer 7

Span of control

Question 8

the degree to which decision making is concentrated at a single point in an organization. If top management makes the organization’s key decisions with little or no input from lower-level personnel, then the organization is centralized.

Answer 8

Centralization

Question 9

In contrast, the more the lower-level personnel provide input or are actually given the discretion to make decision, the more decentralization there is.

Answer 9

Decentralization

Question 10

refers to the degree to which jobs within the organization are standardized.

Answer 10

Formalization

Question 10

refers to the degree to which jobs within the organization are standardized.

Answer 10

Formalization

Question 11

when individuals turn relationships outside their formally assigned groups

Answer 11

Boundary spanning

Question 12

the process of choosing and implementing a structural configuration for an organization.

Answer 12

Organizational design

Question 13

a structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.

Answer 13

Simple structure

Question 14

a structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command.

Answer 14

Bureaucracy

Question 15

involves grouping people according to their expertise or functions performed. Bureaucracies are almost always organized into functional departments.

Answer 15

Functional structure

Question 16

functional activities are performed both centrally and in each separate division. It can be organized in one of four ways: by geographic area, by product or service, by customer, or by process.

Answer 16

Divisional structure

Question 17

activities are organized according to different geographic area and branch facilities located in widely dispersed areas are similar and independent from other each other.

Answer 17

Divisional by geographic area

Question 18

the arrangement of departments according to the products or service they provide

Answer 18

Divisional by product or services

Question 19

grouping activities according to needs of major customer groups

Answer 19

Divisional by customer

Question 20

activities are organized according to the way work is actually performed

Answer 20

Divisional by process

Question 21

a structure that creates dual lines of authority and combines functional and product departmentalization.

Answer 21

The Matrix structure

Question 22

a structure that has relatively few layers.

Answer 22

Flat organization Structure

Question 23

the practice of having works or functions performed for them by other organizations

Answer 23

Outsourcing

Question 24

a small, core organization that outsources major business functions. It is sometimes called the network, or modular, structure. It is highly centralized, with little or no departmentalization. Film-making organizations or studios are typical examples of this type of structure.

Answer 24

Virtual organization

Question 25

a structure that replaces departments with empowered teams, and which eliminates horizontal boundaries and external barriers between customers and suppliers. Coca-Cola and McDonald’s are team-oriented global corporations. The removal of vertical barriers flattens the hierarchy and minimizes status and rank.

Answer 25

Team structure

Question 26

a structure wherein executives are at the center, spreading their vision outward in rings grouped by function (managers, then specialists, then workers).

Answer 26

Circular structure

Question 27

is a systematic effort to make an organizational leaner by closing locations, reducing staff, or selling off business units that don’t add value. It involves laying off of workers. This is one way of creating a lean, focused, and flexible organization. Some firms downsize to direct all their efforts toward their core competencies. Some companies do it to reduce bureaucracy and hasten decision making.

Answer 27

Downsizing

Question 28

a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization. It is generally synonymous with the bureaucracy.

Answer 28

Mechanistic model

Question 29

a structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision-making.

Answer 29

Organic model

Question 30

structure should follow strategy. If management makes a significant change in its organization’s strategy, the structure will need to be modified to accommodate and support this change

Answer 30

Strategy

Question 31

a strategy that focuses on the introduction of new products and services.

Answer 31

Innovation strategy

Question 32

minimization strategy – emphasizes tight cost controls, cutting of avoidable innovation or marketing expenses, and price cutting.

Answer 32

Cost

Question 33

moving into new products or new markets only after their innovators have proven their viability

Answer 33

Imitation strategy

Question 34

there is considerable evidence to support the idea that an organization’s size significantly affects its structure.

Answer 34

Organization size

Question 35

the way in which an organization transfers its inputs into outputs. Numerous studies have been carried out on the technology-structure relationship. Routine tasks are associated with taller and more departmentalized structures. Routine technology is characterized

Answer 35

Technology

Question 36

forces outside an organization that potentially affect the organization’s performance

Answer 36

Environment

Question 37

the degree to which the environment can support growth.

Answer 37

Capacity

Question 38

describes the degree of instability in the environment

Answer 38

Volatility

Question 39

the degree of heterogeneity and concentration among environmental elements

Answer 39

Complexity

Question 40

cultural factors that lead many organizations to have similar structures, especially those factors that might lead to adaptive consequences. These cultural factors act as guidelines for appropriate behavior.

Answer 40

Institutions

Question 41

companies can be structured in a particular way just because that’s the way things have always been done

Answer 41

Simple inertia

Question 42

copying other successful companies to look good to investors

Answer 42

Fads or trends

Question 43

refers to a system of shared meaning held by members that distinguishes the organization from other organizations. It is a set of key characteristics that the organization values.

Answer 43

Organizational culture

Question 44

The degree to which employees are encouraged to be innovative and take risks.

Answer 44

Innovation and risk taking

Question 45

The degree to which employees are expected to exhibit precision, analysis, and attention to detail.

Answer 45

Attention to detail

Question 46

The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve those outcomes.

Answer 46

Outcome orientation

Question 47

The degree to which management decision take into consideration the effect of outcomes on people within the organization.

Answer 47

People orientation

Question 48

The degree to which work activities are organized around teams rather than individuals

Answer 48

Team orientation

Question 49

The degree to which people are aggressive and competitive rather than easygoing

Answer 49

Aggressiveness

Question 50

The degree to which organizational activities emphasize maintaining the status quo in contrast to growth

Answer 50

Stability

Question 51

expresses the core values that are shared by a majority of the organization’s members.

Answer 51

Dominant culture

Question 52

the primary or dominant values that are accepted throughout the organization.

Answer 52

Core values

Question 53

minicultures within an organization, typically defined by department designations and geographical separation.

Answer 53

Subcultures

Question 54

refers to the shared perceptions organizational members have about their organization and work environment. This aspect of culture is like team spirit at the organizational level.

Answer 54

Organizational climate

Question 55

is the shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members

Answer 55

The ethical work climate (EWC)

Question 56

refers to practices that can be maintained over very long period of time because the tools or structures that support them are not damaged by the processes

Answer 56

Sustainability

Question 57

Companies characterized by their open, unconventional, collaborative, vision-driven, and accelerating cultures are found to be

Answer 57

innovative companies

Question 58

a condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality

Answer 58

Institutionalization

Question 59

emphasizes building on employee strengths, rewards more than it punishes, and emphasize individual vitality and growth.

Answer 59

A positive organizational culture

Question 60

is the recognition that people need God. Organizations that support a spiritual culture recognize that people seek to find meaning and purpose in their work and desire to connect with other human beings as part of a community.

Answer 60

Workplace spirituality