Lesson 1

Question 1

Refers to the overall set of elements that can be used to configure an organization.

Answer 1

Organization Structure and Design

Question 2

The degree to which the overall task of the organization is broken down and divided into smaller component parts

Answer 2

Job Specialization

Question 3

Work Teams

Answer 3

An alternative to job specialization that allows an entire group to design the work system it will use to perform an interrelated set of tasks

Question 4

Alternatives to Specialization

Answer 4

• Job Rotation
• Job Enlargement
• Job Characteristics Approach

Question 5

An alternative to job specialization that involves systematically moving employees from one job to another

Answer 5

Job Rotation

Question 6

Job Enlargement

Answer 6

An alternative to job specialization that increases the total number of tasks that workers perform

Question 7

An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences

Answer 7

Job Characteristics Approach

Question 8

Five Core Dimension in Job Characteristics Approach

Answer 8

• Skill Variety
• Task Identity
• Task Significance
• Autonomy
• Feedback

Question 9

Departmentalization

Answer 9

The process of grouping jobs according to some logical arrangement

Question 10

Chain of Command

Answer 10

A clear and distinct line of authority among the positions in an organization

Question 11

the number of people who report to a particular manager

Answer 11

Span of Management

Question 12

Are more expensive because of the number of managers involved.

Answer 12

Tall Organization

Question 13

Tall Organization

Answer 13

Foster more communication problems because of the number of people through whom information must pass.

Question 14

Lead to higher levels of employee morale and productivity.

Answer 14

Flat Organization

Question 15

Flat Organization

Answer 15

Create more administrative responsibility for the relatively few managers.

Question 16

Create more supervisory responsibility for managers due to wider spans of control.

Answer 16

Flat Organization

Question 17

Authority

Answer 17

Power that has been legitimized by the organization

Question 18

Delegation

Answer 18

The process by which a manager assigns a portion of his or her total workload to others

Question 19

The process of systematically delegating power and authority throughout the organization to middle and lower level managers

Answer 19

Decentralization

Question 20

The process of systematically retaining power and authority in the hands of higher-level managers

Answer 20

Centralization

Question 21

Coordination

Answer 21

The process of linking the activities of the various departments of the organization

Question 22

Major Forms of Interdependence

Answer 22

• Pooled Interdependence
• Sequential Interdependence
• Reciprocal Interdependence

Question 23

Pooled Interdependence

Answer 23

When units operate with little interaction; their output is pooled at the organizational level

Question 24

Sequential Interdependence

Answer 24

When the output of one unit becomes the input for another in a sequential fashion

Question 25

Reciprocal Interdependence

Answer 25

when activities flow both ways between units

Question 26

A model of organization design based on a legitimate and formal system of authority

Answer 26

Bureaucracy

Question 27

Based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors

Answer 27

Situational View of Organization Design

Question 28

Technology

Answer 28

Conversion process used to transform inputs into outputs

Question 29

Mechanistic Organization

Answer 29

Similar to the bureaucratic model, most frequently found in stable environments

Question 30

Organic Organization

Answer 30

Very flexible and informal model of organization design, most often found in unstable and unpredictable environments

Question 31

Differentiation

Answer 31

Extent to which the organization is broken down into subunits

Question 32

Integration

Answer 32

Degree to which the various subunits must work together in a coordinated fashion

Question 33

Organizational Size

Answer 33

Total number of full-time or full-time equivalent employees

Question 34

Organizational Life Cycle

Answer 34

Progression through which organizations evolve as they grow and mature

Question 35

Basic Forms of Organization Design

Answer 35

• Functional (U-form) Design
• Conglomerate (H-form) Design
• Divisional (M-form) Design
• Matrix Design
• Hybrid Design

Question 36

Functional (U-form) Design

Answer 36

functional design Based on the functional approach to departmentalization

Question 37

Conglomerate (H-form) Design

Answer 37

used by an organization made up of a set of unrelated businesses

Question 38

Divisional (M-form) Design

Answer 38

Based on multiple businesses in related areas operating within a larger organizational framework

Question 39

Matrix Design

Answer 39

Based on two overlapping bases of departmentalization

Question 40

Is based on two or more organization design forms such as a mixture of related divisions and a single unrelated division.

Answer 40

Hybrid Design

Question 41

Emerging Issues in Organization Design

Answer 41

• Team Organization
• Virtual Organization
• Learning Organization

Question 42

An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy

Answer 42

Team Organization

Question 43

One that has little or no formal structure

Answer 43

Virtual Organization

Question 44

One that works to facilitate the lifelong learning and personal development of all its employees while continually transforming itself to respond to changing demands and needs

Answer 44

Learning Organization