MGMT Final Ch. 7

Question 1

Organizational Structure

Answer 1

System that outlines how certain activities are directed in order to achieve the goals of an organization

Question 2

Mechanistic Structure

Answer 2

Bureaucratic, focusing on following procedures and rules through tight controls and having specialized jobs, with decisions being made by top managers

Question 3

Organic Structure

Answer 3

Flexible, with minimal focus on procedures and rules, broadly defined jobs, and decisions made at lower levels

Question 4

Determinants of Organizational Structure

Answer 4

Environment, size, technology, strategy

Question 5

Environment

Answer 5

Includes mechanisms and organic but most companies are in the middle (post-bureaucratic)

Question 6

Size

Answer 6

As companies grow in size, structures become more complex, formal, and mechanistic

Question 7

Technology

Answer 7

They are disruptive and often require a change in structure

Question 8

Strategy

Answer 8

As companies change strategies to align with the external environment, they will also change structure

Question 9

Chain of command and unity of command

Answer 9

Requires each employee to report to only one boss with a clean line of command

Question 10

Span of Control

Answer 10

The number if employees reporting to a manager (tall vs flat)

Question 11

Tall Span of Control

Answer 11

many levels with narrow spans of management

Question 12

Flat span of control

Answer 12

few levels with wide spans if management

Question 13

Departmentalization

Answer 13

Have specialized jobs in a functional area (ex. accounting)

Question 14

Centralization

Answer 14

Concentration of management and decision-making power at the top of the organizational hierarchy

Question 15

Flexibility

Answer 15

Organic and more loose

Question 16

Formalization

Answer 16

More rule strict and based off of rules and routines

Question 17

Responsibility, authority, accountability

Answer 17

All under delegation

Responsibility and authority are delegated down the chain of command

Accountability is making sure that everyone in a company does their part

Question 18

Authority to inform

Answer 18

You inform your supervisor of possible alternative actions. The supervisor has the authority to make the decision

Question 19

Authority to recommend

Answer 19

You list alternative decisions/actions, analyze them, and recommend one action. However, you may not implement the recommendation without the boss’s okay. The boss may require a different alternative if they do not agree with the recommendation. Committees are often given authority to recommend

Question 20

Authority to report

Answer 20

You may freely select a course of action and carry it out. However, afterward you must report the action taken to the boss

Question 21

Full authority

Answer 21

You may freely make decisions and act without the boss’s knowledge. However, even people with full authority may consult their bosses for advice

Question 22

Job Simplification

Answer 22

The process of eliminating or combining tasks and/or changing the work sequence to improve performance, making jobs more specialized

Question 23

Job Rotation

Answer 23

Performing different jobs in some sequence, each one for a set period

Question 24

Job Enlargement

Answer 24

Involving adding tasks to broaden variety

Question 25

Job Enrichment

Answer 25

The process of building motivators into the job itself to make it more interesting and challenging

Question 26

Integrated work teams

Answer 26

manager is primarily responsible for job design of team members, and the manager can use job simplification or job expansion

Question 27

Self-managed work teams

Answer 27

assigned a goal, and the team members plan, organize (design their jobs), lead, and control to achieve the goal

Question 28

What to delegate

Answer 28

Tasks you don’t need to do

Tasks you don’t like to do that are appropriate to delegate

Tasks that develop employees (job enrichment)

Tasks associated with solving employees problems

Technical matters and routine tasks (ex. paperwork)

Question 29

What not to delegate

Answer 29

Anything that you need to be involved with because of your unique knowledge or skill

Personnel matters (evaluating, discipling, firing)

Confidential matters

Projects or tasks in crisis

Activities delegated to you personally