Test your basic knowledge |

Management 101: Organizational Structure And Design

Subject : business-skills
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Open innovation; Strategic partnership






2. Virtual organization; Network organization






3. An organizational structure that assigns specialists from different functional departments to work on one or more projects






4. The line of authority extending from upper organizational levels to the lowest levels - which clarifies who reports to whom






5. Collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose






6. The degree to which decision making is concentrated at upper levels of the organization






7. An organizational design with low departmentalization - wide spans of control - centralized authority - and little formalization






8. An organizational structure in which the entire organization is made up of work teams






9. Authority that entitles a manager to direct the work of an employee






10. An organizational structure whose design is not defined by or limited to the horizontal - vertical or external boundaries imposed by a predefined structure






11. The production of item in units or small batches






12. The production of items in continuous processes






13. Potential interpersonal conflict; Different views and competing goals; Logistics of coordinating






14. Dividing work activities into separate job tasks






15. A work team composed of individuals from various functional specialties






16. The formal arrangement of jobs within an organization






17. Telecommuting; Compressed workweek; Flextime; Job sharing






18. Cross-functional teams; Cross-hierarchical teams; Free flow of information; Wide spans of control; Decentralization; Low formalization






19. The obligation or expectation to perform any assigned duties






20. The number of employees a manager can efficiently and effectively manage






21. Increased communication and coordination; Greater innovative output; Enhanced ability to address complex problems; Sharing of information and best practices






22. An organizational structure made up of separate - semiautonomous units or divisions






23. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward






24. A work team composed of individuals from various functional specialties






25. The management principle that each person should report to only one manager






26. Giving employees more authority (power) to make decisions






27. The degree to which lower-level employees provide input or actually make decisions






28. An organizational design that's rigid and tightly controlled






29. The rights inherited in a management position to tell people what to do and to expect them to do it






30. The view that authority comes from the willingness of subordinates to accept it






31. How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures






32. Group of people who share a concern - a set of problems - or a passion about a topic - and who deepen their knowledge and experience in that area by interacting on an ongoing basis






33. High demands of managing the process; Extensive support needed; Cultural challenges; Greater need for flexibility; Crucial changes required in low knowledge is controlled and shared






34. Arranging and structuring work to accomplish the organization's goals






35. The practice of having two or more people split a full-time job






36. An organization that has developed the capacity to continuously learn - adapt - and change






37. Give customers what they want - a voice; Allow organizations to respond to complex problems; Nurture internal and external relationships; Bring focus back to marketplace; Provide way to cope with rising costs and uncertainties of product development






38. An organizational structure that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects






39. Team structure; Matrix-project structure; Boundaryless structure; and Learning structure






40. An organizational structure that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes






41. An organizational structure in which employees continuously work on projects






42. Temporary - freelance - or contract workers whose employment is contingent upon demand for their services






43. A scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits






44. The production of items in large batches






45. The basis by which jobs are grouped together






46. Positions with some authority that have been created to support - assist - and advise those holding the authority






47. An organizational design that groups together similar or related occupational specialties






48. A work arrangement in which employees work at home and are linked to the workplace by computer






49. High specialization; Rigid departmentalization; Clear chain of command; Narrow spans of control; Centralization; High formalization






50. The visual representation of an organization's structure