SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
Test your basic knowledge |
Management 101: Organizational Structure And Design
Start Test
Study First
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. The degree to which lower-level employees provide input or actually make decisions
Decentralization
Project structure
Benefits of open innovation
Cross-functional team
2. Arranging and structuring work to accomplish the organization's goals
Benefits of open innovation
Organizing
Staff authority
Drawback of open innovation
3. Authority that entitles a manager to direct the work of an employee
Drawback of open innovation
Process production
Line authority
Project structure
4. The production of items in continuous processes
Divisional structure
Process production
Departmentalization
Work specialization
5. An organizational structure made up of separate - semiautonomous units or divisions
Divisional structure
Cross-functional team
Mechanistic organization
Project structure
6. The formal arrangement of jobs within an organization
Decentralization
Mass production
Project structure
Organizational structure
7. 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
Acceptance theory of authority
Mass production
Drawback of open innovation
Cross-functional team
8. Cross-functional team; Task force; Communities of practice
Internal collaboration designs
Cross-functional team
Benefits of open innovation
Mechanistic organization
9. An organizational structure that assigns specialists from different functional departments to work on one or more projects
Job sharing
Boundaryless organization
Matrix structure
Communities of practice
10. The view that authority comes from the willingness of subordinates to accept it
Benefits of open innovation
Network organization
Contingent workers
Acceptance theory of authority
11. Increased communication and coordination; Greater innovative output; Enhanced ability to address complex problems; Sharing of information and best practices
External collaboration designs
Unity of command
Flexible work arrangement designs
Benefits of collaborative works
12. The production of items in large batches
Contemporary organizational designs
Process production
Mass production
Organizational design
13. 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
Open innovation
Benefits of open innovation
Virtual organization
Task force (or ad hoc committee)
14. An organizational design that's rigid and tightly controlled
Mechanistic organization
External collaboration designs
Organizing
Organic organization
15. A work arrangement in which employees work at home and are linked to the workplace by computer
Drawback of open innovation
Functional structure
Organizing
Telecommuting
16. 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
Line authority
Communities of practice
Mechanistic organization
Unit production
17. The rights inherited in a management position to tell people what to do and to expect them to do it
Departmentalization
Authority
Network organization
Five common forms of departmentalization
18. Dividing work activities into separate job tasks
Centralization
Unit production
Work specialization
Boundaryless organization designs
19. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward
Line authority
Task force (or ad hoc committee)
Open innovation
Decentralization
20. How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures
Centralization
Benefits of open innovation
Formalization
Simple structure
21. 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
Flextime (or flexible work hours)
Network organization
Drawbacks of collaborative works
Departmentalization
22. Team structure; Matrix-project structure; Boundaryless structure; and Learning structure
Unit production
Organic organization
Contemporary organizational designs
Mechanistic organization
23. The degree to which decision making is concentrated at upper levels of the organization
Boundaryless organization designs
Formalization
Centralization
Simple structure
24. Telecommuting; Compressed workweek; Flextime; Job sharing
Departmentalization
Flexible work arrangement designs
Mechanistic characteristics
Boundaryless organization designs
25. The line of authority extending from upper organizational levels to the lowest levels - which clarifies who reports to whom
Network organization
Chain of command
Job sharing
Benefits of collaborative works
26. Open innovation; Strategic partnership
Compressed workweek
External collaboration designs
Boundaryless organization
Boundaryless organization designs
27. Virtual organization; Network organization
Unity of command
Boundaryless organization designs
Five common forms of departmentalization
Departmentalization
28. The visual representation of an organization's structure
Divisional structure
Team structure
Organizational chart
Authority
29. The practice of having two or more people split a full-time job
Communities of practice
Benefits of open innovation
Job sharing
Virtual organization
30. The management principle that each person should report to only one manager
Unity of command
Chain of command
Simple structure
Organizational chart
31. Functional departmentalization; Geographical departmentalization; Product departmentalization; Process departmentalization; Customer departmentalization
Five common forms of departmentalization
Staff authority
Team structure
Decentralization
32. Positions with some authority that have been created to support - assist - and advise those holding the authority
Staff authority
Formalization
Benefits of collaborative works
Network organization
33. A work team composed of individuals from various functional specialties
Cross-functional team
Drawbacks of collaborative works
Flexible work arrangement designs
Boundaryless organization
34. The production of item in units or small batches
Formalization
Chain of command
Virtual organization
Unit production
35. Cross-functional teams; Cross-hierarchical teams; Free flow of information; Wide spans of control; Decentralization; Low formalization
Centralization
Organic characteristics
Unit production
Contemporary organizational designs
36. An organization that has developed the capacity to continuously learn - adapt - and change
Learning organization
Decentralization
Organizational chart
Departmentalization
37. An organizational structure in which the entire organization is made up of work teams
Span of control
Learning organization
Team structure
Chain of command
38. The basis by which jobs are grouped together
Departmentalization
Simple structure
Open innovation
Unity of command
39. An organizational design that groups together similar or related occupational specialties
Contemporary organizational designs
Cross-functional team
Compressed workweek
Functional structure
40. An organizational structure that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects
Learning organization
Virtual organization
Organizational design
Organic characteristics
41. An organizational design with low departmentalization - wide spans of control - centralized authority - and little formalization
Line authority
Simple structure
Open innovation
Organic organization
42. An organizational structure whose design is not defined by or limited to the horizontal - vertical or external boundaries imposed by a predefined structure
Organic organization
Learning organization
Authority
Boundaryless organization
43. Temporary - freelance - or contract workers whose employment is contingent upon demand for their services
Work specialization
Span of control
Matrix structure
Contingent workers
44. 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
Flextime (or flexible work hours)
Cross-functional team
Contingent workers
Divisional structure
45. The obligation or expectation to perform any assigned duties
Responsibility
Departmentalization
Cross-functional team
Employee empowerment
46. An organizational design that's highly adaptive and flexible
Network organization
Chain of command
Compressed workweek
Organic organization
47. An organizational structure in which employees continuously work on projects
Boundaryless organization designs
Project structure
Unity of command
Mass production
48. A work team composed of individuals from various functional specialties
Job sharing
Cross-functional team
Drawback of open innovation
Task force (or ad hoc committee)
49. Giving employees more authority (power) to make decisions
Learning organization
Employee empowerment
Organic organization
Task force (or ad hoc committee)
50. High specialization; Rigid departmentalization; Clear chain of command; Narrow spans of control; Centralization; High formalization
Internal collaboration designs
Mechanistic characteristics
Drawbacks of collaborative works
Departmentalization