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Test your basic knowledge |
Management 101: Organizational Structure And Design
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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. Collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose
Staff authority
Employee empowerment
Flexible work arrangement designs
Strategic partnerships
2. An organization that has developed the capacity to continuously learn - adapt - and change
Strategic partnerships
Organizational chart
Learning organization
Mechanistic organization
3. An organizational design that groups together similar or related occupational specialties
Organizational structure
Functional structure
Open innovation
Responsibility
4. An organizational structure that assigns specialists from different functional departments to work on one or more projects
Matrix structure
Contemporary organizational designs
Unity of command
Organizational design
5. An organizational design that's rigid and tightly controlled
Divisional structure
Drawbacks of collaborative works
Contingent workers
Mechanistic organization
6. The production of items in large batches
Contingent workers
Mass production
Formalization
Decentralization
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
Job sharing
Process production
Organizational structure
Drawback of open innovation
8. A work team composed of individuals from various functional specialties
Open innovation
Mechanistic characteristics
Divisional structure
Cross-functional team
9. High specialization; Rigid departmentalization; Clear chain of command; Narrow spans of control; Centralization; High formalization
Mechanistic characteristics
Learning organization
Acceptance theory of authority
Work specialization
10. 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
Virtual organization
Strategic partnerships
Benefits of open innovation
Organic organization
11. Temporary - freelance - or contract workers whose employment is contingent upon demand for their services
Organic organization
Communities of practice
Organizational design
Contingent workers
12. The production of items in continuous processes
Span of control
Benefits of collaborative works
Process production
Benefits of open innovation
13. 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
Learning organization
Network organization
Compressed workweek
Organizational structure
14. An organizational structure in which the entire organization is made up of work teams
Task force (or ad hoc committee)
Organizational chart
Team structure
Communities of practice
15. An organizational structure made up of separate - semiautonomous units or divisions
Divisional structure
Unity of command
Strategic partnerships
Organizational chart
16. A workweek where employees work longer hours per day but fewer days per week
Compressed workweek
Telecommuting
Learning organization
Functional structure
17. The practice of having two or more people split a full-time job
Drawback of open innovation
Drawbacks of collaborative works
Job sharing
Network organization
18. Dividing work activities into separate job tasks
Benefits of collaborative works
Responsibility
Acceptance theory of authority
Work specialization
19. Increased communication and coordination; Greater innovative output; Enhanced ability to address complex problems; Sharing of information and best practices
Benefits of collaborative works
Organic organization
Drawbacks of collaborative works
Matrix structure
20. The view that authority comes from the willingness of subordinates to accept it
Project structure
Work specialization
Acceptance theory of authority
Span of control
21. The obligation or expectation to perform any assigned duties
Drawback of open innovation
Team structure
Responsibility
Virtual organization
22. The rights inherited in a management position to tell people what to do and to expect them to do it
Formalization
Authority
Simple structure
Cross-functional team
23. The management principle that each person should report to only one manager
Virtual organization
External collaboration designs
Staff authority
Unity of command
24. How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures
Chain of command
Matrix structure
Virtual organization
Formalization
25. The production of item in units or small batches
Contingent workers
Open innovation
Drawbacks of collaborative works
Unit production
26. An organizational structure in which employees continuously work on projects
Organizational structure
Organizing
Project structure
Work specialization
27. The formal arrangement of jobs within an organization
Task force (or ad hoc committee)
Organic organization
Organizational structure
Cross-functional team
28. Team structure; Matrix-project structure; Boundaryless structure; and Learning structure
Contemporary organizational designs
Drawbacks of collaborative works
Project structure
Job sharing
29. 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
Communities of practice
Divisional structure
Organic organization
Boundaryless organization designs
30. 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
Authority
Staff authority
Organizational design
Flextime (or flexible work hours)
31. Positions with some authority that have been created to support - assist - and advise those holding the authority
Organic organization
Five common forms of departmentalization
Staff authority
Project structure
32. The line of authority extending from upper organizational levels to the lowest levels - which clarifies who reports to whom
Simple structure
Matrix structure
Drawbacks of collaborative works
Chain of command
33. Virtual organization; Network organization
Unity of command
Strategic partnerships
Boundaryless organization designs
Organic organization
34. A temporary committee or team formed to tackle a specific short-term problem affecting service department
Organizational design
Network organization
Task force (or ad hoc committee)
Functional structure
35. The visual representation of an organization's structure
Acceptance theory of authority
Decentralization
Organizational chart
Contemporary organizational designs
36. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward
Matrix structure
Simple structure
Open innovation
Task force (or ad hoc committee)
37. Open innovation; Strategic partnership
External collaboration designs
Organizational design
Drawback of open innovation
Functional structure
38. The degree to which lower-level employees provide input or actually make decisions
Decentralization
Unit production
Learning organization
Benefits of collaborative works
39. Creating or changing an organization's structure
Team structure
Organizational design
Employee empowerment
Learning organization
40. An organizational design that's highly adaptive and flexible
Internal collaboration designs
Organic organization
Compressed workweek
Process production
41. Giving employees more authority (power) to make decisions
Organic characteristics
Cross-functional team
Functional structure
Employee empowerment
42. Cross-functional teams; Cross-hierarchical teams; Free flow of information; Wide spans of control; Decentralization; Low formalization
Organizational design
Organic characteristics
Contingent workers
Organizational structure
43. Cross-functional team; Task force; Communities of practice
Internal collaboration designs
Five common forms of departmentalization
Flextime (or flexible work hours)
Boundaryless organization designs
44. A work arrangement in which employees work at home and are linked to the workplace by computer
Organizational design
Telecommuting
Chain of command
Flextime (or flexible work hours)
45. Functional departmentalization; Geographical departmentalization; Product departmentalization; Process departmentalization; Customer departmentalization
Five common forms of departmentalization
External collaboration designs
Responsibility
Mass production
46. Authority that entitles a manager to direct the work of an employee
Line authority
Organizational chart
Organic organization
Process production
47. A work team composed of individuals from various functional specialties
Centralization
Unity of command
Cross-functional team
Organizational structure
48. Telecommuting; Compressed workweek; Flextime; Job sharing
Flextime (or flexible work hours)
Simple structure
Unit production
Flexible work arrangement designs
49. Potential interpersonal conflict; Different views and competing goals; Logistics of coordinating
Team structure
Contingent workers
Drawbacks of collaborative works
Responsibility
50. An organizational structure that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects
Contingent workers
Virtual organization
Organizational design
Task force (or ad hoc committee)