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. 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






2. The production of items in large batches






3. Cross-functional team; Task force; Communities of practice






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






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






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






7. 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






8. Open innovation; Strategic partnership






9. The obligation or expectation to perform any assigned duties






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






11. Virtual organization; Network organization






12. An organizational design that's highly adaptive and flexible






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






14. The production of items in continuous processes






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






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






17. Functional departmentalization; Geographical departmentalization; Product departmentalization; Process departmentalization; Customer departmentalization






18. 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






19. 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






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






21. A temporary committee or team formed to tackle a specific short-term problem affecting service department






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






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






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






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






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






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






28. The visual representation of an organization's structure






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






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






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






32. 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






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






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






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






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






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






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






39. Dividing work activities into separate job tasks






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






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






42. A workweek where employees work longer hours per day but fewer days per week






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






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






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






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






47. Creating or changing an organization's structure






48. The basis by which jobs are grouped together






49. The formal arrangement of jobs within an organization






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