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Test your basic knowledge |
Management 101: Organizational Structure And Design
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Subject
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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
Cross-functional team
Decentralization
Process production
Matrix structure
2. The basis by which jobs are grouped together
Authority
Unity of command
Internal collaboration designs
Departmentalization
3. Team structure; Matrix-project structure; Boundaryless structure; and Learning structure
Decentralization
Contemporary organizational designs
Cross-functional team
Organizational chart
4. Authority that entitles a manager to direct the work of an employee
Divisional structure
Organizing
Line authority
Cross-functional team
5. High specialization; Rigid departmentalization; Clear chain of command; Narrow spans of control; Centralization; High formalization
Contingent workers
Mass production
Mechanistic characteristics
Line authority
6. An organizational design that's rigid and tightly controlled
Organizational design
Mechanistic organization
Process production
Strategic partnerships
7. Functional departmentalization; Geographical departmentalization; Product departmentalization; Process departmentalization; Customer departmentalization
Matrix structure
Five common forms of departmentalization
Unit production
Flexible work arrangement designs
8. Cross-functional teams; Cross-hierarchical teams; Free flow of information; Wide spans of control; Decentralization; Low formalization
Organic characteristics
Strategic partnerships
Cross-functional team
Decentralization
9. The production of items in large batches
Mass production
Organic characteristics
Network organization
Mechanistic characteristics
10. How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures
Line authority
Project structure
Process production
Formalization
11. Cross-functional team; Task force; Communities of practice
Responsibility
Flexible work arrangement designs
Internal collaboration designs
Line authority
12. 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
Mechanistic organization
Benefits of collaborative works
Network organization
Job sharing
13. The production of items in continuous processes
Task force (or ad hoc committee)
Process production
Staff authority
Virtual organization
14. An organizational structure that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects
Virtual organization
Organic organization
Departmentalization
Employee empowerment
15. An organizational design that groups together similar or related occupational specialties
Functional structure
Process production
Mass production
Benefits of open innovation
16. Open innovation; Strategic partnership
Flextime (or flexible work hours)
Formalization
Contemporary organizational designs
External collaboration designs
17. Increased communication and coordination; Greater innovative output; Enhanced ability to address complex problems; Sharing of information and best practices
Organic organization
Benefits of collaborative works
Organizational structure
Process production
18. An organizational design that's highly adaptive and flexible
Organic organization
Flexible work arrangement designs
Virtual organization
Network organization
19. Virtual organization; Network organization
Formalization
Divisional structure
Benefits of open innovation
Boundaryless organization designs
20. The obligation or expectation to perform any assigned duties
Responsibility
Network organization
Unity of command
Task force (or ad hoc committee)
21. Dividing work activities into separate job tasks
Open innovation
Work specialization
Organic organization
Divisional structure
22. An organization that has developed the capacity to continuously learn - adapt - and change
Process production
Cross-functional team
Learning organization
Responsibility
23. An organizational structure in which employees continuously work on projects
Benefits of open innovation
Project structure
Flextime (or flexible work hours)
Virtual organization
24. Potential interpersonal conflict; Different views and competing goals; Logistics of coordinating
Organic characteristics
Team structure
Process production
Drawbacks of collaborative works
25. The formal arrangement of jobs within an organization
Open innovation
Centralization
Organizational structure
Task force (or ad hoc committee)
26. A work arrangement in which employees work at home and are linked to the workplace by computer
Telecommuting
Employee empowerment
Responsibility
Organizational chart
27. Telecommuting; Compressed workweek; Flextime; Job sharing
Simple structure
Flexible work arrangement designs
External collaboration designs
Telecommuting
28. An organizational structure whose design is not defined by or limited to the horizontal - vertical or external boundaries imposed by a predefined structure
Boundaryless organization
Organizational chart
Centralization
Open innovation
29. The rights inherited in a management position to tell people what to do and to expect them to do it
Departmentalization
Authority
Flexible work arrangement designs
Virtual organization
30. An organizational structure that assigns specialists from different functional departments to work on one or more projects
Matrix structure
Simple structure
Strategic partnerships
Flexible work arrangement designs
31. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward
Job sharing
Formalization
Boundaryless organization
Open innovation
32. An organizational structure made up of separate - semiautonomous units or divisions
Divisional structure
Benefits of collaborative works
Organizing
Drawbacks of collaborative works
33. The visual representation of an organization's structure
Simple structure
Work specialization
Contemporary organizational designs
Organizational chart
34. An organizational design with low departmentalization - wide spans of control - centralized authority - and little formalization
Centralization
Simple structure
Organic organization
Decentralization
35. The practice of having two or more people split a full-time job
Internal collaboration designs
Job sharing
Learning organization
Responsibility
36. Creating or changing an organization's structure
Compressed workweek
Organizational design
Cross-functional team
Unity of command
37. 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
Boundaryless organization designs
Five common forms of departmentalization
Boundaryless organization
Communities of practice
38. 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
Drawback of open innovation
Learning organization
Organic characteristics
Five common forms of departmentalization
39. A temporary committee or team formed to tackle a specific short-term problem affecting service department
Open innovation
Authority
Task force (or ad hoc committee)
Decentralization
40. Giving employees more authority (power) to make decisions
Benefits of collaborative works
Responsibility
Boundaryless organization designs
Employee empowerment
41. Temporary - freelance - or contract workers whose employment is contingent upon demand for their services
Contingent workers
Organizational design
Organic organization
Span of control
42. Collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose
Job sharing
Boundaryless organization designs
Centralization
Strategic partnerships
43. A work team composed of individuals from various functional specialties
Span of control
Organizational chart
Cross-functional team
Boundaryless organization
44. The number of employees a manager can efficiently and effectively manage
Mass production
Formalization
Span of control
Team structure
45. An organizational structure in which the entire organization is made up of work teams
Contemporary organizational designs
Job sharing
Authority
Team structure
46. 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
Learning organization
Drawback of open innovation
Flextime (or flexible work hours)
Five common forms of departmentalization
47. A workweek where employees work longer hours per day but fewer days per week
Organizing
Decentralization
Learning organization
Compressed workweek
48. 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
Divisional structure
Chain of command
Benefits of open innovation
Strategic partnerships
49. The degree to which decision making is concentrated at upper levels of the organization
Centralization
Boundaryless organization designs
Unity of command
Decentralization
50. A work team composed of individuals from various functional specialties
Benefits of open innovation
Cross-functional team
Mechanistic characteristics
Team structure
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