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