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