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