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