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