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