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