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