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 structure that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects
Simple structure
Virtual organization
Organizational structure
Drawbacks of collaborative works
2. The visual representation of an organization's structure
Compressed workweek
Formalization
Functional structure
Organizational chart
3. Dividing work activities into separate job tasks
Employee empowerment
Learning organization
Divisional structure
Work specialization
4. An organizational structure that assigns specialists from different functional departments to work on one or more projects
Flexible work arrangement designs
Unit production
Matrix structure
Boundaryless organization
5. The production of item in units or small batches
Unit production
Boundaryless organization designs
Mechanistic organization
Organic characteristics
6. 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
Benefits of open innovation
Organizational design
Process production
Communities of practice
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
Organizational structure
Mass production
Network organization
Acceptance theory of authority
8. The degree to which lower-level employees provide input or actually make decisions
Organic characteristics
Line authority
Decentralization
Organizational structure
9. The line of authority extending from upper organizational levels to the lowest levels - which clarifies who reports to whom
Chain of command
Flextime (or flexible work hours)
Learning organization
Staff authority
10. Functional departmentalization; Geographical departmentalization; Product departmentalization; Process departmentalization; Customer departmentalization
Decentralization
Organic organization
Five common forms of departmentalization
Functional structure
11. Temporary - freelance - or contract workers whose employment is contingent upon demand for their services
Benefits of collaborative works
Formalization
Project structure
Contingent workers
12. A temporary committee or team formed to tackle a specific short-term problem affecting service department
Organizing
Simple structure
Organic organization
Task force (or ad hoc committee)
13. How standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures
Employee empowerment
Telecommuting
Formalization
Decentralization
14. 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
Unit production
External collaboration designs
15. An organizational structure whose design is not defined by or limited to the horizontal - vertical or external boundaries imposed by a predefined structure
Authority
Boundaryless organization
Divisional structure
Process production
16. 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)
Network organization
Chain of command
Staff authority
17. The management principle that each person should report to only one manager
Unity of command
Learning organization
Unit production
Span of control
18. The number of employees a manager can efficiently and effectively manage
Organic characteristics
Benefits of open innovation
Span of control
Compressed workweek
19. An organizational structure made up of separate - semiautonomous units or divisions
Divisional structure
Virtual organization
Formalization
Cross-functional team
20. A work team composed of individuals from various functional specialties
Cross-functional team
Organizing
Divisional structure
Flexible work arrangement designs
21. A workweek where employees work longer hours per day but fewer days per week
Compressed workweek
Contingent workers
Network organization
Telecommuting
22. The obligation or expectation to perform any assigned duties
Span of control
Responsibility
Departmentalization
Communities of practice
23. The practice of having two or more people split a full-time job
Job sharing
Organizational chart
Benefits of open innovation
Mechanistic organization
24. Creating or changing an organization's structure
Network organization
Organizational design
Task force (or ad hoc committee)
Contemporary organizational designs
25. An organizational design that's highly adaptive and flexible
Organizing
External collaboration designs
Organic organization
Drawback of open innovation
26. Cross-functional teams; Cross-hierarchical teams; Free flow of information; Wide spans of control; Decentralization; Low formalization
Drawbacks of collaborative works
Organic characteristics
Benefits of open innovation
Flexible work arrangement designs
27. An organizational structure in which employees continuously work on projects
Authority
Acceptance theory of authority
Project structure
Benefits of collaborative works
28. An organizational design that's rigid and tightly controlled
Contemporary organizational designs
Organizational structure
Mechanistic organization
Divisional structure
29. Arranging and structuring work to accomplish the organization's goals
Organizing
Open innovation
Cross-functional team
Team structure
30. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward
Open innovation
Organic characteristics
Benefits of open innovation
Telecommuting
31. Potential interpersonal conflict; Different views and competing goals; Logistics of coordinating
Drawbacks of collaborative works
Cross-functional team
Organic organization
Cross-functional team
32. 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
Benefits of open innovation
Unity of command
Cross-functional team
33. An organizational structure in which the entire organization is made up of work teams
Unit production
Team structure
Departmentalization
Cross-functional team
34. Telecommuting; Compressed workweek; Flextime; Job sharing
Flexible work arrangement designs
Functional structure
Organizational structure
Benefits of open innovation
35. High specialization; Rigid departmentalization; Clear chain of command; Narrow spans of control; Centralization; High formalization
Mechanistic characteristics
Organizational chart
Five common forms of departmentalization
Task force (or ad hoc committee)
36. The production of items in continuous processes
Departmentalization
Acceptance theory of authority
Contingent workers
Process production
37. The degree to which decision making is concentrated at upper levels of the organization
Formalization
Staff authority
Telecommuting
Centralization
38. An organization that has developed the capacity to continuously learn - adapt - and change
Organizing
Functional structure
Learning organization
Internal collaboration designs
39. A work team composed of individuals from various functional specialties
Five common forms of departmentalization
Cross-functional team
Team structure
Responsibility
40. Cross-functional team; Task force; Communities of practice
Internal collaboration designs
Matrix structure
Organizational design
Network organization
41. Collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose
Strategic partnerships
Benefits of collaborative works
Organizational structure
Mass production
42. Increased communication and coordination; Greater innovative output; Enhanced ability to address complex problems; Sharing of information and best practices
Task force (or ad hoc committee)
Communities of practice
Benefits of collaborative works
External collaboration designs
43. The view that authority comes from the willingness of subordinates to accept it
Acceptance theory of authority
Divisional structure
Job sharing
Decentralization
44. An organizational design with low departmentalization - wide spans of control - centralized authority - and little formalization
Authority
Simple structure
Boundaryless organization designs
Organizing
45. The production of items in large batches
Mass production
Drawback of open innovation
Matrix structure
Internal collaboration designs
46. A work arrangement in which employees work at home and are linked to the workplace by computer
Telecommuting
Work specialization
Strategic partnerships
Organic characteristics
47. The rights inherited in a management position to tell people what to do and to expect them to do it
Mechanistic organization
Authority
Strategic partnerships
Centralization
48. The basis by which jobs are grouped together
Chain of command
Departmentalization
Virtual organization
Organizational structure
49. Positions with some authority that have been created to support - assist - and advise those holding the authority
Compressed workweek
Virtual organization
Mass production
Staff authority
50. The formal arrangement of jobs within an organization
Network organization
Open innovation
Organizational structure
Formalization
Sorry!:) No result found.
Can you answer 50 questions in 15 minutes?
Let me suggest you:
Browse all subjects
Browse all tests
Most popular tests
Major Subjects
Tests & Exams
AP
CLEP
DSST
GRE
SAT
GMAT
Certifications
CISSP go to https://www.isc2.org/
PMP
ITIL
RHCE
MCTS
More...
IT Skills
Android Programming
Data Modeling
Objective C Programming
Basic Python Programming
Adobe Illustrator
More...
Business Skills
Advertising Techniques
Business Accounting Basics
Business Strategy
Human Resource Management
Marketing Basics
More...
Soft Skills
Body Language
People Skills
Public Speaking
Persuasion
Job Hunting And Resumes
More...
Vocabulary
GRE Vocab
SAT Vocab
TOEFL Essential Vocab
Basic English Words For All
Global Words You Should Know
Business English
More...
Languages
AP German Vocab
AP Latin Vocab
SAT Subject Test: French
Italian Survival
Norwegian Survival
More...
Engineering
Audio Engineering
Computer Science Engineering
Aerospace Engineering
Chemical Engineering
Structural Engineering
More...
Health Sciences
Basic Nursing Skills
Health Science Language Fundamentals
Veterinary Technology Medical Language
Cardiology
Clinical Surgery
More...
English
Grammar Fundamentals
Literary And Rhetorical Vocab
Elements Of Style Vocab
Introduction To English Major
Complete Advanced Sentences
Literature
Homonyms
More...
Math
Algebra Formulas
Basic Arithmetic: Measurements
Metric Conversions
Geometric Properties
Important Math Facts
Number Sense Vocab
Business Math
More...
Other Major Subjects
Science
Economics
History
Law
Performing-arts
Cooking
Logic & Reasoning
Trivia
Browse all subjects
Browse all tests
Most popular tests