MNGT 3100 Exam 3 UPDATED ACTUAL Questions And Correct Answers
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Terms in this set (160)
Organizing The process by which managers establish the structure of working relationships
among employees to achieve goals
Organizational Structure Formal system of task and reporting relationships that coordinates and motivates
organizational members so that they work together to achieve organizational
goals
Organizational Design The process by which managers make specific organizing choices that result in a
particular kind of organizational structure
Contingency Theory When managers make design decisions, it is contingent upon factors that affect
organizational structure.
-Organizational Environment Name four factors affecting organizational structure
-Strategy
-Technology
-Human Resources
Job Design The process by which managers decide how to divide tasks into specific jobs
Job Simplification The process of reducing the number of tasks that each worker performs
Job Enlargement increasing the number of different tasks in a given job by changing the division of
labor
Job Enrichment Increasing the degree of responsibility a worker has over a job
Functional Structure An organizational structure composed of all the departments that an organization
requires to produce its goods or services.
Advantages of Functional Structure Encourage learning from others doing similar jobs; Easy for managers to monitor
and evaluate workers
Disadvantages of Functional Structure Difficult for departments to communicate with others; Preoccupation with own
department and losing sight of organizational goals
Divisional Structures An organizational structure composed of separate business units within which are
the functions that work together to produce a specific product for a specific
customer
Product Structure Each product line or business is handled by a self-contained division
, Advantages of Divisional Structure -Allows functional managers to specialize in one product area
-Division managers become experts in their area
-Corporate managers do not need direct supervision of the division
-Divisional management improves the use of resources
Geographic Structure Each region of a country or area of the world is served by a self-contained
division
Task Variety How much uncertainty/variation across particular tasks (Technology)
Task Analyzability How easy or hard it is to break down a task into distinct steps (Technology)
Global Geographic Structure Managers locate different divisions in each of the world regions where the
organization operates. This structure is used when managers are pursuing a multi-
domestic strategy
Global Product Structure Each product division, not the country or regional managers, takes responsibility
for deciding where to manufacture its products and how to market them in foreign
countries
Market Structure Each kind of customer served by a self-contained division. Also called customer
structure.
Matrix Structure An organizational structure that simultaneously groups people and resources by
function and product
Product Team Structure Employees are permanently assigned to a cross-functional team and report only
to the product team manager or to one of his direct subordinates
Cross-Functional Team A group of managers brought together from different departments to perform
organizational tasks.
Authority The power to hold people accountable for their actions and to make decisions
concerning the use of organizational resources
Hierarchy of Authority An organization's chain of command, specifying the relative authority of each
manager
Span of Control The number of subordinates who report directly to a manager
Line Manager Someone in the direct line or chain of command who has formal authority over
people and resources
Staff Manager Someone responsible for managing a specialist function, such as financing or
marketing
Tall Organization Many levels of authority relative to company size
Flat Organization Fewer levels of authority relative to company size
C
Terms in this set (160)
Organizing The process by which managers establish the structure of working relationships
among employees to achieve goals
Organizational Structure Formal system of task and reporting relationships that coordinates and motivates
organizational members so that they work together to achieve organizational
goals
Organizational Design The process by which managers make specific organizing choices that result in a
particular kind of organizational structure
Contingency Theory When managers make design decisions, it is contingent upon factors that affect
organizational structure.
-Organizational Environment Name four factors affecting organizational structure
-Strategy
-Technology
-Human Resources
Job Design The process by which managers decide how to divide tasks into specific jobs
Job Simplification The process of reducing the number of tasks that each worker performs
Job Enlargement increasing the number of different tasks in a given job by changing the division of
labor
Job Enrichment Increasing the degree of responsibility a worker has over a job
Functional Structure An organizational structure composed of all the departments that an organization
requires to produce its goods or services.
Advantages of Functional Structure Encourage learning from others doing similar jobs; Easy for managers to monitor
and evaluate workers
Disadvantages of Functional Structure Difficult for departments to communicate with others; Preoccupation with own
department and losing sight of organizational goals
Divisional Structures An organizational structure composed of separate business units within which are
the functions that work together to produce a specific product for a specific
customer
Product Structure Each product line or business is handled by a self-contained division
, Advantages of Divisional Structure -Allows functional managers to specialize in one product area
-Division managers become experts in their area
-Corporate managers do not need direct supervision of the division
-Divisional management improves the use of resources
Geographic Structure Each region of a country or area of the world is served by a self-contained
division
Task Variety How much uncertainty/variation across particular tasks (Technology)
Task Analyzability How easy or hard it is to break down a task into distinct steps (Technology)
Global Geographic Structure Managers locate different divisions in each of the world regions where the
organization operates. This structure is used when managers are pursuing a multi-
domestic strategy
Global Product Structure Each product division, not the country or regional managers, takes responsibility
for deciding where to manufacture its products and how to market them in foreign
countries
Market Structure Each kind of customer served by a self-contained division. Also called customer
structure.
Matrix Structure An organizational structure that simultaneously groups people and resources by
function and product
Product Team Structure Employees are permanently assigned to a cross-functional team and report only
to the product team manager or to one of his direct subordinates
Cross-Functional Team A group of managers brought together from different departments to perform
organizational tasks.
Authority The power to hold people accountable for their actions and to make decisions
concerning the use of organizational resources
Hierarchy of Authority An organization's chain of command, specifying the relative authority of each
manager
Span of Control The number of subordinates who report directly to a manager
Line Manager Someone in the direct line or chain of command who has formal authority over
people and resources
Staff Manager Someone responsible for managing a specialist function, such as financing or
marketing
Tall Organization Many levels of authority relative to company size
Flat Organization Fewer levels of authority relative to company size
