MGMT 3820 FINAL EXAM QUESTIONS AND ANSWERS WITH
COMPLETE SOLUTIONS VERIFIED
Organizational Structure
the vertical and horizontal configuration of departments, authority, and jobs within a
company.
organizational Process
the collection of activities that transform inputs into outputs that customers value.
Departmentalization
Subdividing work and workers into separate organizational units responsible for
completing particular tasks
Functional Departmentalization
organizing work and workers into separate units responsible for particular business
functions or areas of expertise.
Product departmentalization
organizing work and workers into separate units responsible for producing particular
products or services
Customer Departmentalization
organizing work and workers into separate units responsible for particular kinds of
customers.
Geographic Departmentalization
organizes work and workers into separate units responsible for doing business in
particular geographic areas.
,Matrix Departmentalization
a hybrid organizational structure in which two or more forms of departmentalization,
most often product and functional, are used together.
Simple Matrix
a form of matrix departmentalization in which managers in different parts of the matrix
negotiate conflicts and resources
Complex matrix
A form of matrix departmentalization in which managers in different parts of the matrix
report to matix managers, who help them sort out conflicts and prolems.
Authority
The right to give commands, take action, and make decisions to achieve organizational
objectives
Chain of Command
The vertical line of authority that clarifies who reports to whom throughout the
organization
Unity of Command
A management principal that workers should report to just one boss.
Line Authority
The right to command immediate subordinates in the chain of command
Staff Authority
The right to advise, but not command, others who are not subordinates in the chain of
command.
Line Function
,an activity that contributes directly to creating or selling the company's products.
Staff function
An activity that does not contribute directly to creating or selling the company's
products, but instead supports line actvities.
Delegation of Authority
the assignment of direct authority and responsibility to a subordinate to complete tasks
for which the manager is normally responsible.
Centralization of Authority
The location of most authority at the uper levels of the organization
Decentralization
The location of a significant amount of authority in the lower levels of the organization
Standardization
Solving problems by consistently applying the same rules, procedure, and processes.
Job Design
The number, kind, and variety of tasks that individual workers perform in doing their
jobs.
Job specialization
A job composed of a small part of a larger task or process
Job Rotation
Periodically moving workers from one specialized job to another to give them more
variety and the opportunity to use different skills.
Job Enlargement
Increasing the number of different tasks that a worker performs within one particular job.
, Job Enrichment
Increasing the number of tasks in a particular job and giving workers the authority and
control to make meaningful decisions about their work.
Job Characteristics Model (JCM)
An approach to job redesign that seeks to formulate jobs in ways that motivate workers
and lead to positive work outcomes.
Internal Motivation
Motivation that comes from the job itself rather than from outside rewards.
Skill Variety
the number of different activities performed in a job.
Task Identity
The degree to which a job, from beginning to end, requires the completion of a whole
and identifiable piece of work.
Task Significance
The degre to which a job is perceived to have a substantial impact on others inside or
outside the organization
Autonomy
The degree to which a job gives workers the discretion, freedom, and independence to
decide how and when to accomplish the job.
Feedback
The amount of information the job provides to workers about their work performance
Mechanistic Organization
COMPLETE SOLUTIONS VERIFIED
Organizational Structure
the vertical and horizontal configuration of departments, authority, and jobs within a
company.
organizational Process
the collection of activities that transform inputs into outputs that customers value.
Departmentalization
Subdividing work and workers into separate organizational units responsible for
completing particular tasks
Functional Departmentalization
organizing work and workers into separate units responsible for particular business
functions or areas of expertise.
Product departmentalization
organizing work and workers into separate units responsible for producing particular
products or services
Customer Departmentalization
organizing work and workers into separate units responsible for particular kinds of
customers.
Geographic Departmentalization
organizes work and workers into separate units responsible for doing business in
particular geographic areas.
,Matrix Departmentalization
a hybrid organizational structure in which two or more forms of departmentalization,
most often product and functional, are used together.
Simple Matrix
a form of matrix departmentalization in which managers in different parts of the matrix
negotiate conflicts and resources
Complex matrix
A form of matrix departmentalization in which managers in different parts of the matrix
report to matix managers, who help them sort out conflicts and prolems.
Authority
The right to give commands, take action, and make decisions to achieve organizational
objectives
Chain of Command
The vertical line of authority that clarifies who reports to whom throughout the
organization
Unity of Command
A management principal that workers should report to just one boss.
Line Authority
The right to command immediate subordinates in the chain of command
Staff Authority
The right to advise, but not command, others who are not subordinates in the chain of
command.
Line Function
,an activity that contributes directly to creating or selling the company's products.
Staff function
An activity that does not contribute directly to creating or selling the company's
products, but instead supports line actvities.
Delegation of Authority
the assignment of direct authority and responsibility to a subordinate to complete tasks
for which the manager is normally responsible.
Centralization of Authority
The location of most authority at the uper levels of the organization
Decentralization
The location of a significant amount of authority in the lower levels of the organization
Standardization
Solving problems by consistently applying the same rules, procedure, and processes.
Job Design
The number, kind, and variety of tasks that individual workers perform in doing their
jobs.
Job specialization
A job composed of a small part of a larger task or process
Job Rotation
Periodically moving workers from one specialized job to another to give them more
variety and the opportunity to use different skills.
Job Enlargement
Increasing the number of different tasks that a worker performs within one particular job.
, Job Enrichment
Increasing the number of tasks in a particular job and giving workers the authority and
control to make meaningful decisions about their work.
Job Characteristics Model (JCM)
An approach to job redesign that seeks to formulate jobs in ways that motivate workers
and lead to positive work outcomes.
Internal Motivation
Motivation that comes from the job itself rather than from outside rewards.
Skill Variety
the number of different activities performed in a job.
Task Identity
The degree to which a job, from beginning to end, requires the completion of a whole
and identifiable piece of work.
Task Significance
The degre to which a job is perceived to have a substantial impact on others inside or
outside the organization
Autonomy
The degree to which a job gives workers the discretion, freedom, and independence to
decide how and when to accomplish the job.
Feedback
The amount of information the job provides to workers about their work performance
Mechanistic Organization
