MGMT 3000 Exam 2 - UGA Lyons
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1. Organizational The formal systems, levers, and decisions an organization adopts or employs in
Design pursuit of its strategy.
2. Organizational How will jobs be divided and how much much autonomy will be allowed through-
design decisions out the organization?
Should jobs be formalized, structured, and standardized?
Should the company focus on customers, geographic regions, product categories,
or functions?
3. Division of Labor The manner in which work in a firm is divided among employees
4. Vertical Special- How much an employee creates, executes, and administers activities in a certain
ization area of the firm.
5. Horizontal Spe- The Breadth of activities that are performed in a certain job.
cialization
6. Organizers Those who believe that more control is warranted in organizational design to
ensure that jobs are performed satisfactory and efficiently.
7. Bureaucratic Ap- An extreme form of organizational control in which systems are highly formalized
proach and are characterized by extensive rules, procedures, policies, and institutions.
8. Behaviorists Those who support a more open organizational structure where roles and respon-
sibilities are loosely defined.
9. Clan Approach A type of organizational control that includes self-supervising teams that are
responsible for a set of tasks.
10. Organizational The pattern of organizational roles, relationships, and procedures that enable
Structure coordinated action among employees.
11. What are the
three functions
, MGMT 3000 Exam 2 - UGA Lyons
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of an organiza- Defines the roles of the labor force
tion? Coordinates activities between members
Identifies the borders of the firm and external relationships.
12. Functional Struc- A structure that organizes a firm in terms of the main activities that need to be
ture performed, such as production, marketing, sales, and accounting.
13. Divisional Struc- A structure that groups diverse functions into separate divisions.
ture
14. Matrix Structure A structure where both divisional and functional managers have equal authority
in the organization
15. Network Struc- A structure where "Knowledge Workers" are organized to work as individual
ture contributors or to be a part of a work cluster that provides a certain expertise for
the organization.
16. Functional Struc- Resource efficiency: Excellent
ture Responsiveness: Poor
Adaptability: Poor
Accountability: Good
Best in which environment: Stable
17. Divisional Struc- Resource efficiency: Poor
ture Responsiveness: Moderate
Adaptability: Good
Accountability: Excellent
Best in which environment: Heterogeneous
18. Matrix Structure Resource efficiency: Moderate
Responsiveness: Good
Adaptability: Moderate
, MGMT 3000 Exam 2 - UGA Lyons
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Accountability: Poor
Best in which environment: Complex
19. Network Struc- Resource efficiency: Good
ture Responsiveness: Excellent
Adaptability: Excellent
Accountability: Moderate
Best in which environment: Volatile
20. Decision Rights Rights that include initiating, approving, implementing, and controlling various
types of strategic or tactical decisions.
21. Delegation The process by which managers transfer decision rights to individual employees.
22. Centralized Or- An organizational structure characterized by formal structures that control employ-
ganization ee behavior by concentrating decisions in a top-down, hierarchical fashion.
23. Decentralized An organizational structure where key decisions are made at all levels of the firm,
Organization not mandated from the top.
24. Silos A functional or divisional unit that operates by its own rules and guidelines and
does not openly share information with other units
25. Mutual Adapta- The process by which firms import the nature of their overarching industrial
tion environment and adopt their organization in response to evolving contextual
factors.
26. Function struc- ...is best suited for situations that require efficiency of production or functional
ture expertise
27. Mutual adapta- ....is important to industries where change is a constant, such as technology and
tion fashion
28.
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1. Organizational The formal systems, levers, and decisions an organization adopts or employs in
Design pursuit of its strategy.
2. Organizational How will jobs be divided and how much much autonomy will be allowed through-
design decisions out the organization?
Should jobs be formalized, structured, and standardized?
Should the company focus on customers, geographic regions, product categories,
or functions?
3. Division of Labor The manner in which work in a firm is divided among employees
4. Vertical Special- How much an employee creates, executes, and administers activities in a certain
ization area of the firm.
5. Horizontal Spe- The Breadth of activities that are performed in a certain job.
cialization
6. Organizers Those who believe that more control is warranted in organizational design to
ensure that jobs are performed satisfactory and efficiently.
7. Bureaucratic Ap- An extreme form of organizational control in which systems are highly formalized
proach and are characterized by extensive rules, procedures, policies, and institutions.
8. Behaviorists Those who support a more open organizational structure where roles and respon-
sibilities are loosely defined.
9. Clan Approach A type of organizational control that includes self-supervising teams that are
responsible for a set of tasks.
10. Organizational The pattern of organizational roles, relationships, and procedures that enable
Structure coordinated action among employees.
11. What are the
three functions
, MGMT 3000 Exam 2 - UGA Lyons
Study online at https://quizlet.com/_4n5qlw
of an organiza- Defines the roles of the labor force
tion? Coordinates activities between members
Identifies the borders of the firm and external relationships.
12. Functional Struc- A structure that organizes a firm in terms of the main activities that need to be
ture performed, such as production, marketing, sales, and accounting.
13. Divisional Struc- A structure that groups diverse functions into separate divisions.
ture
14. Matrix Structure A structure where both divisional and functional managers have equal authority
in the organization
15. Network Struc- A structure where "Knowledge Workers" are organized to work as individual
ture contributors or to be a part of a work cluster that provides a certain expertise for
the organization.
16. Functional Struc- Resource efficiency: Excellent
ture Responsiveness: Poor
Adaptability: Poor
Accountability: Good
Best in which environment: Stable
17. Divisional Struc- Resource efficiency: Poor
ture Responsiveness: Moderate
Adaptability: Good
Accountability: Excellent
Best in which environment: Heterogeneous
18. Matrix Structure Resource efficiency: Moderate
Responsiveness: Good
Adaptability: Moderate
, MGMT 3000 Exam 2 - UGA Lyons
Study online at https://quizlet.com/_4n5qlw
Accountability: Poor
Best in which environment: Complex
19. Network Struc- Resource efficiency: Good
ture Responsiveness: Excellent
Adaptability: Excellent
Accountability: Moderate
Best in which environment: Volatile
20. Decision Rights Rights that include initiating, approving, implementing, and controlling various
types of strategic or tactical decisions.
21. Delegation The process by which managers transfer decision rights to individual employees.
22. Centralized Or- An organizational structure characterized by formal structures that control employ-
ganization ee behavior by concentrating decisions in a top-down, hierarchical fashion.
23. Decentralized An organizational structure where key decisions are made at all levels of the firm,
Organization not mandated from the top.
24. Silos A functional or divisional unit that operates by its own rules and guidelines and
does not openly share information with other units
25. Mutual Adapta- The process by which firms import the nature of their overarching industrial
tion environment and adopt their organization in response to evolving contextual
factors.
26. Function struc- ...is best suited for situations that require efficiency of production or functional
ture expertise
27. Mutual adapta- ....is important to industries where change is a constant, such as technology and
tion fashion
28.
