Chapter 9

Question 1

Organizational structure

Answer 1

the vertical and horizontal configuration of departments, authority, and jobs within a company

Question 2

Organizational Process

Answer 2

the collection of activities that transform inputs into outputs the customers value

Question 3

Departmentalization

Answer 3

subdividing work and workers into separate organizational units responsible for completing particular tasks
- functional, product, customer, geographic, and matrix

Question 4

Functional departmentalization

Answer 4

organizing work and workers into separate units responsible for particular business functions or areas of expertise

Question 5

Product departmentalization

Answer 5

organizing work and workers into separate units responsible for producing particular products or services

Question 6

Customer departmentalization

Answer 6

organizing work and workers into separate units responsible for particular kinds of customers

Question 7

Matrix departmentalization

Answer 7

a hybrid organizational structure in
which two or more forms of departmentalization, most often product and functional, are used together

Question 8

Geographic departmentalization

Answer 8

organizing work and workers into separate units responsible for doing business in particular geographic areas

Question 9

Simple matrix

Answer 9

a form of matrix departmentalization in which managers in different parts of the matrix negotiate conflicts and resources

Question 10

Complex matrix

Answer 10

a form of matrix departmentalization in which managers in different parts of the matrix report to matrix managers, who help them sort out conflicts and problems

Question 12

Authority

Answer 12

the right to give commands, take action, and make decisions to achieve organizational objectives

Question 13

Chain of command

Answer 13

the vertical line of authority that clarifies who reports to whom throughout the organization

Question 14

Unity of command

Answer 14

a management principle that workers should report to just one boss

Question 15

Line authority

Answer 15

the right to command intermediate subordinates in the chain of command

Question 16

Staff authority

Answer 16

the right to advise, but not command, others who are not subordinates in the chain of command

Question 17

Line fuction

Answer 17

an activity that contributes directly to creating or selling the company’s products

Question 18

Staff function

Answer 18

an activity that does not contribute directly to creating or selling the company’s products but instead supports line activities

Question 19

Delegation of authority

Answer 19

the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible

Question 20

Centralization of authority

Answer 20

the location of most authority at the upper levels of the organization

Question 21

Decentralization

Answer 21

the location of a significant amount of authority in the lower levels of the organization

Question 22

Standardization

Answer 22

solving problems be consistently applying the same rules, procedures, and processes

Question 23

Rule of thumb

Answer 23

Companies should:
1. centralize where standardization is important
2. decentralize where standardization is unimportant

Question 24

Job Design

Answer 24

the number, kind, and variety of tasks that individual workers perform in doing their jobs

Question 25

Job specialization

Answer 25

job composed of a smaller part of a larger task or process

Question 26

Job rotation

Answer 26

periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills

Question 27

Job enlargement

Answer 27

increasing the number of different tasks that a worker performs within one particular job

Question 28

Job enrichment

Answer 28

increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work

Question 29

Job characteristics model (JCM)

Answer 29

an approach to job redesign that seeks to formulate jobs in ways that motivate workers and create positive work outcomes

Question 30

Internal motivation

Answer 30

motivation that comes from the job itself rather then from outside rewards

Question 31

Core job characteristics

Answer 31

Skills variety, task identity, task significance, autonomy, feedback

Question 32

Skills variety

Answer 32

the number of different activities performed in a job

Question 33

Task identity

Answer 33

the degree to which a job, from beginning to end, requires the completion of a whole and identifiable piece of work

Question 34

Task significance

Answer 34

the degree to which a job is perceived to have a substantial impact on others inside or outside the organization

Question 35

Autonomy

Answer 35

the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the job

Question 36

Feedback

Answer 36

the amount of information the job provides to workers about their work performance

Question 37

Mechanistic organization

Answer 37

an organization characterized by specialized jobs and responsibilities; precisely defined, unchanging roles; and a rigid chain of command based on centralized authority and vertical communication

Question 38

Organic organization

Answer 38

an organization characterized by broadly defined jobs and responsibilities; loosely defined, frequently changing roles; and decentralized authority and horizontal communication based on task knowledge

Question 39

Intraorganizational process

Answer 39

the collection of activities that take place within an organization to transform inputs into outputs that customers value

Question 40

Reengineering

Answer 40

fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed

Question 41

Task interdependence

Answer 41

the extent to which collective action is required to complete an entire piece of work

Question 42

Empowering workers

Answer 42

permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions

Question 43

Empowerment

Answer 43

feeling of intrinsic motivation in which workers perceive their work to have impact and meaning and perceive themselves to be competent and capable of self-determination * Can lead to changes in organizational process

Question 44

Interorganizational process

Answer 44

a collection of activities that take place among companies to transform inputs into outputs that customers value * Modular organizations * Virtual organizations

Question 45

Modular organization

Answer 45

an organization that outsources noncore business activities to outside companies, suppliers, specialists, or consultants * Cost-effective, but disadvantages include loss of control and reduced competitive advantage

Question 46

Virtual organizations

Answer 46

an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services

Question 47

Advantages of Virtual Orgs

Answer 47

* Allow cost sharing * Enable members to combine efforts * Fast and flexible

Question 48

Disadvantages of Virtual Orgs

Answer 48

* Difficulty in controlling the quality of work done by network partners * Require tremendous managerial skills