MGMT 3000 Exam 2 - UGA Lyons|
149 Accurate Q’s and A’s
Organizational Design - -The formal systems, levers, and decisions an
organization adopts or employs in pursuit of its strategy.
- Organizational design decisions - -How will jobs be divided and how much
much autonomy will be allowed throughout the organization?
Should jobs be formalized, structured, and standardized?
Should the company focus on customers, geographic regions, product
categories, or functions?
- Division of Labor - -The manner in which work in a firm is divided among
employees
- Vertical Specialization - -How much an employee creates, executes, and
administers activities in a certain area of the firm.
- Horizontal Specialization - -The Breadth of activities that are performed in
a certain job.
- Organizers - -Those who believe that more control is warranted in
organizational design to ensure that jobs are performed satisfactory and
efficiently.
- Bureaucratic Approach - -An extreme form of organizational control in
which systems are highly formalized and are characterized by extensive
rules, procedures, policies, and institutions.
- Behaviorists - -Those who support a more open organizational structure
where roles and responsibilities are loosely defined.
- Clan Approach - -A type of organizational control that includes self-
supervising teams that are responsible for a set of tasks.
- Organizational Structure - -The pattern of organizational roles,
relationships, and procedures that enable coordinated action among
employees.
- What are the three functions of an organization? - -Defines the roles of the
labor force
Coordinates activities between members
Identifies the borders of the firm and external relationships.
, - Functional Structure - -A structure that organizes a firm in terms of the
main activities that need to be performed, such as production, marketing,
sales, and accounting.
- Divisional Structure - -A structure that groups diverse functions into
separate divisions.
- Matrix Structure - -A structure where both divisional and functional
managers have equal authority in the organization
- Network Structure - -A structure where "Knowledge Workers" are
organized to work as individual contributors or to be a part of a work cluster
that provides a certain expertise for the organization.
- Functional Structure - -Resource efficiency: Excellent
Responsiveness: Poor
Adaptability: Poor
Accountability: Good
Best in which environment: Stable
- Divisional Structure - -Resource efficiency: Poor
Responsiveness: Moderate
Adaptability: Good
Accountability: Excellent
Best in which environment: Heterogeneous
- Matrix Structure - -Resource efficiency: Moderate
Responsiveness: Good
Adaptability: Moderate
Accountability: Poor
Best in which environment: Complex
- Network Structure - -Resource efficiency: Good
Responsiveness: Excellent
Adaptability: Excellent
Accountability: Moderate
Best in which environment: Volatile
- Decision Rights - -Rights that include initiating, approving, implementing,
and controlling various types of strategic or tactical decisions.
- Delegation - -The process by which managers transfer decision rights to
individual employees.
149 Accurate Q’s and A’s
Organizational Design - -The formal systems, levers, and decisions an
organization adopts or employs in pursuit of its strategy.
- Organizational design decisions - -How will jobs be divided and how much
much autonomy will be allowed throughout the organization?
Should jobs be formalized, structured, and standardized?
Should the company focus on customers, geographic regions, product
categories, or functions?
- Division of Labor - -The manner in which work in a firm is divided among
employees
- Vertical Specialization - -How much an employee creates, executes, and
administers activities in a certain area of the firm.
- Horizontal Specialization - -The Breadth of activities that are performed in
a certain job.
- Organizers - -Those who believe that more control is warranted in
organizational design to ensure that jobs are performed satisfactory and
efficiently.
- Bureaucratic Approach - -An extreme form of organizational control in
which systems are highly formalized and are characterized by extensive
rules, procedures, policies, and institutions.
- Behaviorists - -Those who support a more open organizational structure
where roles and responsibilities are loosely defined.
- Clan Approach - -A type of organizational control that includes self-
supervising teams that are responsible for a set of tasks.
- Organizational Structure - -The pattern of organizational roles,
relationships, and procedures that enable coordinated action among
employees.
- What are the three functions of an organization? - -Defines the roles of the
labor force
Coordinates activities between members
Identifies the borders of the firm and external relationships.
, - Functional Structure - -A structure that organizes a firm in terms of the
main activities that need to be performed, such as production, marketing,
sales, and accounting.
- Divisional Structure - -A structure that groups diverse functions into
separate divisions.
- Matrix Structure - -A structure where both divisional and functional
managers have equal authority in the organization
- Network Structure - -A structure where "Knowledge Workers" are
organized to work as individual contributors or to be a part of a work cluster
that provides a certain expertise for the organization.
- Functional Structure - -Resource efficiency: Excellent
Responsiveness: Poor
Adaptability: Poor
Accountability: Good
Best in which environment: Stable
- Divisional Structure - -Resource efficiency: Poor
Responsiveness: Moderate
Adaptability: Good
Accountability: Excellent
Best in which environment: Heterogeneous
- Matrix Structure - -Resource efficiency: Moderate
Responsiveness: Good
Adaptability: Moderate
Accountability: Poor
Best in which environment: Complex
- Network Structure - -Resource efficiency: Good
Responsiveness: Excellent
Adaptability: Excellent
Accountability: Moderate
Best in which environment: Volatile
- Decision Rights - -Rights that include initiating, approving, implementing,
and controlling various types of strategic or tactical decisions.
- Delegation - -The process by which managers transfer decision rights to
individual employees.
