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MGMT 353 Final Exam || Questions and 100% Verified Answers.
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Organizational design correct answers HR practices that activate structures of accountability and responsibility used to develop and implement strategies. 6 dimensions of organizational structure correct answers 1. Division of Labor 2. Departmentalization 3. Hierarchy of Authority 4. Span ...

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  • August 25, 2024
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  • 2024/2025
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MGMT 353 Final Exam || Questions and 100% Verified
Answers.
Organizational design correct answers HR practices that activate structures of accountability and
responsibility used to develop and implement strategies.

6 dimensions of organizational structure correct answers 1. Division of Labor
2. Departmentalization
3. Hierarchy of Authority
4. Span of control
5. Centralization & Decentralization
6. Formalization

Common organizational designs correct answers • Simple structure
• Bureaucracy
• Matrix structure

Newer organizational designs correct answers • Horizontal Design - Collaboration
• Organize around work processes; flatten hierarchy; use teams to manage everything

• Hollow Structure
• Organization outsources noncore processes to vendors who can do it cheaper and faster (e.g.
manufacturing, order taking, shipping, benefits)

• Virtual Structure
• A company outside a company created to specifically respond to an exceptional market
opportunity that is often temporary

Mechanistic and organic structures & Contingency Approach to Designing Organizations correct
answers SEE GRAPHIC

Why structures differ correct answers Strategy
• Innovation (ex: 3M Co., Apple Inc.)
• Organic structures: A loose structure; low specialization, low formalization, decentralized
• Cost-minimization (ex: Wal-Mart)
• Mechanistic structures: Tight control; extensive work specialization, high formalization, high
centralization
• Imitation (ex: IBM, Caterpillar) Mechanistic & Organic structure combined: Mix of loose with
tight properties tight controls over current activities and looser controls for new undertakings

Organization Size
• Larger organizations (2000+) have more specialization, departmentalization, rules and
regulations (Mechanistic)

Technology

, • Degree of routineness: whether technologies are routine (automated) or nonroutine
(customized)
• Routineness is associated with the presence of rule manuals, job descriptions and other formal
documentation

Environmental Uncertainty
• Higher environmental uncertainty requires greater organizational flexibility (organic
structure);
• Greater environmental stability is associated with mechanistic structures

Relationships between individual differences and organizational structures correct answers Work
Specialization
• Higher employee productivity at the price of job satisfaction

Span of Control
• Relationship between span of control and employee satisfaction?
• NO.

Centralization
• Relationship between lower centralization and employee satisfaction (via participative
decision-making)

What does it mean for an organization to be 'effective'? correct answers The organization...
o achieves its stated goals
o functions smoothly with a minimum of internal strain
o acquires the resources it needs
AND
o The demands and expectations of key interest groups are at least minimally satisfied

Creativity vs. invention vs. integration correct answers o Creativity - process of developing
something new or unique
o Invention - creation of something new
o Integration - actions associated with getting multiple people, units, departments, and functions
to work together in pursuit of a goal, idea, or project.

o Innovation - creating something new that is used by consumers
o Myths of innovation? Innovation involves an epiphany or eureka moment & Innovation can be
systematized

Social Categorization Theory correct answers o Similarities and differences are used for
categorizing self and others into groups (ensuing categorizations distinguishing one's in-group
and one or more out-groups).
o People tend to favor in-groups over out- groups (increased member commitment, group
cohesion, cooperation, and reduced interpersonal conflict and turnover)

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