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BUSA 2150 Final Exam with correct answers
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BUSA 2150 Final Exam with correct answers
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BUSA 2150 Final Exam with correctanswers
organizations |- |correct |answers✔✔groups |of |people |who |work
|interdependently |toward |some |purpose
organizational |behaviour |- |correct |answers✔✔the |study |of |what |people |think,
|feel |and |do |in |and |around |organizations
6 |functions |of |management |- |correct |answers✔✔-planning
-organizing
-staffing
-leading
-controlling
-motivating
systems |thinking |- |correct |answers✔✔-identifying |the |moving |parts |within |an
|organization |that |add |value |and |ensuring |that |these |parts |function |together
|and |effective |and |efficient |whole
-how |each |component |of |an |organization |functions |relative |to |the |whole |is |the
|focal |point |of |the |design |process
4 |categories |of |organizations |- |correct |answers✔✔-pyramids/hierarchies
-committees/juries
-matrix |organizations
-ecologies
,Pyramid/hierarchical |organization |- |correct |answers✔✔-one |leader |who |is
|responsible |for |making |all |decisions |that |affect |the |organization
-This |leader |manages |other |organizational |members
committees/juries |- |correct |answers✔✔groups |of |peers |who |decide |collectively,
|sometimes |by |casting |votes, |on |the |appropriate |courses |of |action |within |the
|organization
Matrix |organizations |- |correct |answers✔✔assign |workers |to |more |than |one
|reporting |line |in |an |attempt |to |maximize |the |benefit |of |both |functional |and
|decentralized |organizational |forms
ecologies |- |correct |answers✔✔each |business |unit |represents |an |individual
|profit |center |that |holds |employees |accountable |for |the |unit's |profitability
Schein's |Model |of |Organizational |Culture |- |correct |answers✔✔Level |1:
|Artifacts |
Level |2: |Values
Level |3: |Basic |Assumptions
organizational |charts |- |correct |answers✔✔-illustrate |the |structure |of |an
|organization, |the |relationships |and |relative |ranks |of |its |business
|units/divisions, |and |the |positions |or |roles |assigned |to |each |unit/division
-3 |categories: |hierarchical, |matrix |and |flat/horizontal
departmentalization |- |correct |answers✔✔-the |basis |by |which |an |organization
|groups |tasks |together
-There |are |5 |common |approaches: |functional, |divisional, |matrix, |team |and
|network
,centralization |- |correct |answers✔✔-when |decision-making |authority |is |located
|in |the |upper |organizational |levels
-increases |consistency |in |the |processes |and |procedures |that |employees |use |in
|performing |tasks
decentralization |- |correct |answers✔✔-when |decision-making |authority |is
|located |in |the |lower |organizational |levels
-important |decisions |are |made |by |middle-level |and |supervisory-level
|managers, |thereby |increasing |adaptability
-business |units |operate |autonomously |and |have |greater |decision-making
|power
-dispersed |rather |than |concentrated |in |a |single, |central |location |or |authority
functional |structure |- |correct |answers✔✔-a |common |type |of |organizational
|structure |in |which |the |organization |is |divided |into |smaller |groups |based |on
|specialized |functional |areas, |such |as |IT, |finance |or |marketing
-coordination, |supervision, |and |task |allocation
disadvantage |of |a |functional |structure |- |correct |answers✔✔the |different
|functional |groups |may |not |communicate |with |one |another, |potentially
|decreasing |flexibility |and |innovation
divisional |structure |- |correct |answers✔✔-a |type |of |organizational |structure
|that |groups |each |organizational |function |into |a |division |- |these |divisions |can
|correspond |to |either |products |or |geographies
-Each |division |contains |all |the |necessary |resources |and |functions |within |it |to
|support |that |product |line |or |geography
-may |be |a |multidivisional |form
multidivisional |form |(m-form) |- |correct |answers✔✔a |legal |structure |in |which
|one |parent |company |owns |subsidiary |companies, |each |of |which |uses |the
|parent |company's |brand |and |name
, advantage |of |functional |structures |- |correct |answers✔✔allows |for |greater
|operational |efficiency |because |employees |with |shared |skills |and |knowledge
|are |grouped |together |by |function
advantage |of |divisional |structures |- |correct |answers✔✔-failure |of |one |division
|doesn't |directly |threaten |the |other |divisions
-In |the |multidivisional |structure, |the |subsidiaries |benefit |from |the |use |of |the
|brand |and |capital |of |the |parent |company
disadvantage |of |divisional |structure |- |correct |answers✔✔-operational
|inefficiencies |from |separating |specialized |function
-For |the |multidivisional |structure, |disadvantages |can |include |increased
|accounting |and |taxes
matrix |structure |- |correct |answers✔✔a |type |of |structure |in |which
|organizational |individuals |are |grouped |simultaneously |by |two |different
|operational |perspectives
advantages |of |a |matrix |structure |- |correct |answers✔✔-complex |and |versatile,
|making |them |more |appropriate |for |large |companies |operating |across |different
|industries |or |geographic |regions
-more |dynamic |than |functional |management |in |that |it |allows |team |members
|to |share |information |more |readily |across |task |boundaries
-allows |for |specialization |that |can |increase |depth |of |knowledge
disadvantage |of |a |matrix |structure |- |correct |answers✔✔increased |complexity
|in |the |chain |of |command, |which |can |lead |to |a |higher |manager-to-worker
|ratio |and |contribute |to |conflicting |loyalties |among |employees
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