UNIT 1 - Answer-UNIT 1
Recall the five elements that compose Galbraith's model of Organizational Design: - Answer-Strategy
Structure
Processes (including decision-making)
Human resources policies (including compensation)
Culture.
UNIT 2 - Answer-UNIT 2
Structural dimensions: - Answer-C...
Exam 1 - MGMT 443 Questions and
Answers
UNIT 1 - Answer-UNIT 1
Recall the five elements that compose Galbraith's model of Organizational Design: -
Answer-Strategy
Structure
Processes (including decision-making)
Human resources policies (including compensation)
Culture.
UNIT 2 - Answer-UNIT 2
Structural dimensions: - Answer-Centralization
Formalization
Specialization
Hierarchy of authority (span of control)
Vertical Complexity
Horizontal Complexity
Centralization - Answer-Hierarchical level that has authority to make decisions
(mechanistic)
Top folks have all the power. Think military. Decentralized would be more like a fast
food franchise where managers can have the control.
Formalization - Answer-Pertains to the amount of written documentation in the
organization. Includes job descriptions, regulations, and policy manuals (mechanistic)
Specialization - Answer-Is the degree to which organizational tasks are subdivided into
separate jobs. If specialization is extensive each employee performs only a narrow
range of tasks. If specialization is low employees have a wide range of their jobs
(mechanistic)
Hierarchy of authority (span of control) - Answer-Describes who reports to whom and
the span of control for each manager. Span of control is the number of employees
reporting to a supervisor (mechanistic)
Vertical and horizontal complexity - Answer-Vertical complexity is the number of levels
in the hierarchy. Different organizational levels possess different stores of knowledge
and expertise.
, Horizontal complexity is the number of departments or occupational specialties existing
horizontally across the organization.
Contingency Factors (5) - Answer-Culture: is the underlying set of key values, beliefs,
understandings, and norms shared by employees
Size: is typically measured by the number of employees
Goals and Strategy: define the purpose of competitive techniques that set it apart from
other organizations.
Goals = statement of company intent.
Strategy = plan of action
Environment: Elements outside the boundary of the organization. Key elements include
industry, government, customers, suppliers, and financial community.
Technology: Refers to the tools, techniques, and actions used to transform inputs into
outputs
How is a contingency factor different from a structural dimension? - Answer-Structural
dimensions- There are 2 types of organizations, there is Hierarchical or a Flat
organization. Hierarchical has High efficiency, but it is demotivational and has a culture
of politics. Flat organizations has lower efficiency but is more motivational and is a
learning organization.
Contingency Factors- is anything that would be a barrier before being able to start a
project or do business. Essentially it is a prerequisite before doing something.
Outcomes of high and low levels of structural dimensions: - Answer-There are 2 types
of organizations, there is Hierarchical or a Flat organization. Hierarchical has High
efficiency, but it is demotivational and has a culture of politics. Flat organizations has
lower efficiency but is more motivational and is a learning organization.
Mechanistic vs. Organic Structures - Answer-Mechanistic: Highly centralized authority.
Formalized procedures and practices. Specialized functions. Simpler to organize but
rapid change is challenging. (Employees are found to work on their own assigned tasks.
Decisions are kept as high up the chain as possible. Employees have little to no
interaction with higher ups. Strict company policies or operating standards with much
documentation)
Organic: Flatness: communications and interactions are horizontal.
Low specialization: knowledge resides wherever it is most useful
Decentralization: a great deal of formal and informal participation in decision making
(Employees are found working in groups and share input on tasks. teams handle one
task. Communication is open between employees, managers and executives, though
they are typically just known as 'the owner'. greater scale of verbal communication
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