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Terms in this set (47)
A McDonald's restaurant anywhere in the world has an atmosphere and look that represents the company's values of cleanliness, quality service, and value. This is an example of ______.
organization culture
True or false: Every organization, regardless of size, organizational type, product, or profit objective has a corporate culture.
true
If Pete was tasked with developing an organizational structure for his company, he would ______.
define the various positions in the company and their relationship to one another
An organization's _____ develops when managers assign work tasks and activities to specific individuals or work groups and coordinate the diverse activities required to reach the firm's objectives.
structure
To find out the relationships among people in a company one may consult the company's ______.
organizational chart
At Belinda's company, when pressed to meet a deadline, every worker is expected to put in overtime hours and work together to get the job done. This commitment to teamwork is part of the company's ______.
culture
As companies expand and hire more people, these people need to know how they fit into the organization so that the company will achieve its objectives effectively and efficiently. The development of a(n) ______ will help to organize the firm's growth.
organizational structure
True or false: Growth requires organizing---the structuring of human, physical, and financial resources to achieve objectives in an effective and efficient manner.
true
The owner of a flower shop has three employees. Two employees are better at arranging flowers in a vase while the third is skilled at preparing the flowers to be arranged. Separating the employees by these skills is called ______.
specialization
At its core, the reason companies divide labor and specialize is because ______.
they want to be as efficient as possible
If the owner of a lawn-mowing company were to take the division of labor a step further and divide the mowing task into three separate activities (mowing, trimming, and raking) performed by three separate employees specifically trained for their assigned duty this would exemplify _____.
specialization
Job dissatisfaction, poor work quality, more injuries, and high employee turnover are all negative consequences of ______.
overspecialization
The grouping of jobs into working units usually called departments, units, groups, or divisions is called ______.
departmentalization
The form of departmentalization that groups jobs that perform similar functional activities, like finance and marketing, is called ______ departmentalization.
functional
What word reflects the rationale for specialization in the workplace?
efficiency
What are two weaknesses of functional departmentalization?
Decision making across departments is slow.
It requires greater coordination among departments.
If a book seller was to separate its organization according to the types of books it sells it would be an example of departmentalization by ______.
product
Overspecialization can result in all of the following EXCEPT ______.
less injuries
Select from the following the ways in which departments are commonly organized.
customer, product, function, geographic region
Which of the following is TRUE of departmentalization by product?
It duplicates functions and resources.
The functional approach to departmentalization is common in ______ organizations.
small
When a company looks to departmentalize by areas of business like Japan, America, and Australia it is exemplifying departmentalization by ______.
geographic location
When jobs are organized by function, ______.
decision making that involves more than one department may be slow
A company has three main product lines: cleaning products, laundry products, and paper products. If it organizes its jobs around these product lines, it is using which form for departmentalization?
product
A real estate agency matches its brokers to the type of groups it services: first-time home buyers, urban dwellers, house flippers, business owners, etc. This exemplifies ______ departmentalization.
customer
Which of the following would be a positive result of departmentalization by product?
It helps coordinate all the activities related to a product or product group.
It simplifies decision making.
Giving employees not only tasks but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those tasks is the definition of ______.
delegation of authority
The obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work is the definition of ______.
responsibility
Which principle means that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome?
accountability
Mr. Jones, the president of a firm gives the responsibility for all marketing activities to the vice president of marketing and the responsibility of financial matters to the CFO. In doing so, the president has _______ and has established a relationship and accountability between himself and his subordinates.
delegated authority
Cybill's manager wanted her to design the new ad campaign for the firm's new product. She was given all the necessary resources to complete the task. Cybill understands that her manager is going to hold her accountable to make sure the ad campaign is executed successfully. This exemplifies the concept of ______.
responsibility
The principle of accountability means that ______.
an employee who accepts an assignment and the authority to carry it out is answerable to a superior for the outcome
An organization structure in which decision-making authority is maintained at the top level of management is called a(n) ______ organization.
centralized
When the decisions to be made by a business are risky, and low-level managers are not highly skilled in decision making, the company tends to be more _____.
centralized
True or false: The act of delegating authority to a subordinate relieves the superior of accountability for the delegated job.
false
_____ can cause serious problems for a company, in part because it may take longer for the organization as a whole to implement decisions and to respond to changes and problems on a regional scale.
Overcentralization
In a(n) ______ organization the decision-making authority is delegated as far down the chain of command as possible.
decentralized
Which two of the following characterize centralized organizations?
Very little decision-making authority is
delegated to lower levels.
Authority is concentrated at the top levels of the organization.
Which two factors would lead to a business being more centralized in its organization?
Decisions to be made are risky.
Low-level managers are not highly skilled in decision-making.
In the retail clothing industry the customer demands vary from state to state. Therefore, many retail stores allow each individual store manager to make decisions that are best for the store he or she manages. This exemplifies a(n) ______.
decentralized structure
Why can overcentralization cause serious problems for an organization? (Select all that apply)
It can take longer for the organization to respond to changes on a regional scale.
It can
prevent low-level employees from reporting problems.
It can take longer for the organization to implement decisions.
Rather than have the top level of management make all the decisions, Jake's company gives all lower-level managers the authority to make decisions for his or her department. Jake's company operates as a(n) ______ organization.
decentralized
True or false: In recent years, the trend has been toward more decentralized organizations, and some of the largest and most successful companies, including GE, IBM, Google, and Nike, have decentralized decision making authority.
true
True or false: The maximum number of people a manager should manage is no more than ten.
false
A _____ span of management exists when a manager directly supervises only a few subordinates.
narrow
Top Managers
lower level managers
Should not directly supervise more than four to eight people.
Are capable of managing a much larger number of subordinates, even as high as twenty-five people.
A _____ span of management is appropriate when superiors and subordinates are located close to one another, the manager has few responsibilities other than supervision, subordinates are highly competent, and there are specific operating procedures in place.
wide
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