Exam 15: Organizational Structure and Controls

This is a method of coordination where every individual knows everything that is happening in the organization and everyone adapts their work patterns for the conditions at hand.

Which structure combines the essential elements of the functional and divisional structures?

A matrix structure is intended to make it easy to reassign functional specialists to lines of business where the work is most needed,since the normal ebb and flow of business can create situations in which a particular line of business is over-staffed while another is under-staffed.

Structural inertia is stronger:

Structural inertia facilitates change in organizations.

Explain the entrepreneurial organizational structure,highlight advantages and disadvantages.

A method for managing or coordinating a large number of employees based on their abilities and proficiencies as validated by some external authority is called:

A simple structure is best suited for organizations that:

What is a strategic control system?

One difficulty that employees face when organized into a matrix structure is that:

In a ________ organizational structure all areas of the company report to a single person.

The matrix structure is a way to achieve a high degree of coordination among several related businesses.

For each organization,there is one organization structure that will best optimize performance.

The fundamental issue that lies at the heart of the alignment of organizational structure with strategy is:

Identify the key advantages and disadvantages of the functional structure.

Organizations that exhibit intense,high-quality energy are often comfortable,even complacent,and satisfied with the status quo.

A control system that is based on socialization of organizational members is:

Describe the roles that the structural facets of specialization,centralization and formalization play in the design of organizations.

Restructuring can be defined as a detailed analysis of a firm's competitors and other external stakeholders and competitive forces.

Companies with divisional structures should create divisions around different product lines but should avoid organizing around geographic areas or customer types.