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167. The three characteristics of authority are that it must be _____, _____, and _____.
168. _____ is the duty to perform the task or activity an employee has been assigned.
169. _____ means that the people with authority and responsibility are subject to reporting and justifying task outcomes to
those above them in the chain of command.
170. _____ is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
171. _____ departments perform tasks that reflect the organization's primary goal and mission, while _____ departments
include all those that provide specialized skills in support of _____ departments.
172. _____ means that people in management positions have formal authority to direct and control immediate
subordinates.
173. The _____ is the number of employees reporting to a supervisor.
174. A(n) _____ structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels.
175. A(n) _____ structure has an overall narrow span and more hierarchical levels.
176. With _____ decision authority is pushed downward to lower organization levels.
177. _____ means that decision authority is located near the top of the organization.
178. A(n) ______ structure is the grouping of positions into departments based on similar skills, expertise, and resource
use.
179. The _____ structure occurs when departments are grouped together based on organizational outputs.
180. The divisional structure is sometimes called a(n) _____, _____, or _____.
181. An alternative for assigning divisional responsibility is to group company activities by _____.
182. The _____ combines aspects of both functional and divisional structures simultaneously, in the same part of the
organization.
183. _____ teams consist of employees from various functional departments who are responsible to meet as a team and
resolve mutual problems.
184. In the _____ approach of structural design, departments are independent, contracting services to the central hub for a
profit.
185. The _____ structure means that the firm subcontracts many of its major functions to separate companies and
coordinates their activities from a small headquarters organization.
186. The _____ approach is when a manufacturing company uses outside suppliers to provide large components of the
product, which are then assembled into a final product by a few workers.
187. The quality of collaboration across departments is known as _____.
188. A(n) _____ is a temporary team designed to solve a short-term problem involving several departments.
189. A(n) _____ is a person who is responsible for coordinating the activities of several departments for the completion of
a specific project.
190. _____ is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and
speed.
191. A(n) _____ structure is most appropriate when the external environment is stable.
192. _____ refers to services that are perishable and, unlike physical products, cannot be stored in inventory.
193. List the five approaches to departmentalization.
194. List three disadvantages of the divisional structure.
195. List the advantages of the virtual network structure.
196. List the three basic types of production technology.
197. Describe service technology.
198. Compare and contrast authority, responsibility, accountability, and delegation.
199. Briefly explain the concept of line and staff departments and authority.
200. Define span of management and explain if there is an ideal span of management.
201. List the factors that are associated with less supervisor involvement and thus larger spans of control.
202. Identify the three factors that typically influence centralization versus decentralization.
203. What is the horizontal matrix approach to departmentalization and what are its main advantages?
204. What is(are) the difference(s) between cross-functional and permanent teams?
205. What is the team approach to departmentalization and what are its main disadvantages?
206. Describe reengineering and what it involves.
207. Define task forces and project management.
208.
Though new managers may be more familiar with traditional approaches to departmentalization, realistically, they will
have to understand and learn to work within a variety of organizational structures. Write a short essay that compares and
contrasts the advantages and disadvantages of two traditional approaches—the functional approach, and the divisional
approach—to departmentalization. In most instances, which do you think would be the preferred approach, and why?
209.
The matrix approach to departmentalization is a hybrid of the functional and the divisional approaches, and it seeks to
give equal emphasis to both. Imagine some type of global business you would like to run, and write a short essay that
summarizes how the unique features of the matrix approach are particularly well suited for this business. Be sure to
include the key players and potential drawbacks of using the matrix approach in your example.
210. Traditional vertical organization structures are very limited in a fast-shifting environment. In an essay, explain why
horizontal coordination and collaboration are needed, and discuss the mechanisms used to increase horizontal
coordination. Give your assessment (with examples) of why these mechanisms are effective.
211.
Some degree of vertical hierarchy is often needed to provide a framework in which to accomplish tasks. However, an
organization's vertical structure needs to be balanced with horizontal mechanisms. In an essay, describe how a manager
decides whether to design a structure that emphasizes the formal vertical or the adaptive horizontal structure.
212. The text states: "An organization's technology influences how it is structured." In a short essay, rewrite the above
sentence in your own words and expound on its meaning. Be certain to include what is meant by "technology" in this
context, and explain the relationship between technology and structure.
