CHAPTER 3: Organization Design and Coordination
MULTIPLE CHOICE
1. ____ refers to the needed differences in both structure and employee orientations among different
organization units.
a.
Divergence
c.
Distinction
b.
Differentiation
d.
Dichotomy
2. Three types of interdependence include ____.
a.
pooled, standard, and reasonable
c.
patterened, sequential, and reciprocal
b.
patterned, standard and reasonable
d.
pooled, sequential, and reciprocal
3. In ____ structure, segmentation is based on specialty departments.
a.
functional
c.
aggregate
b.
productive
d.
program
4. A(n) ____ is a temporary structure which disbands once program-related problem is addressed.
a.
program task force
c.
intermediate department
b.
monopoly
d.
mediation force
5. ____ are programs that are organized around diseases or conditions, patient populations or
“technologies.”
a.
Individualized components
c.
Service lines
b.
Tailored services
d.
Consolidated services
6. The purpose of ____ is to bring people together, while avoiding the negative effects of differences in
power of different participants and of limits in perspectives of each department and level in the
hierarchy.
a.
parallel organization
c.
process evaluation
b.
informed consent
d.
external organization
7. ____ organizational structures maintain their traditional functional structures and create program
structures for just one or two programs.
a.
Divergent
c.
Duplicate
b.
Decentralized
d.
Hybrid
8. ____ is the specification of the training required to perform work.
a.
Standardization of work
c.
Standardization of compliance
b.
Standardization of skills
d.
Standardization of competence
9. ____ is the exchange of information about work performance between two people who are not in a
hierarchical relationship.
a.
Consensual agreement
c.
Shared objectives
b.
Mutual adjustment
d.
Alienated forces
10. ____ coordination captures aspects of both the programming and feedback approaches to coordination.
a.
Alliance
c.
Relational
b.
Conditioned
d.
Intuitive
COMPLETION
1. ____________________ is based on the premise that there is no one best universal way to organize
but that the best way to structure and manage an organization depends on its unique work,
environment and strategy.
2. The degree to which different elements of work need to fit together refers to them as being
____________________.
3. Planning and budgeting systems, computer-based and manual information systems, and assistants to
various managers are examples of ____________________.
4. ____________________ involves two organization structures – the traditional functional structure and
the program structure – overlaid on each other.
5. The degree to which decisions are made lower in the organization is referred to as
____________________.
6. In analyzing micro-level needs for coordination, it is helpful first to ask whether the work is
____________________.
7. ____________________ processes is the use of rules, regulations, schedules, plans, procedures,
policies, and protocols to specify the activities to be performed.
8. ____________________ is the basis for coordination through an organization’s hierarchy and is the
exchange of information between two people, one of whom is responsible for the work of the other.
9. Relational coordination is comprised of two interacting components: relationships and
___________________ styles.
10. The ____________________ Healthcare System began a redesign effort in 1995 to systematize quality
management (QM) and to ensure the provision of consistent and predictable high-quality care and
access by patients to the entire system.
MATCHING
Match each item with a statement below:
a.
line managers
b.
lateral relations
c.
feedback approaches
d.
standardization of output
e.
programming approaches
f.
hierarchy of authority
g.
group coordination
h.
integration
i.
centralization
j.
integrators and liaison roles
1. Most appropriately used if there is both high interdependence and high uncertainty
2. Specifies the form of intermediate outcomes of work as they are passed from one job to another
3. In the simplest of situations, acts as an adequate coordinating device to ensure that the work of
different units meshes together
4. The degree to which decisions are made at the higher levels of the organization
5. Responsible for the coordination of program issues across the traditional professional specialty
departments
6. Responsible for activities and decisions that directly contribute to the provision of goods and services
7. Most needed when the work is relatively uncertain
8. Best used when work is predictable and cause and effect relationships are well known
9. Coordination of activities among organizational units
10. The exchange of information among more than two people