Chapter 11 In-Class Activity

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IN-CLASS ACTIVITY- CHAPTER 11 1) Organizational structure is defined as ________. A) a formal arrangement of jobs within an organization B) a process that involves decisions about departmentalization C) a process that involves decisions about span of control and formalization D) the basis on which jobs are grouped together within an organization 2) One purpose of organizing is to ________. A) know what kinds of employees to hire in the future B) establish relationships among employees, teams and departments C) ensure the best and most specific job descriptions for each position D) allow executives to better get to know their employees 3) Work specialization is ________. A) the degree to which tasks are divided into separate jobs B) the basis on which jobs are grouped together C) the basis on which jobs are ranked relative to their value to the businesses D) the degree to which activities require highly specialized skills 4) The degree to which tasks in an organization are divided into separate jobs is called ________. A) work specialization B) departmentalization C) chain of command D) job differentiation Refer to the scenario below to answer the following questions. Eric the Redd (Scenario) Eric Redd graduated from college and was hired by a Canadian corporation that manufactures parts for the automotive industry. Eric noticed that the employees on the assembly line seemed bored and their motivation was low. Eric's boss decided to reorganize the workers' jobs to try to increase productivity. Eric enjoys his work assignment in the engineering department but hopes to be promoted to a management position within the next few years. 36) The assembly line jobs are changed to allow each worker to perform more tasks so they don't get bored as quickly. This results in a reduction in ________. A) work specialization B) departmentalization C) chain of command D) centralization

37) In addition to his duties in the engineering department, Eric is also assigned to work on a team with production workers and marketing specialists to design new products for the company. This additional assignment is an example of a(n) ________. A) alternative work arrangement B) career-building assignment C) centralized work group D) cross-functional team 38) In less than two years, Eric is promoted to a management position with five subordinates reporting directly to him. This is an example of which of the following? A) chain of authority B) increased formalization C) hierarchy of responsibility D) span of control 39) Eric's management position gives him the right to delegate work to others and expect them to complete it. This is called ________. A) responsibility B) accountability C) authority D) unity of command 40) Although Eric's job gives him the right to delegate work to others, if the work performance is unsatisfactory, it is Eric who will have to explain and justify the outcome to his superiors. This is called ________. A) responsibility B) staff authority C) span of control D) line authority 4) Electronic Arts Canada produces popular sports and action video games. Its Vancouver studio is famous for its informal atmosphere and employee amenities. There is a division of labour, but the work is not standardized. There are few formal rules and little direct supervision. EA's structure is best described as ________. A) mechanistic B) virtual C) organic D) complex 5) Organizations that operate as efficiency machines and rely heavily on rules, regulations, and standardized tasks are described as ________. A) organic B) mechanistic C) rational D) virtual

6) Organizations that are highly flexible and adaptive are described as ________. A) organic B) boundaryless C) intuitive D) virtual 7) GlaxoSmithKline would become more ________ if it starts allowing its lab scientists to set the priorities and allocate the resources. A) intuitive B) mechanistic C) diversified D) organic 1) Which type of organization structure assigns specialists from different functional departments to work on one or more projects led by a project manager? A) network B) divisional C) matrix D) virtual 2) The matrix structure "weaves together"" elements of which two forms of departmentalization? A) functional and process B) process and product C) functional and geographical D) product and functional 3) The matrix structure violates the classical organizing principle of ________. A) unity of command B) chain of command C) span of control D) delegation of authority 4) A ________ organization is a small core organization that outsources major business functions, such as manufacturing, so that it can concentrate on its core competencies. A) network B) virtual C) team D) matrix 5) A ________ organization consists of a small core of full-time employees and temporarily hires outside specialists to work on opportunities that arise. A) network B) virtual C) team D) matrix

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Restructuring at Digital Arts (Scenario) Victor Lee is the founder and president of Digital Arts, a Vancouver-based company that makes games for popular electronic game consoles. The company has experienced tremendous growth over the years, but now Victor is concerned that the company's structure has become too tall and rigid. He explains, "Twenty years ago we started with five people and one product. Today we are a global operation with 500 people employed in six countries producing over 200 game titles." Digital Arts is currently organized into five specialized departments: product development, production, marketing, accounting, and human resources. To coordinate the workflow, many rules and regulations have been introduced. Victor now worries that the increased bureaucracy is beginning to stifle innovation. He ponders several restructuring options. 11) One option to improve workflow coordination and communication across the company is to assign specialists from each department to work on various projects being led by project managers. This contemporary design is called a ________ structure. A) functional B) divisional C) matrix D) network 12) Victor begins to wonder if they would not be better off to simply refocus their efforts on what they have always done best: design games. They could shrink the company back to a small core of game designers and contract out the other major business functions. This strategy is most consistent with a ________ organization. A) boundaryless B) network C) virtual D) matrix 13) Another structural option organizations might use is a ________ (also called an ad hoc committee), a temporary committee or team formed to tackle a specific short-term problem affecting several departments. A) task force B) network C) virtual D) matrix 14) The temporary nature of a task force is what differentiates it from a ________. A) ad-hoc committee B) project team C) cross-functional team D) interim team

In a short essay, describe the five common forms of departmentalization with examples and samples of advantages and disadvantages of each where possible. In a short essay, briefly explain the concepts of mechanistic and organic structures; and the benefits and drawbacks of each.In a short essay, briefly describe the four contemporary organizational designs and highlight the strengths and weaknesses of each. Give examples of organizations that fit into each design.

Chapter 11 In-Class Activity

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