UNDERSTANDING BUSINESS: SIMNET >IC<
12th Edition
ISBN: 9781307367065
Author: Nickels
Publisher: MCG/CREATE
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Question
Chapter 8, Problem 1PPT
Summary Introduction
To prepare: An organization chart for the CEO and entire organization of a company.
Introduction: An organization chart shows the different positions in an organization and the relationship among those different positions.
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Students have asked these similar questions
1. Which management function is responsible for the filling up of the different job positions in the organization’s structure.
2. It is a management function that focuses on the assigning of tasks, setting apart of funds, and bringing harmonious relations among the individuals and work group/teams in the organization.
3. It is about the influencin/motivating of others to do their best so that their work efforts results in the achievement of organizational goals.
4. The last function in the sequence, which culminates in the attainment of organization objective, is.
5. Which of the following management functions are closely related?
Draw a possible organization chart with this information below (can use other companies charts as examples)
From what I understand,
CEO(?)President (ray)CIO (ben) Then there are 6 directors listed, but should there be more positions under these directors like other managers or staff that are supossed to be assumed?
6. Candace has mixed feelings about the
company she works for. She is able to
make decisions at her level in the
organization but there are few levels of
management positions to be promoted
into. Which type of organizational
structure exists at the company Candace
works for?
O a. flat organization
O b. bureaucratic organization
O c. hierarchical organization
O d. boundary less organization
O e. decentralized organization
Chapter 8 Solutions
UNDERSTANDING BUSINESS: SIMNET >IC<
Ch. 8.1 - Prob. 8.1AQCh. 8.1 - Prob. 1MEDCh. 8.2 - Prob. 8.2AQCh. 8.2 - Prob. 8.2BQCh. 8.2 - Prob. 1TPCh. 8.2 - Prob. 2TPCh. 8.2 - Prob. 3TPCh. 8.3 - Prob. 8.3AQCh. 8.3 - Prob. 8.3BQCh. 8.3 - Prob. 4TP
Ch. 8.3 - Prob. 5TPCh. 8.3 - Prob. 6TPCh. 8.3 - Prob. 7TPCh. 8.4 - Prob. 8.4AQCh. 8.4 - Prob. 8TPCh. 8.4 - Prob. 9TPCh. 8.4 - Prob. 10TPCh. 8.5 - Prob. 8.5AQCh. 8.6 - Prob. 8.6AQCh. 8.6 - Prob. 11TPCh. 8.6 - Prob. 12TPCh. 8.6 - Prob. 13TPCh. 8 - Prob. 1CECh. 8 - Prob. 2CECh. 8 - Prob. 1CTCh. 8 - Prob. 2CTCh. 8 - Prob. 3CTCh. 8 - Prob. 4CTCh. 8 - Prob. 5CTCh. 8 - Prob. 2DCSCh. 8 - Prob. 3DCSCh. 8 - Prob. 4DCSCh. 8 - Prob. 5DCSCh. 8 - Prob. 1PPTCh. 8 - Prob. 2PPTCh. 8 - Prob. 3PPTCh. 8 - Prob. 4PPTCh. 8 - Prob. 1VCCh. 8 - Prob. 2VCCh. 8 - Prob. 3VC
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- The five-year meeting for setting a strategic plan requires management to have specific skills in all of the following areas except which of the following? Select one: a. handling information b. controlling the organization’s environment and its resources c. technical skills d. organizing and coordinatingarrow_forwardWhich among the following is one of the advantages of the McKinsey 7S model 1 It is considered a long-term modelWith the changing nature of businesses, it remains to be seen how the model will adapt. 2 It seems to rely on internal factors and processes and may be disadvantageous in situations where external circumstances influence an organization. 3 It is considered a longstanding theory, with numerous organizations adopting the model over time.arrow_forwardIf an organizational manual exists, a description of the division of work and the positions shown on the organization chart will be given in the manual or will be located on the company's intranet.arrow_forward
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