Chapter 5: Organizing

What is the process by which managers establish the structure of working relationships among employees to allow them to achieve organizational goals efficiently and effectively?

• Internalizing

• Organizing

• Expanding

• Diversifying

Job design can be defined as the process of

• deciding how to divide tasks into specific jobs.

• reducing the number of tasks that each worker performs.

• decreasing the degree of responsibility a worker has over a job.

• increasing the number of different tasks in a given job by changing the division of labor.

Claire directed the live five o'clock news program, but she felt she had more to contribute, so her manager added a midday talk show to her directing responsibilities. This is an example of

• job simplification.

• job enrichment.

• job enlargement.

• task identity.

Jill's manager noticed that Jill was getting bored with her job responsibilities and needed a new challenge, so he sent her to a seminar where she could learn new ways of performing her current job and asked her to monitor her performance using the new tools. Which job characteristic is demonstrated?

• job enlargement

• job simplification

• job enrichment

• task identity

When managers organize divisions based solely on the type of good or service they provide, they adopt which type of functional structure?

• customer

• geographic

• functional

• product

When managers organize divisions according to the type of customer they focus on, they are using a _______ structure.

• product

• geographic

• market

• product team

FedEx has divided operations by creating a division in each region of the world in which it operates. FedEx uses a _______ organizational structure.

• geographic

• service

• product

• functional

A _______ structure simultaneously groups people and resources by function and by product.

• functional

• market

• matrix

• product

What is the advantage of the flexibility afforded by a matrix structure?

• It prevents dual reporting relationships.

• It permanently assigns functional employees to a cross-functional team that is empowered to bring a new product to market.

• It eliminates the problem that arises when a functional manager and a product manager makes conflicting demands.

• It lets managers keep pace with a changing and increasingly complex environment.

How is a product team structure different from a matrix structure?

• Unlike a matrix structure, a product team structure focuses on departmental goals rather than general organizational goals.

• Unlike a matrix structure, a product team structure establishes artificial boundaries between departments.

• Unlike a matrix structure, a product team structure results in employees reporting to either the product team manager or to one of his or her direct subordinates.

• Unlike a matrix structure, a product team structure creates two-boss employees.