BA 350 Randel Final Exam Questions
With Correct Answers
Organizational culture: - ANSWER system of shared meaning held by members
that distinguishes the organization from other organizations
o Shared beliefs and values
o "It's the way we do things around here"
o A pattern of assumptions
o Common perceptions held by Organization members
o A sense of continuity that tells us who we are
o "Social glue"
o It is different than corporate image
characteristics:
1) Innovation and Risk Taking
2) Attention to Detail
3) Outcome orientation
4) People orientation
5) Team Orientation
6) Aggressiveness within organizations
7) Stability of organization/culture
Strong Culture: - ANSWER A culture in which the core values are intensely held
and widely shared.
• If an org has a strong culture, the management does not need to be so
concerned with formalization; it is internalized by employees
• Examples: Southwest(Good), NYPD (bad)
advantages:
Improves performance by:
• Rallying employees around a set of meaningful, united goals
• Guides employee behavior (in place of formalization)
• Conveys sense of identity for its members
• Facilitates commitment to something larger than self-interest
disadvantages:
• Barrier to diversity
• Blinds firm decision makers to changes in the environment
• Potential for ethical transgressions (NYPD ex)
,Weak Culture: - ANSWER A culture in which the opinions about the
organization's mission and values vary widely amongst group members
• Usually a higher turnover rate, and less agreement w/in Management
Organizational Structure: - ANSWER How Job tasks are formally divided,
grouped, and coordinated.
elements:
work specialization
departmentalization
chain of command,
span of control,
formalization,
centralization and decentralization
Work Specialization(economies and diseconomies): - ANSWER
Departmentalization: - ANSWER The basis by which jobs are grouped together;
Grouping Activities by:
• Function
• Product
• Geography
• Process
• Customer
Chain of command: - ANSWER The unbroken line of authority that extends from
the top of an organization to the lowest echelon and clarifies who reports to
whom.
Unity of Command: - ANSWER A subordinate should have only one superior to
whom he or she is directly responsible
Centralization: - ANSWER The degree to which decision-making is concentrated
at a single point in the organization.
Decentralization: - ANSWER The degree to which decision-making is spread out
to all levels of an organization.o
Formalization: - ANSWER The degree to which jobs within the organization are
standardized.
Simple structure: - ANSWER A structure characterized by a low degree of
departmentalization, wide spans of control, authority centralized in a single
person, and little formalization
Bureaucracy: - ANSWER characterized by:
, • High Specialization
• High Formalization
• Centralized Authority
• Decision-Making follows chain of command
• Usually departmentalization by function
• Narrow spans of control
*A way of trying to take politics out of an org.*
strengths:
o Minimum duplication of equipment and personnel
o Enhanced communication
o Centralized decision making
o Standardization!
weaknesses:
o Subunit disagreements/inefficiencies
o "Red Tape"- Too many steps/hoops to get end result
o Obsessive concern with following the rules
Matrix structure: - ANSWER A structure that creates dual lines of authority and
combines functional and product departmentalization
• Gains advantages of functional and product departmentalization while avoiding
their weaknesses.
• Facilitates coordination of complex and interdependent activities.
• Breaks down unity-of-command concept, functional and departmental
managers: "Who do I report to?"
Virtual Organization: - ANSWER A small, core organization that outsources
major business functions; highly centralized, little or no departmentalization;
Concepts:
o Provides maximum flexibility while concentrating on what the organization
does best.
o Disadvantage is reduced control over key activities and assets of the
business.
Boundary-less organization: - ANSWER An organization that seeks to eliminate
the chain of command, have limitless spans of control, and replace departments
with empowered teams; T-form Concepts:
o -Eliminate vertical (hierarchical- minimize status and rank) and horizontal
(departmental- replace functional with cross-functional teams ) internal
boundaries.
o -When fully operational, breaks down geographic barriers
o -Breakdown external barriers to customers and suppliers through strategic
alliances
Mechanistic Model: - ANSWER "synonymous with Bureaucracy"
With Correct Answers
Organizational culture: - ANSWER system of shared meaning held by members
that distinguishes the organization from other organizations
o Shared beliefs and values
o "It's the way we do things around here"
o A pattern of assumptions
o Common perceptions held by Organization members
o A sense of continuity that tells us who we are
o "Social glue"
o It is different than corporate image
characteristics:
1) Innovation and Risk Taking
2) Attention to Detail
3) Outcome orientation
4) People orientation
5) Team Orientation
6) Aggressiveness within organizations
7) Stability of organization/culture
Strong Culture: - ANSWER A culture in which the core values are intensely held
and widely shared.
• If an org has a strong culture, the management does not need to be so
concerned with formalization; it is internalized by employees
• Examples: Southwest(Good), NYPD (bad)
advantages:
Improves performance by:
• Rallying employees around a set of meaningful, united goals
• Guides employee behavior (in place of formalization)
• Conveys sense of identity for its members
• Facilitates commitment to something larger than self-interest
disadvantages:
• Barrier to diversity
• Blinds firm decision makers to changes in the environment
• Potential for ethical transgressions (NYPD ex)
,Weak Culture: - ANSWER A culture in which the opinions about the
organization's mission and values vary widely amongst group members
• Usually a higher turnover rate, and less agreement w/in Management
Organizational Structure: - ANSWER How Job tasks are formally divided,
grouped, and coordinated.
elements:
work specialization
departmentalization
chain of command,
span of control,
formalization,
centralization and decentralization
Work Specialization(economies and diseconomies): - ANSWER
Departmentalization: - ANSWER The basis by which jobs are grouped together;
Grouping Activities by:
• Function
• Product
• Geography
• Process
• Customer
Chain of command: - ANSWER The unbroken line of authority that extends from
the top of an organization to the lowest echelon and clarifies who reports to
whom.
Unity of Command: - ANSWER A subordinate should have only one superior to
whom he or she is directly responsible
Centralization: - ANSWER The degree to which decision-making is concentrated
at a single point in the organization.
Decentralization: - ANSWER The degree to which decision-making is spread out
to all levels of an organization.o
Formalization: - ANSWER The degree to which jobs within the organization are
standardized.
Simple structure: - ANSWER A structure characterized by a low degree of
departmentalization, wide spans of control, authority centralized in a single
person, and little formalization
Bureaucracy: - ANSWER characterized by:
, • High Specialization
• High Formalization
• Centralized Authority
• Decision-Making follows chain of command
• Usually departmentalization by function
• Narrow spans of control
*A way of trying to take politics out of an org.*
strengths:
o Minimum duplication of equipment and personnel
o Enhanced communication
o Centralized decision making
o Standardization!
weaknesses:
o Subunit disagreements/inefficiencies
o "Red Tape"- Too many steps/hoops to get end result
o Obsessive concern with following the rules
Matrix structure: - ANSWER A structure that creates dual lines of authority and
combines functional and product departmentalization
• Gains advantages of functional and product departmentalization while avoiding
their weaknesses.
• Facilitates coordination of complex and interdependent activities.
• Breaks down unity-of-command concept, functional and departmental
managers: "Who do I report to?"
Virtual Organization: - ANSWER A small, core organization that outsources
major business functions; highly centralized, little or no departmentalization;
Concepts:
o Provides maximum flexibility while concentrating on what the organization
does best.
o Disadvantage is reduced control over key activities and assets of the
business.
Boundary-less organization: - ANSWER An organization that seeks to eliminate
the chain of command, have limitless spans of control, and replace departments
with empowered teams; T-form Concepts:
o -Eliminate vertical (hierarchical- minimize status and rank) and horizontal
(departmental- replace functional with cross-functional teams ) internal
boundaries.
o -When fully operational, breaks down geographic barriers
o -Breakdown external barriers to customers and suppliers through strategic
alliances
Mechanistic Model: - ANSWER "synonymous with Bureaucracy"
