MAN6635 Exam 1 Study Guide || With Questions & Answers (Rated A+)

MAN6635 Exam 1 Study Guide || With
Questions & Answers (Rated A+)
Functional structure - ANSWER - - Functional departmentalization and high
centralization
- Very efficient
- Tend to be inflexible and insensitive to subtle differences across products, regions,
or clients
- Most appropriate in stable, predictable environments
- Likely to be inappropriate for most MNEs
- Appropriate if we only manufacture a few products or sell to one customer segment

Divisional structure - ANSWER - - Workflow departmentalization and low levels of
centralization
- Not very efficient
- Tend to be more flexible and innovative
- Tend to be sensitive to subtle differences across products, regions, or clients
- Most appropriate if we have multiple, distinct product lines
- Common divisions: geographical location, product lines, customer lines
- (government versus regular customers, north America vs Europe vs Asia vs middle
east)

Global Matrix Structure - ANSWER - - Allows a combination of other variables
integrating traditional business functions with country and product
- Involve two or more lines of reporting
- Typically a country "leg" with managers reporting to local and HQ supervisors
- At best, allows local and global realities to be reconciled
- At worst, allows managers to pursue narrow objectives without regard for other "legs"
on the matrix
- Can create divided loyalties- Loyalty tends to be local

Bombs and Baby Formula - ANSWER - Assume our company, HRM suppliers, sells 3
distinct product lines, bombs and
baby formula. What type of structural configuration would be most appropriate, a
divisional or functional structure?
- Divisional

Elements of the Organizational Structure - ANSWER - work specialization, chain of
command, span of control, centralization, formalization

Work Specialization - ANSWER - The degree to which tasks in an organization are
divided into separate jobs
& How work is divided

,Chain of command - ANSWER - Answers the question "Who reports to whom" and
signifies formal authority relationships

Span of control - ANSWER - Represents how many employees each manger in the
organization has responsibility for

Centralization - ANSWER - - Refers to where decisions are formally made in the
organization
- How high up in the org does real power reside

Formalization - ANSWER - - The degree to which rules and procedures are used to
standardize behaviors and decisions in an organization
- How formalized producers are

Two basic types of organizations - ANSWER - mechanistic, organic

Mechanistic organizations: - ANSWER - - High decrease of work specialization;
employees are given a very narrow view of the tasks they need to perform
- Very clear lines of authority
- High levels of hierarchical control
- Information is passed through a vertical communication (employee and
supervisor relationship)
- Employees encouraged to develop firm specific knowledge and expertise within their
area of specialization

Organic organizations - ANSWER - - Low degree of work specialization; employees are
encouraged to take a
broad view of the tasks they are to perform
- Although specific chain of command, employees think more broadly in
terms of where their responsibilities lie
- Knowledge and expertise are decentralized; employees are encouraged to
make their own decisions when appropriate
- Lateral communication is encouraged, focusing on information and advice
as opposed to orders
- Employees are encouraged to develop knowledge and expertise outside of their
specialization

org behavior - ANSWER - - A field of study devoted to understanding, explaining and
ultimately improving the attitudes and behaviors in individuals in groups in
organizations.
- What about a person makes a person perform well about a job and not want to
quit

HR Management - ANSWER - - The Policies practices systems that influence an
employee's attitudes,
behavior and performance.

, - The practical application of what we learn in org behavior
- Plan for hiring, recruit and select, train and develop employees, find best ways to
compensate, ensure good relationship with them

International HR - ANSWER - - HR management on a global scale and across global
waters.

Globality - ANSWER - everyone is competing with everyone on everything everywhere

Strategic Management - ANSWER -

Top 2 intangible assets are the primary focus of HRM - ANSWER - (difficult to
duplicate, and imitate)
-Branding

Ways to create employee engagement - ANSWER - - Engaged employees will likely be
top performers and most committed employees (represents organizational commitment)
- Low commitment: turnover, low performance, bad customer service, dissatisfaction.

Many international assignees typically become unassigned to their job
because they fail to adjust to job, new environment, or new coworkers/neighbors.
How to improve this: - ANSWER - Provide work adjustment, cultural, and interactional
adjustment.

Design, Structure and Strategy of the multinational enterprise - ANSWER -

Organizational structure - ANSWER - - Formally dictates how jobs and tasks are divided
and coordinated between individuals and groups within the company
- Organizational structure is an outcome (represented by the organizational chart)

Organizational design - ANSWER - - The process or style used by management to
arrange the components of structure
- Organizational design is a process - creating or modifying our organizational
structure

Structural configurations - ANSWER - Functional structure, Divisional structure, Global
Matrix structure

Organizational design & what it is impacted by: - ANSWER - - The process of creating,
selecting, or changing the structure of an organization

Impacted by the following:
- Business environment
- Consists of customers, competitors, suppliers, distributors, and other factors external
to the firm
- Global pressure