MHR LATEST FINAL EXAMS QUESTIONS AND
ANSWERS SURE A+
✔✔division of labor - ✔✔which reflects the degree to which employees specialize or
perform a variety of tasks as generalists. is reflected in the number of job titles in an
organization, or by the extent to which specialist roles exist within each functional area.
✔✔division of labor characteristics - ✔✔Dividing work into specialized jobs increases
work efficiency. Specialized employees can learn their jobs faster and with less training,
and because their jobs are focused, they waste little time changing tasks. Division of
labor also makes it easier to assess job candidates for the specific talents needed to do
each job. Because specialists are experts, they often have greater autonomy and
decision-making authority, which increases the firm's ability to respond quickly to
environmental changes.
On the downside, employees tend to be more isolated when division of labor is high.
This can make it difficult for different divisions in the company to understand each
other's priorities and needs and can increase the potential for conflict. The increased
specialization of employees in each division also decreases organizational flexibility.
✔✔span of control - ✔✔The number of people reporting directly to an individual is that
person's
, ✔✔narrow span of control - ✔✔more costly, but they also provide closer supervision
and more coaching. Narrower spans of control are necessary for novel and complex
tasks.
✔✔wider spans of control - ✔✔give subordinates greater autonomy and responsibility
for self-management and are best for routine, production-type work.Wider spans of
control are possible when technology (such as an assembly line or computerized call
center management technology) substitutes for close supervision, when subordinates
need less direction and control, and when the jobs being supervised are similar.
✔✔hierarchy - ✔✔it outlines supervision relationships by giving some employees
authority over others. The more layers in an organization, the greater its
✔✔hierarchy characteristics - ✔✔Although hierarchy can facilitate the coordination of
different departments, organizations clearly should not have more hierarchical levels
than are necessary. Not having enough levels can also create problems; when work
activities require control and coordination, middle management layers can facilitate work
processes. Hierarchy can give too much power to a few people at the top of the
organization, which can increase the risk of unethical behavior. Because hierarchy
creates a clear chain of command, it can also restrict the interaction and communication
among employees.To better compete in a fast-changing, global marketplace,
organizations are increasingly restructuring to reduce their hierarchy and improve speed
and efficiency.
✔✔Formalization - ✔✔reflects the extent to which organizational rules, procedures, and
communications are written down.
✔✔formalization characteristics - ✔✔In highly formalized firms, little flexibility exists in
making decisions, and both procedures and rewards follow explicit rules. Formalization
is not necessary for high performance; Because formalization increases job and role
clarity, it can increase employee commitment. Without role clarity, dissatisfaction,
anxiety, and lower performance can result. If employees perceive that organizational
rewards are consistently allocated based on formal rules and procedures, their
confidence that they are being compensated appropriately is increased.
✔✔Centralization - ✔✔Concentrate power and decision-making authority at higher
levels of the organization
✔✔centralized organizations clarification - ✔✔The two subcomponents of centralization
are participation in decision making and hierarchy of authority.Centralization creates
clear lines of communication and responsibility, and the implementation of decisions
tends to be straightforward. Centralization is best in noncomplex, stable environments.
centralized organizations concentrate authority at high levels of the organization,
Centralization is best thought of as a continuum, and different functions in a company
can have different degrees of centralization. Centralizing authority can lead many
ANSWERS SURE A+
✔✔division of labor - ✔✔which reflects the degree to which employees specialize or
perform a variety of tasks as generalists. is reflected in the number of job titles in an
organization, or by the extent to which specialist roles exist within each functional area.
✔✔division of labor characteristics - ✔✔Dividing work into specialized jobs increases
work efficiency. Specialized employees can learn their jobs faster and with less training,
and because their jobs are focused, they waste little time changing tasks. Division of
labor also makes it easier to assess job candidates for the specific talents needed to do
each job. Because specialists are experts, they often have greater autonomy and
decision-making authority, which increases the firm's ability to respond quickly to
environmental changes.
On the downside, employees tend to be more isolated when division of labor is high.
This can make it difficult for different divisions in the company to understand each
other's priorities and needs and can increase the potential for conflict. The increased
specialization of employees in each division also decreases organizational flexibility.
✔✔span of control - ✔✔The number of people reporting directly to an individual is that
person's
, ✔✔narrow span of control - ✔✔more costly, but they also provide closer supervision
and more coaching. Narrower spans of control are necessary for novel and complex
tasks.
✔✔wider spans of control - ✔✔give subordinates greater autonomy and responsibility
for self-management and are best for routine, production-type work.Wider spans of
control are possible when technology (such as an assembly line or computerized call
center management technology) substitutes for close supervision, when subordinates
need less direction and control, and when the jobs being supervised are similar.
✔✔hierarchy - ✔✔it outlines supervision relationships by giving some employees
authority over others. The more layers in an organization, the greater its
✔✔hierarchy characteristics - ✔✔Although hierarchy can facilitate the coordination of
different departments, organizations clearly should not have more hierarchical levels
than are necessary. Not having enough levels can also create problems; when work
activities require control and coordination, middle management layers can facilitate work
processes. Hierarchy can give too much power to a few people at the top of the
organization, which can increase the risk of unethical behavior. Because hierarchy
creates a clear chain of command, it can also restrict the interaction and communication
among employees.To better compete in a fast-changing, global marketplace,
organizations are increasingly restructuring to reduce their hierarchy and improve speed
and efficiency.
✔✔Formalization - ✔✔reflects the extent to which organizational rules, procedures, and
communications are written down.
✔✔formalization characteristics - ✔✔In highly formalized firms, little flexibility exists in
making decisions, and both procedures and rewards follow explicit rules. Formalization
is not necessary for high performance; Because formalization increases job and role
clarity, it can increase employee commitment. Without role clarity, dissatisfaction,
anxiety, and lower performance can result. If employees perceive that organizational
rewards are consistently allocated based on formal rules and procedures, their
confidence that they are being compensated appropriately is increased.
✔✔Centralization - ✔✔Concentrate power and decision-making authority at higher
levels of the organization
✔✔centralized organizations clarification - ✔✔The two subcomponents of centralization
are participation in decision making and hierarchy of authority.Centralization creates
clear lines of communication and responsibility, and the implementation of decisions
tends to be straightforward. Centralization is best in noncomplex, stable environments.
centralized organizations concentrate authority at high levels of the organization,
Centralization is best thought of as a continuum, and different functions in a company
can have different degrees of centralization. Centralizing authority can lead many
