MHR CORRECT EXAMS SCRIPT ALL QUESTIONS
AND ANSWERS SURE A+
✔✔functional structure characteristics - ✔✔tend to work well for organizations in stable
environments selling only a few products or services because of the increased
economies of scale.Career paths within each function are clear, and employee skill
development tends to be in-depth but focused on a particular function. The possible
disadvantages of a functional structure include poor coordination and communication
across functions and a lack of clear responsibility for the delivery of a product or service.
There is also an increased risk of conflict if employees develop a narrow perspective
relevant to their function and not the organization as a whole.
✔✔Divisional Structure - ✔✔is a collection of functions organized around a particular
geographic area (geographic structure), product or service (product structure), or
market (market structure). are common among organizations with many products or
services, geographic areas, and customers. When companies are global, they might put
different divisions in charge of different geographic regions.
✔✔Divisional structures characteristics - ✔✔Divisional structures improve coordination
across functions and enable flexibility in responding to environmental changes because
employees' expertise is focused on specific products, customers, and/or geographic
regions. These structures can also help organizations grow or downsize as needed
because divisions can be added or deleted as required. The possible disadvantages of
, a divisional structure are that rivalries and conflict might emerge across divisions,
economies of scale are reduced because resources and skills are duplicated across
divisions, and employees may become focused on divisional rather than organizational
goals.
✔✔matrix structure - ✔✔When employees report to both a project or product team and
to a functional manager, are good at providing quality customer service, are very
flexible, and can respond quickly to changes because the work units contain all of the
needed functional expertise to make decisions. They are best suited to complex
activities in uncertain environments, and work well when one affiliation is permanent
(typically functional) and the other is temporary, such as a specific project
✔✔Matrix organizations ex - ✔✔assigning a production specialist in your chocolate
company to a Valentine's Day project for three months and then to a Six Flags project
for four months.
✔✔team-based structure - ✔✔create horizontal or vertical teams that can define part or
all of the organization. performance team members from different functions are
permanently assigned to the project or product team and do not report to a second
functional manager.
✔✔team-based structure ex - ✔✔Whole Foods Market, the largest natural-foods grocer
in the United States, has an average of ten self-managed teams in each store. Team
leaders in each store and in each region are also a team. are best when collaboration
and inputs from several functional areas are required.
✔✔lattice structure - ✔✔cross-functional and cross-level subteams are formed and
dissolved as necessary to complete specific projects and tasks. created a lattice
structure with minimal hierarchy and few rules, organizing the company as if it were a
bunch of small task forces.
✔✔lattice structure ex - ✔✔Gore does have a president and CEO, divisions, and
business units, but there is no organizational chart, there is minimal hierarchy, and there
are sponsors rather than bosses. There is no fixed or assigned authority. Goals are set
by the same people who are accountable for making them happen, and tasks and
functions are organized through a system of commitments. This allows employees to
create roles for themselves that leverage their talents and interests rather than be
assigned formal jobs.
✔✔network organization - ✔✔is a collection of autonomous units or firms that act as a
single larger entity, using social mechanisms for coordination and control. Because
network organizations contract out any function that can be done better or more cheaply
by outside firms (e.g., marketing and payroll), managers spend a lot of time coordinating
and controlling the network of contractors and strategic alliances. does not have a
AND ANSWERS SURE A+
✔✔functional structure characteristics - ✔✔tend to work well for organizations in stable
environments selling only a few products or services because of the increased
economies of scale.Career paths within each function are clear, and employee skill
development tends to be in-depth but focused on a particular function. The possible
disadvantages of a functional structure include poor coordination and communication
across functions and a lack of clear responsibility for the delivery of a product or service.
There is also an increased risk of conflict if employees develop a narrow perspective
relevant to their function and not the organization as a whole.
✔✔Divisional Structure - ✔✔is a collection of functions organized around a particular
geographic area (geographic structure), product or service (product structure), or
market (market structure). are common among organizations with many products or
services, geographic areas, and customers. When companies are global, they might put
different divisions in charge of different geographic regions.
✔✔Divisional structures characteristics - ✔✔Divisional structures improve coordination
across functions and enable flexibility in responding to environmental changes because
employees' expertise is focused on specific products, customers, and/or geographic
regions. These structures can also help organizations grow or downsize as needed
because divisions can be added or deleted as required. The possible disadvantages of
, a divisional structure are that rivalries and conflict might emerge across divisions,
economies of scale are reduced because resources and skills are duplicated across
divisions, and employees may become focused on divisional rather than organizational
goals.
✔✔matrix structure - ✔✔When employees report to both a project or product team and
to a functional manager, are good at providing quality customer service, are very
flexible, and can respond quickly to changes because the work units contain all of the
needed functional expertise to make decisions. They are best suited to complex
activities in uncertain environments, and work well when one affiliation is permanent
(typically functional) and the other is temporary, such as a specific project
✔✔Matrix organizations ex - ✔✔assigning a production specialist in your chocolate
company to a Valentine's Day project for three months and then to a Six Flags project
for four months.
✔✔team-based structure - ✔✔create horizontal or vertical teams that can define part or
all of the organization. performance team members from different functions are
permanently assigned to the project or product team and do not report to a second
functional manager.
✔✔team-based structure ex - ✔✔Whole Foods Market, the largest natural-foods grocer
in the United States, has an average of ten self-managed teams in each store. Team
leaders in each store and in each region are also a team. are best when collaboration
and inputs from several functional areas are required.
✔✔lattice structure - ✔✔cross-functional and cross-level subteams are formed and
dissolved as necessary to complete specific projects and tasks. created a lattice
structure with minimal hierarchy and few rules, organizing the company as if it were a
bunch of small task forces.
✔✔lattice structure ex - ✔✔Gore does have a president and CEO, divisions, and
business units, but there is no organizational chart, there is minimal hierarchy, and there
are sponsors rather than bosses. There is no fixed or assigned authority. Goals are set
by the same people who are accountable for making them happen, and tasks and
functions are organized through a system of commitments. This allows employees to
create roles for themselves that leverage their talents and interests rather than be
assigned formal jobs.
✔✔network organization - ✔✔is a collection of autonomous units or firms that act as a
single larger entity, using social mechanisms for coordination and control. Because
network organizations contract out any function that can be done better or more cheaply
by outside firms (e.g., marketing and payroll), managers spend a lot of time coordinating
and controlling the network of contractors and strategic alliances. does not have a
