INST 335 Exam

INST 335 Exam Top Managers responsible for developing the organization's strategy and acting as a steward for its vision and statement Functional Managers responsible for the efficiency and effectiveness of a specific area such as accounting or marketing Divisional Managers responsible for parts of an organization that are organized not by function, but by region or territory or product line Supervisory Managers responsible for coordinating a subgroup with a particular function or a team composed of members from different parts of the organization Line Managers lead a team that contributes directly to the products or services the organization creates Staff Managers lead a function that creates indirect inputs Project Managers responsible for the planning, execution, and closing of a specific project General Managers responsible for managing a clearly identifiable revenue-producing unit (ie. a store, business unit, or product line) Centralization the degree to which decision-making authority is concentrated at higher levels in an organization Formalism the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated Tall Structures have several layers of management between frontline employees and top managers Flat Structures consist of only a few layers between top management and frontline employees Mechanistic Structure structures that resemble a bureaucracy and are highly formalized and centralized. Communication tends to follow channels Organic Structure structures that are flexible and decentralized with low levels of formalization where communication lines are more fluid and flexible Functional Structure is one of the most common organizational structures. Under this structure, the organization groups employees according to a specialized or similar set of roles or tasks Theory X Dislike work -will avoid It Must be coerced, controlled, directed, or threatened with punishment. Theory Y Do not dislike work. Self direction and self control. Theory Z Was Popular during the asian economic boom in the 1980s. Applied to Japanese management style. Increased employee loyalty to the org. Provide job for life and focused on employee well-being on and off the job. INST 335 Exam Top Managers responsible for developing the organization's strategy and acting as a steward for its vision and statement Functional Managers responsible for the efficiency and effectiveness of a specific area such as accounting or marketing Divisional Managers responsible for parts of an organization that are organized not by function, but by region or territory or product line Supervisory Managers responsible for coordinating a subgroup with a particular function or a team composed of members from different parts of the organization Line Managers lead a team that contributes directly to the products or services the organization creates Staff Managers lead a function that creates indirect inputs Project Managers responsible for the planning, execution, and closing of a specific project General Managers responsible for managing a clearly identifiable revenue-producing unit (ie. a store, business unit, or product line) Centralization the degree to which decision-making authority is concentrated at higher levels in an organization Formalism the extent to which an organization's policies, procedures, job descriptions, and rules are written and explicitly articulated Tall Structures have several layers of management between frontline employees and top managers Flat Structures consist of only a few layers between top management and frontline employees Mechanistic Structure structures that resemble a bureaucracy and are highly formalized and centralized. Communication tends to follow channels Organic Structure structures that are flexible and decentralized with low levels of formalization where communication lines are more fluid and flexible Functional Structure is one of the most common organizational structures. Under this structure, the organization groups employees according to a specialized or similar set of roles or tasks Theory X Dislike work -will avoid It Must be coerced, controlled, directed, or threatened with punishment. Theory Y Do not dislike work. Self direction and self control. Theory Z Was Popular during the asian economic boom in the 1980s. Applied to Japanese management style. Increased employee loyalty to the org. Provide job for life and focused on employee well-being on and off the job.