Classroom Response System Organizing the Business Business Essentials, 8th Edition Ebert/Griffin Classroom Response System Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Identifying the necessary jobs within a business and how each job relates to one another is known as: A Gantt chart Organizational structure A work team Organizational behavior Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Identifying the necessary jobs within a business, and how each job relates to one another is known as: A Gantt chart Organizational structure A work team Organizational behavior Organizational structure requires a manager to look at how all the pieces of the firm fit together. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A diagram that depicts a firm’s structure and how each employee fits in that structure is a(n): Matrix Span of control Organizational chart Centralized diagram Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A diagram that depicts a firm’s structure and how each employee fits in that structure is a(n): Matrix Span of control Organizational chart Centralized diagram An organizational chart shows where each employee fits within the chain of command. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Listing specific tasks, and naming people to perform them, is known as: Departmentalization Job specialization Span of control Decentralization Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Listing specific tasks, and naming people to perform them, is known as: Departmentalization Job specialization Span of control Decentralization Job specialization identifies “who” will do “what.” Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Departmentalization allows a firm to treat each department as its own unit, also known as: Division Profit center Divisional structure Customer area Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Departmentalization allows a firm to treat each department as its own unit, also known as: Division Profit center Divisional structure Customer area Breaking departments into profit centers can help management to better identify strengths and weaknesses within the firm. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Dividing the organization by tasks, such as accounting and marketing is known as: Product departmentalization Customer departmentalization Functional departmentalization Process departmentalization Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Dividing the organization by tasks, such as accounting and marketing is known as: Product departmentalization Customer departmentalization Functional departmentalization Process departmentalization Dividing organizations by what employees actually DO is known as functional departmentalization. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Dividing the organization based on location is also known as: Product departmentalization Customer departmentalization Functional departmentalization Geographic departmentalization Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Dividing the organization based on location is also known as: Product departmentalization Customer departmentalization Functional departmentalization Geographic departmentalization Organizing departments by geography can make communication and problem solving more convenient. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A business that gives most of the decision-making authority to top management: Uses a centralized organization Uses a decentralized organization Has an informal structure Has made a strategic error Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A business that gives most of the decision-making authority to top management: Uses centralized organization Uses decentralized organization Has an informal structure Has made a strategic error When top management makes most of the decisions, the firm has a centralized organization. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Which of these statements regarding organizational structures is true? Communication in tall structures is better than in flat structures. It is normal for a business to become taller as it grows in size. Adding layers of management improves performance because it raises expectations. None of these are true. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Which of these statements regarding organizational structures is true? Communication in tall structures is better than in flat structures. It is normal for a business to become taller as it grows in size. Adding layers of management improves performance because it raises expectations. None of these are true. Businesses will usually add layers of management as the business grows. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A manager in a flat organization will tend to supervise a number of subordinates. This means: The manager deserves more money. The subordinates are not being well managed. The manager has a wide span of control. The manager has too much responsibility. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A manager in a flat organization will tend to supervise a number of subordinates. This means: The manager deserves more money. The subordinates are not being well managed. The manager has a wide span of control. The manager has too much responsibility. Flat organizations have wider spans of control than tall organizations. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Allocating work to a subordinate is known as: Delegation Accountability Intrapreneuring Responsibility Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Allocating work to a subordinate is known as: Delegation Accountability Intrapreneuring Responsibility Effective managers will delegate work to subordinates. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Employees who have an obligation to complete a task successfully for their manager have: Authority Responsibility Accountability Centralized decision making Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Employees who have an obligation to complete a task successfully for their manager have: Authority Responsibility Accountability Centralized decision making An employee with a sense of accountability will complete work correctly and on time. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A manager delegates a task to an associate and also gives her decision-making power. The manager has given ______ to the associate. Chain of command Authority Specialization Strategic power Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A manager delegates a task to an associate and also gives her decision-making power. The manager has given ______ to the associate. Chain of command Authority Specialization Strategic power Giving authority to make decisions to an associate is a vital tool in the delegation process. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A manager has ______ over a subordinate because of the manager’s place in the chain of command. Staff authority Line authority Team authority Committee authority Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A manager has ______ over a subordinate because of the manager’s place in the chain of command. Staff authority Line authority Team authority Committee authority Line authority gives the manager power over the subordinate. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Experts or specialists may have _____ when advising certain departments within the firm. Staff authority Line authority Team authority Committee authority Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Experts or specialists may have _____ when advising certain departments within the firm. Staff authority Line authority Team authority Committee authority Experts in the field can have staff authority based on their knowledge of a particular matter. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A group which is empowered to plan and organize their own work with little supervision. Work teams Matrix structures Intrapreneur group Functional work units Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A group which is empowered to plan and organize their own work with little supervision. Work teams Matrix structures Intrapreneur group Functional work units Work teams have a great deal of freedom to plan, assign, and complete work activities. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A department which resembles a business because it produces and markets its own products. Virtual organization Division Matrix structure Decentralized team Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall A department which resembles a business because it produces and markets its own products. Virtual organization Division Matrix structure Decentralized team Larger businesses are often composed of several smaller divisions. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Some groups work almost exclusively on projects, with little hierarchy. They are: Learning organizations Flat organizations Team organizations Tall organizations Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Some groups work almost exclusively on projects, with little hierarchy. They are: Learning organizations Flat organizations Team organizations Tall organizations Team organizations focus on solving specific problems. Once the project is completed, each member moves on to a new project. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall An organization with little formal structure, flexible staffing, and responsiveness to the specific demands of each unique situation is a: Learning organization Grapevine Virtual organization Functional organization Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall An organization with little formal structure, flexible staffing, and responsiveness to the specific demands of each unique situation is a: Learning organization Grapevine Virtual organization Functional organization A virtual organization will contract employees to meet short-term needs. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Underlying the formal organization are the everyday relations of the employees. This often unseen structure is known as: Intrapreneuring An informal organization A matrix structure A functional organization Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Underlying the formal organization are the everyday relations of the employees. This often unseen structure is known as: Intrapreneuring An informal organization A matrix structure A functional organization The interpersonal nature of work, beyond the actual tasks that are performed, is an influential force. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The informal structure communicates through the: Grapevine Divisional structure Committee structure Team structure Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

The informal structure communicates through the: Grapevine Divisional structure Committee structure Team structure Employees gather information through phone calls, e-mail, and in the break room. All of these channels are part of the grapevine. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3M encourages its employees to spend time on personal projects that may become new products for the company. 3M encourages: The learning organization An international organizational structure Intrapreneuring Externships Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 3M encourages its employees to spend time on personal projects that may become new products for the company. 3M encourages: The learning organization An international organizational structure Intrapreneuring Externships Many businesses encourage their employees to develop their own projects and “sell” them as new product ideas to management. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall