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Lecture 2

ADM3713 Lecture 2: Sample Questions Chapter #3, 4, 5, 6

6 Pages
75 Views
Fall 2016

Department
Administration - UNBF
Course Code
ADM3713
Professor
Lynch Eamonn
Lecture
2

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Sample Questions Chapter #3
1. What are the three main components that an organization chart identifies?
a. organizational structure designates formal reporting relationships, including the
number of levels in the hierarchy and the span of control of managers and
supervisors
b. organizational structure identifies the grouping together of individuals into
departments and of departments into the total organization.
c. organizational structure includes the design of systems to ensure effective
communication, coordination, and integration
2. When are vertically structured organizations most appropriate? What about Horizontal
Organizations?
a.
3. What are the devices used to achieve vertical and horizontal linkages?
a. Structural devices to achieve vertical linkage:
i. Hierarchical Referral
1. if a problem arises that employees don't know how to solve, it can
be referred up to the next level in the hierarchy. when the problem
is solved, the answer is passed back down to lower levels.
ii. Rules and Plans
1. to the extent that problems and decisions are repetitious, a rule or
procedure can be established so employees know how to respond
without communicating directly with their manager.
iii. Vertical Information Systems
1. include the periodic reports, written information, and computer-
based communications distributed to managers. makes
communication up and down the hierarchy more efficient.
b. Structural devices to achieve horizontal linkage:
i. Information systems
1. cross-functional information system. computerized information
systems can enable managers or frontline workers throughout the
organization to routinely exchange information about problems,
opportunities, activities or decisions
ii. direct contact
1. direct contact with managers or employees affected by a problem.
Create a special liaison role. often exist between engineering and
manufacturing departments because engineering has to develop
and test to fit the limitations of manufacturing facilities.
iii. task forces
1. is a temporary committee composed of representatives from each
organizational unit affected by a problem. each member represents
the interest of a department or division and can carry information
from the meeting back to that department.
iv. full-time integrator
1. has a title such as product manager, project manager, program
manager, or band manager. does not report to one of the functional
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departments being coordinated. located outside the departments
and has the responsibility for coordinating several departments.
v. Teams
1. permanent task forces and are often used in conjunction with a
full-time integrator. often the solution when working a projects for
long period of time.
4. What are the four models to measure organizational effectiveness? Describe.
Advantages and disadvantages to each model?
5. Describe the different types of organizational structures
a. Functional structures
b.
6. Describe when a functional organization structure is most appropriate? Divisional?
Horizontal? Matrix?
7. What are some of the symptoms of structural deficiencies? What are possible
strategies/diagnosis to address these symptoms?
a. Overloaded at top
b. Insufficient delegation to bottom
c. Lack of proper information flowing to management
d. Diagnosis: Inadequate vertical
Sample Questions Chapter #4
1. What is the difference between the task and general environment?
a. Task environment: External environment of an organization which affects its
ability to reach business goals. Any business or consumer with direct
involvement with an organization may be part of the task environment. Examples
of task environment sectors include, competitors, customers, suppliers and labor
supply
b. General environment: The factors and conditions (such as economic, legal,
political, and social circumstances) that generally affect everyone in an industry
or market in more or less similar manner.
2. What are the two dimensions for determining environmental uncertainty?
a. Environmental uncertainty: Situation where the management of a firm has little
information about its external environment that is in a state of flux and, hence,
largely unpredictably.
b. The need for information about the environment
c. The need for resources from the environment
3. What is differentiation and integration in an organizational context and how can it help
organizations adapt to the external environment?
a. Organizational differentiation
i. The differences in cognitive and emotional orientations among managers
in different functions, departments and the difference informal structure
among these departments
ii. when the external environment is complex and rapidly changing,
organizational departments become highly specialized to handle the
uncertainty in their external sector.
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Description
Sample Questions Chapter 3 1. What are the three main components that an organization chart identifies? a. organizational structure designates formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors b. organizational structure identifies the grouping together of individuals into departments and of departments into the total organization. c. organizational structure includes the design of systems to ensure effective communication, coordination, and integration 2. When are vertically structured organizations most appropriate? What about Horizontal Organizations? a. 3. What are the devices used to achieve vertical and horizontal linkages? a. Structural devices to achieve vertical linkage: i. Hierarchical Referral 1. if a problem arises that employees dont know how to solve, it can be referred up to the next level in the hierarchy. when the problem is solved, the answer is passed back down to lower levels. ii. Rules and Plans 1. to the extent that problems and decisions are repetitious, a rule or procedure can be established so employees know how to respond without communicating directly with their manager. iii. Vertical Information Systems 1. include the periodic reports, written information, and computer based communications distributed to managers. makes communication up and down the hierarchy more efficient. b. Structural devices to achieve horizontal linkage: i. Information systems 1. crossfunctional information system. computerized information systems can enable managers or frontline workers throughout the organization to routinely exchange information about problems, opportunities, activities or decisions ii. direct contact 1. direct contact with managers or employees affected by a problem. Create a special liaison role. often exist between engineering and manufacturing departments because engineering has to develop and test to fit the limitations of manufacturing facilities. iii. task forces 1. is a temporary committee composed of representatives from each organizational unit affected by a problem. each member represents the interest of a department or division and can carry information from the meeting back to that department. iv. fulltime integrator 1. has a title such as product manager, project manager, program manager, or band manager. does not report to one of the functional
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