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Organizational Structure
Restructuring
One more question!
100
Two issues that are central to structural design are ______ and _____.
Differentiation (Division of labor, Specialization) and Integration (Coordination, Harmonizing)
100
Restructure is necessary because, A) environmental and technological changes B) initiatives from the new leadership C) decentralized structure D) machine bureaucracy E) growth in organization
A, B, E
100
Structure where two or multiple groups (e.g., academic and administration) work together, but separately, specialized
Loosely coupled
200
Higher levels coordinate and control the work of subordinates through authority, rules and policies, and planning and control systems.
vertical coordination
200
In Mintzberg's fives, this group refers to workers who produce or provide products or services to customers or clients.
Operating Core
300
Later coordination is always better than vertical coordination. Yes? No? Why?
Vertical coordination is better when environment is stable, tasks are predictable. Lateral coordination is better when a complex task is performed in a fast-changing environment. Should use both for the organization's circumstances.
300
In Mintzberg's fives, administrative component, which includes managers who supervise, coordinate, control, and provide resources for the operators is called
strategic apex
400
An ideal form that maximized norms of rationality. It has major features including a fixed division of labor, a hierarchy of offices, a set or rules governing performance, a separation of personal from official property and rights, the use of technical qualification for selecting personnel, employment as primary occupation and long-term career
(monocratic) bureaucracy
400
Organizational structure that has relatively large operating core, small technostructure, few levels between the strategic apex and operating core is called
Professional bureaucracy
500
The idea that no single organizational structure is applicable to all organizations, and organizations needs to respond to a universal set of internal and external parameters.
Structural imperatives / Contingencies Includes size, age, core process, environment, strategy and goals, information and technology, and workforce characteristics.
500
Structure that sub organizations do the major work, under one strategic apex, technostructure, and support staff.
Divisionalized form