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罗宾斯《管理学》第九版题库-10
罗宾斯《管理学》第九版题库-10

Chapter 10 – Organizational Structure and Design

True/False Questions

A MANAGER’S DILEMMA

1.According to the boxed feature, ―A Manager’s Dilemma,‖ Nokia was once involved in industries ranging

from paper to chemicals and rubber.

True (moderate)

2.A ccording to the boxed feature, ―A Manager’s Dilemma,‖ Nokia has been competing in the

telecommunications industry since 1965.

False (moderate)

DEFINING ORGANIZATIONAL STRUCTURE

https://www.wendangku.net/doc/2f682981.html,anizational design is the organization's formal framework by which job tasks are divided, grouped, and

coordinated.

False (difficult)

4. The concept of work specialization can be traced back a couple of centuries to Adam Smith's discussion of

division of labor.

True (moderate)

5. The degree to which tasks in an organization are divided into separate jobs is division of labor.

True (moderate)

6. Historically, many organizations have grouped work actions by function departmentalization.

True (moderate)

7. Grouping jobs on the basis of product or customer flow is termed customer departmentalization.

False (moderate)

8.Geographic departmentalization has greatly increased in importance as a result of today’s competitive

business environment

False (moderate)

9. A group of individuals who are experts in various specialties and who work together is a cross-functional

team.

True (moderate)

10. Authority is the individual's capacity to influence decisions.

False (difficult)

11. Authority is synonymous with responsibility.

False (easy)

12. Responsibility is the rights inherent in a managerial position.

False (easy)

13. A manager's span of control refers to the number of subordinates who can be effectively and efficiently

supervised.

True (moderate)

14. The classical view of unity of command suggests that subordinates should have only one superior to whom

they report.

True (easy)

15. The trend in recent years has been toward smaller spans of control.

False (easy)

16. When decisions tend to be made at lower levels in an organization, the organization is said to be

decentralized.

True (moderate)

17. Decentralization describes the degree to which decision making is concentrated at a single point in the

organization.

False (moderate)

18. In the last 35 years, there has been a trend of organizations moving toward increased decentralization.

True (easy)

19. Appropriate organizational structure depends on four variables: the organization's strategy, size, technology,

and degree of environmental uncertainty.

True (difficult)

20. Standardization refers to the degree to which jobs within the organization are standardized and the extent to

which employee behavior is guided by rules and procedures.

False (moderate)

ORGANIZATIONAL DESIGN DECISIONS

21. An organic organization tends to be characterized by high specialization, extensive departmentalization,

narrow spans of control, high formalization, a limited information network, and little participation in decision-making by low-level employees.

False (moderate)

22. An organic organization would likely be very flexible.

True (moderate)

23. Innovators need the efficiency, stability, and tight controls of the mechanistic structure.

False (easy)

24.The relationship between organizational size and structure tends to be linear.

False (difficult)

25. Joan Woodward attempted to view organizational structure from a technological perspective.

True (moderate)

26. Woodward demonstrated that organizational structures adapted to their technology.

True (moderate)

27. Woodward's findings support that there is "one best way" to organize a manufacturing firm.

False (moderate)

28.The strength of the functional structure is that it focuses on results.

False (moderate) it is the strength of divisional structure.

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29.According to the text, a functional structure creates strategic business units.

False (moderate)

COMMON ORGANIZATIONAL DESIGNS

30. Project structures tend to be rigid and inflexible organizational designs.

False (easy)

Multiple Choice

A MANAGER’S DILEMMA

31.According to the company profile in ―A Manager’s Dilemma,‖ the organizational structure of Nokia is best

described as ______________.

a.mechanistic

https://www.wendangku.net/doc/2f682981.html,anic (moderate)

c.centralized

d.formalized

32.The factor contributing the most to Nokia’s success in the mobile phone industry according to the company

profile in ―A Manager’s Dilemma‖ is ______________.

a.new product development (moderate)

https://www.wendangku.net/doc/2f682981.html,ernment subsidies

c.national trade barriers

d.weak competition

33.______________ is the process of creating an organization's structure.

a. Human resource management

b. Leading

c. Organizing (moderate)

d. Planning

e. Departmentalization

DEFINING ORGANIZATIONAL STRUCTURE

34. According to the text, a(n) ______________ is the formal framework by which job tasks are divided,

grouped, and coordinated.

a.mission statement

b.environmental scan

c.internal resource analysis

https://www.wendangku.net/doc/2f682981.html,anizational structure (moderate)

35. Which of the following is not one of the six key elements in organizational design?

a. work specialization

b. departmentalization

c. chain of command

d. bureaucratic design (difficult)

e. span of control

36. Work specialization is also known as ______________.

a. departmentalization.

b. centralization.

c. span of control.

d. formalization.

e. division of labor. (easy)

37. The term ______________ is used to describe the degree to which tasks in an organization are divided into

separate jobs.

a.work ethics

b.managerial capitalism

c.social responsibility

d.work specialization (moderate)

38.When did the idea of enlarging, rather than narrowing, job scope begin?

a. 1950s

b. 1960s (moderate)

c. 1970s

d. 1980s

e. 1990s

39.Which of the following is not an example of the classical view of division of labor?

a. assembly-line production

b. Burger King

c. Taco Bell

d. TQM (moderate)

e. Kentucky Fried Chicken

40. ______________ is the basis on which jobs are grouped in order to accomplish organizational goals.

a. Departmentalization (moderate)

b. Centralization

c. Formalization

d. Coordination

e. Efficiency

41. A local manufacturing organization has groups of employees who are responsible for sales, marketing,

accounting, human resources, etc. These are examples of what concept?

a. authority

b. chain of command

c. empowerment

d. departmentalization (moderate)

e. social grouping

42. Grouping sporting equipment in one area, men's clothing in another area, and cosmetics in a third area, is an

example of what kind departmentalization?

a. customer

b. product (easy)

c. geographic

d. process

e. outcome

43. Sales responsibilities divided into the southwest, midwest, southern, northern, and western regions would be

an example of ______________ departmentalization.

a. product

b. geographic (easy)

c. process

d. outcome

e. customer

44.Grouping activities on the basis of customer flow is ______________.

a. functional departmentalization.

b. product departmentalization.

c. geographical departmentalization.

d. process departmentalization. (moderate)

e. technological departmentalization.

45. What type of departmentalization expects that each department will specialize in one specific phase of the

process or product production?

a. product

b. geographic

c. process (easy)

d. outcome

e. customer

46. What kind of departmentalization would be in place in a government organization where different public

service responsibilities are divided into activities for employers, children, and the disabled?

a. product

b. geographic

c. process

d. outcome

e. customer (moderate)

47. Which of the following is not a form of departmentalization suggested by your text?

a. functional departmentalization

b. product departmentalization

c. geographical departmentalization

d. process departmentalization

e. technological departmentalization (difficult)

48. Today's competitive business environment has greatly increased the importance of what type of

departmentalization?

a. geographic

b. customer (difficult)

c. product

d. process

e. outcome

49. According to the text, managers are using ______________, which are groups of individuals who are

experts in various specialties and who work together.

a.specialized teams

b.cross-demanded teams

c.cross-functional teams (moderate)

d.simple structured teams

50. Which of the following is a contemporary addition to the historical view of departmentalization?

a. increased rigidity

b. cross-functional teams (moderate)

c. enhanced centralization

d. elimination of product departmentalization

e. addition of sales departmentalization

51. Bringing together the company's legal counsel, research engineer, and marketing specialist for a project is

an example of a(n) ______________.

a. empowered team.

b. process departmentalization.

c. product departmentalization.

d. cross-functional team. (moderate)

e. continuous improvement team.

52. The ______________ is the continuous line of authority that extends from upper organizational levels to the

lowest levels and clarifies who reports to whom.

a.chain of demand

b.chain of command (easy)

c.demand hierarchy

d.continuous design structure

53. To whom a worker reports concerns which aspect of organizational structure?

a. chain of command (moderate)

b. departmentalization

c. pay structure

d. line of command

e. authority framework

54. ______________ entitles a manager to direct the work of a subordinate.

a. Responsibility

b. Legitimate power

c. Rank

d. Operating responsibility

e. Authority (moderate)

55. ______________ is the obligation to perform assigned activities.

a. Authority

b. Responsibility (easy)

c. Chain of command

d. Unity of command

e. Formalization

56. The ______________ principle (one of Fayol’s 14 principles of management) helps preserve the concept of

a continuous line of authority.

a.unity of demand

b.unity of command (moderate)

c.demand structure

d.continuous demand

57. Span of control refers to which of the following concepts?

a. how much power a manager has in the organization

b. the geographic dispersion of a manager's subunits of responsibility

c. how many subordinates a manager can effectively and efficiently supervise (moderate)

d. the number of subordinates affected by a single managerial order

e. the amount of time it takes to pass information down through a manager's line of command

58. Other things being equal, the wider or larger the span of control, the more ______________ the

organizational design.

a. bureaucratic

b. democratic

c. effective

d. efficient (difficult)

e. classical

59. Wider spans of control may be viewed as more efficient, but eventually, wider spans tend to have what

effect on organizations?

a. reduced effectiveness (difficult)

b. increased turnover

c. loss of managerial power

d. customer dissatisfaction

e. rigid chains of command

60. An organization that spends money on maintaining a well-trained work force can expect which of the

following span-of-control outcomes?

a. increased contempt for management

b. increased voluntary turnover

c. centralized authority

d. less direct supervision (moderate)

e. increased need for managerial-level employees

61. A high-tech manager who supervises the development of a new computer chip needs ______________

compared to a manager who supervises the mailing of unemployment insurance checks at the local government office.

a. about the same span of control

b. a narrower span of control (difficult)

c. a wider span of control

d. a more informal span of control

e. elimination of the span of control

62. In general, span of control is ______________ for managers.

a. increasing (easy)

b. decreasing

c. staying the same

d. significantly decreasing

e. no longer important

63. ______________ describes the degree to which decision making is concentrated at a single point in the

organization.

a.Decentralization

b.Centralization (moderate)

c.Transnationalism

d.Cross sectional analysis

64. If lower-level employees provide input or are actually given the discretion to make decisions, the

organization is ______________.

a. formalized.

b. centralized.

c. decentralize

d. (easy)

d. mechanistic.

e. organic.

65. Recently, there has been a distinct trend toward ______________.

a. smaller spans of control.

b. decentralized decision-making. (moderate)

c. decreased flexibility.

d. emphasis on chain of command.

e. mechanistic organizations.

66. Which of the following factors WOULD NOT influence an organization to have a higher degree of

centralization?

a. Environment is stable.

b. Company is geographically dispersed. (difficult)

c. Company is large.

d. Decisions are significant.

e. Organization is facing a crisis.

67. ______________ refers to the degree to which jobs within the organization are standardized and the extent

to which employee behavior is guided by rules and procedures.

a. Standardization

b. Centralization

c. Chain of command

d. Strategy

e. Formalization (moderate)

68. All of the following factors indicate that a decentralized organization would be most effective EXCEPT

when ______________.

a. the environment is complex.

b. decisions are relatively minor.

c. the organization is facing a crisis. (difficult)

d. the company is geographically dispersed.

e.effective implementation of strategies depends on managers having involvement and flexibility

to make decisions.

69. Which of the following factors describes an environment in which a high degree of decentralization is

desired?

a. Environment is complex, uncertain. (moderate)

b. Lower-level managers do not want to have a say in decisions.

c. Decisions are significant.

d. Company is larg

e.

e. Organization is facing a crisis or the risk of company failure.

70. The ______________ organizational structure is characterized by high specialization, extensive

departmentalization, narrow spans of control and high formalization.

a. mechanistic (easy)

b. organic

c. contingency

d. adhocracy

e. functional

71. Which of the following is NOT a characteristic of a mechanistic organization?

a. high specialization

b. wide spans of control (moderate)

c. high formalization

d. limited information network

e. extensive departmentalization

72. What type of organizational form follows classical principles such as unity of command?

a. organic

b. linear

c. decentralized

d. mechanistic (moderate)

e. adhocracy

ORGANIZATIONAL DESIGN DECISIONS

73. Which of the following would likely be found in mechanistic organizations?

a. wide span of control

b. empowered employees

c. decentralized responsibility

d. few rules and/or regulations

e. standardized job specialties (difficult)

74. All of the following are characteristics of an organic organization EXCEPT:

a. narrow spans of control. (moderate)

b. cross-hierarchical teams.

c. free flow of information.

d. low formalization.

e. cross-functional teams.

75. In the early years of Apple Computers, its desire for highly proficient and creative employees who operated

with few work rules was an example of what type of organization?

a. bureaucratic

b. mechanistic

c. volatile

d. nouvelle

e. organic (difficult)

76. Which of the following is true concerning an organic organization's problem-response time?

a. It requires strict adherence to efficiently developed rules.

b. Its speed demands clear lines of command.

c.Response times are slower than mechanistic organizations, but answers tend to be more

accurate.

d. Professional standards guide behavior. (difficult)

e. The response time is quick due to the centralized design.

77. Which of the following is not one of the four contingency variables that help determine appropriate

organizational structure?

a. organizational size

b. organizational strategy

c. organizational technology

d. organizational age (moderate)

e. degree of environmental uncertainty

78. Which of the following is an accurate statement?

a.Strategy follows structure.

b.Strategy and structure are equal in temporal importance.

c.Strategy and structure are not linke

d.

d.Structure follow s strategy. (moderate)

e.Mechanistic and organic organizations have distinct differences in the application of the relationship

between strategy and structure.

79. Most current strategy-structure contingency frameworks tend to focus on three strategy dimensions. These

dimensions are ______________.

a. revenue maximization, customer satisfaction, and visibility.

b. customer satisfaction, employee satisfaction, and ethics.

c. innovation, cost minimization, and imitation. (difficult)

d. legal considerations, profit maximization, and innovation.

e. long-term survival, profit maximization, and customer satisfaction.

80. What kind of relationship is there between organizational size and degree of mechanistic structure?

a. -1.0

b. unclear

c. positive (moderate)

d. bimodal

e. exponential

81. Joan Woodward's research was the first major attempt to view organizational structure from a

______________ perspective.

a. strategic

b. contingency

c. size

d. departmental

e. technological (easy)

82. The three production categories that Joan Woodward divided organizations into in order to uncover

relationships between organizational structure and technology are ______________.

a. unit, mass, process (difficult)

b. unit, product, cost

c. product, cost, customer

d. mass, process, cost

e. process, unit, product

83. According to Woodward's studies, what type of production works best with a mechanistic structure?

a. unit

b. process

c. product

d. mass (moderate)

e. just-in-time

84. Which of the following is not a characteristic that would suggest unit production would be a best "fit"?

a. low horizontal differentiation

b. low vertical differentiation

c. small-batch, custom products

d. low formalization

e. mechanistic structure (difficult)

85. A characteristic that both unit production and process production have is that the most effective

organizational structure for both technologies is ______________.

a. organic. (difficult)

b. mechanisti

c.

c. adhocracy.

d. matrix.

e. team.

86. Woodward's studies generally demonstrate that organization ______________ should adapt to their

______________.

a. processes; environment

b. employees; leaders

c. technologies; legal constraints

d. structures; technology (moderate)

e. outputs; resources

87. Which type of environment is best suited for mechanistic organizations?

a. dynamic

b. manufacturing

c. service

d. combination

e. stable (moderate)

88. According to the text, all of the following are examples of the more traditional organizational designs

EXCEPT:

a.the simple structure.

b.the functional structure

c.the matrix structure (moderate)

d.the divisional structure

89. Which of the following is not characteristic of a simple organizational structure?

a. narrow spans of control (moderate)

b. low degree of departmentalization

c. centralized decision-making

d. little formalization

e. information arrangement of employees

COMMON ORGANIZATIONAL DESIGNS

90. Which of the following terms is associated with a simple organizational structure?

a. elaborate

b. high-complexity

c. formal

d. decentralized

e. flat (moderate)

91. A wine store that employs six people most likely has what kind of organizational structure?

a. bureaucracy

b. simple (difficult)

c. functional

d. divisional

e. team-based

92. All of the following are strengths of a simple organizationa l structure EXCEPT:

a. It's fast.

b. It's inexpensive to maintain.

c. It's less risky. (moderate)

d. Accountability is clear.

e. It's flexible.

93. A bureaucratic or mechanistic design may use a ______________ structure which groups similar or related

occupational specialties together.

a. matrix

b. functional (moderate)

c. divisional

d. geographic

e. team-based

94. A ______________ structure creates strategic business units.

a. matrix

b. functional

c. divisional (difficult)

d. geographic

e. team-based

95. What type of organizational structure is made up of autonomous, self-contained units?

a. bureaucracy

b. simple

c. functional

d. divisional (moderate)

e. team-based

96. In what type of organizational structure is empowerment most crucial?

a. bureaucracy

b. simple

c. functional

d. divisional

e. team-based (easy)

97. The ______________ is an organizational structure that assigns specialists from different functional

departments to work on one or more projects being led by project managers.

a.functional structure

b.simple structure

c.matrix structure (moderate)

d.divisional structure

98. The matrix approach violates what classical principle?

a. unity of command (moderate)

b. decentralization

c. customer focus

d. linear lines of responsibility

e. large spans of control

99. What type of organization assigns specialists from different functional departments to work on one or more

projects led by a project manager?

a. classical

b. contemporary

c. matrix (easy)

d. evolutionary

e. product-based

100. A ______________ organization is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure.

a. team-based

b. boundaryless

c. mechanistic

d.project (moderate)

e. simple

101. A ______________ organization has developed the continuous capacity to adapt and change.

a. simple

b. mechanistic

c. bureaucratic

d. team-based

e. learning (moderate)

MANAGING IN AN E-BUSINESS WORLD

102. According to the boxed feature, ―Manag ing in an E-Business World,‖ all of the following are needed for E-business to achieve the characteristic necessary for success in the digital world EXCEPT:

a.high vertical, horizontal, and lateral communication.

b.cross-hierarchical and cross-functional teams.

c.extensive employee empowerment.

d.high formalization. (moderate)

103. According to the boxed feature, ―Managing in an E-Business World,‖ https://www.wendangku.net/doc/2f682981.html,’s organizational structure is best described as ______________.

a.mechanistic

https://www.wendangku.net/doc/2f682981.html,anic (moderate)

c.formal

d.diagonal

104. According to the boxed feature, ―Managing in an E-Business World,‖ the ______________ organization is the concept that describes an E-business organization.

a.mechanistic

b.boundaryless (moderate)

c.functional

d.diagonal

105. The important characteristics of a learning organization revolve around all of the following EXCEPT:

https://www.wendangku.net/doc/2f682981.html,anizational design.

b.market capitalization (moderate)

https://www.wendangku.net/doc/2f682981.html,rmation sharing.

d.leadership.

e.culture.

Scenarios

DEFINING ORGANIZATIONAL STRUCTURE

Organizational Structure (Scenario)

Michelle is a registered nurse in charge of a new unit in her hospital. She would like to have a more laid-back approach to dealing with her new staff, but the hospital demands that there are strict hierarchical levels and that all decisions must be signed off by Michelle. Sometimes this drives Michelle nuts; the constant filling out of forms, etc. She also feels that the numerous levels of hierarchy are unnecessary and place barriers between her and her staff. She isn't sure why things have to be so "organized" and is thinking about speaking with her boss to attempt changing her unit to have more flexibility and fewer rules.

106. Michelle is concerned about her unit's ______________, the unit's formal framework by which job tasks are divided, grouped and coordinated.

a. formal organizational chart

b. organizational structure (moderate)

c. staff

d. span of control

e. communication lines

107. Michelle is required to sign off on all decisions, suggesting that they have a ______________ form of decision-making authority.

a. centralized (moderate)

b. formal

c. autocratic

d. policy

e. strict

108. Michelle has noticed that everyone is very concerned about the ______________, the line of authority within the organization.

a. responsibility

b. chain of command (easy)

c. span of control

d. organizational strategy

e. environment

Consultants R Us (Scenario)

Beth Ann has been hired as a consultant for XYZ Consulting, and her first assignment is to apply the work of Joan Woodward to her client, Custom Leather, Inc. Custom Leather makes expensive leather furniture.

109. Woodward felt that the effectiveness of the organization would be related to the ______________ fit.

a. employee/product

b. technology/structure (moderate)

c. environment/process

d. process/employee

e. employee/environment

110. If Custom Leather produces couches for individual orders, this is termed ______________ production.

a. mass

b. process

c. unit (moderate)

d. environmental

e. procedural

111. If Custom Leather produces in large batches, this is termed ______________ production.

a. mass (moderate)

b. process

c. unit

d. environmental

e. procedural

112. Custom Leather is unable to use a continuous process, or ______________ production, because leather is a unique item.

a. mass

b. process (moderate)

c. unit

d. environmental

e. procedural

ORGANIZATIONAL DESIGN DECISIONS

You Can Bank on It (Scenario)

Susan's employer, Western Bank, like many others, had recently undergone decruitment in order to "right size" the organization. The Board of Directors felt that their sagging stock price could be improved with some labor cost cutting. Along with other new challenges, a problem now existed with span of control and decision-making authority. In the past, her bank's policy was that no manager should supervise more than six subordinates and only managers should make decisions for their individual units. But now, with the cuts in middle management, upper management had increased the span of control but still insisted on managerial-only decision-making. The result was that managers spent all of their time putting out fires and subordinates felt they were getting answers too slowly and wanted to start having the authority to make decisions on their own. Clearly, something had to change.

113. Of the following, which is not a reason that would be consistent with Western Bank's wanting to maintain a centralized form of decision-making?

a. Environment is uncertain. (moderate)

b. Environment is stable.

c. Company is large.

d. Decisions are more significant.

e. Organization is facing a crisis.

114. Of the following which is not a reason Western Bank would not change to a more decentralized form of decision-making?

a. lower-level managers are capable of decision-making

b. company is geographically dispersed

c. decisions are relatively minor

d. organization is in risk of failure (easy)

e. lower-level managers want a voice in decisions

ORGANIZATIONAL DESIGN DECISIONS

115. Susan believes that Western Bank should be highly adaptive and flexible. She would like for Western Bank to be a(n) ______________ structure.

a. organic (easy)

b. mechanistic

c. formalized

d. technological

e. strategic

116. The contingency approach would consider all of the following variables EXCEPT the ______________.

a. organization's strategy.

b. organization's size.

c. organization's age. (moderate)

d. organization's technology.

e. degree of environmental uncertainty.

Food for Thought (Scenario)

Burgess owned a ToutLeMart, a store that sold food and nonfood items in a warehouse environment. He employed 350 people and had them work in very specialized areas. Some people only unloaded the pallets from the trucks or drove the pallets onto the floor, while still others unloaded the pallets in their specific area of responsibility. He had managers controlling each specific area. For example, the automotive manager was in charge of all functions; accounting, purchasing, sales, etc. This arrangement had generally worked well, but recently, he noticed that employees seemed bored and turnover and absenteeism had risen. In addition, he found that attempting to get special projects completed, such as creating their new "First-Class Customer" card, had turned into a nightmare due to the lack of cooperation and misunderstanding between the groups.

117. ToutLeMart currently operates under the classical view of the division of labor. This is characterized by which of the following?

a. You only report to one manager.

b. Employees specialize in doing part of a task. (easy)

c. Employees specialize in doing one complete task.

d. People are divided according to their work interest.

e. Employees are trained to do many tasks to increase flexibility.

118. The type of departmentalization practiced by ToutLeMart is best described as ______________.

a.product. (moderate)

b.function.

c.customer.

d.geographic.

e.process.

119. If ToutLeMart decided to reorganize their departmentalization so that one manager was in charge of accounting, one manager in charge of food stuffs, one manager in charge of nonfood items, etc., this would be described as ______________ departmentalization.

a. product

b. function (moderate)

c. customer

d. geographic

e. process

120. If Burgess regularly put together teams made up of specialists from different areas to tackle new projects, like the "First-Class Customer" card project, these would be called ______________.

a. cross-functional teams. (easy)

b. quality circles.

c. total quality management.

d. special project teams.

e. specialty teams.

Essay Questions

DEFINING ORGANIZATIONAL STRUCTURE

121. In a short essay, list and explain the six key elements in designing an organization’s structure.

Answer

a.Work specialization – this concept describes the degree to which tasks in an organization are divided

into separate jobs. The essence of work specialization is that an entire job is not done by one individual but instead is broken down into steps, and each step is completed by a different person.

b.Departmentalization –the basis by which jobs are grouped together is called departmentalization. The

five common forms of departmentalization include functional, product, geographical, process, and customer departmentalization.

c.Chain of command –this is the continuous line of authority that extends from upper organizational

levels to the lowest levels and clarifies who reports to whom. It helps employees answer questions such as ―Who do I go to if I have a problem?‖ or ―To whom am I responsible?‖

d.Span of control –this concept is important because, to a large degree, it determines the number of

levels and managers an organization has. All things being equal, the wider or larger the span, the more efficient the organization.

e.Centralization and decentralization –centralization describes the degree to which decision making is

concentrated at a single point in the organization. If top managers make the organization’s key decisions with little or no input from below, then the organization is centralized. In contrast, the more that lower-level employees provide input or actually make decisions, the more decentralization there is.

f.Formalization – this refers to the degree to which jobs within the organization are standardized and the

extent to which employee behavior is guided by rules and procedures. If a job is highly formalized, then the person doing that job has a minimum amount of discretion over what is to be done, when it’s to be done, and how he or she could do it.

(difficult)

122. In a short essay, list and discuss the five common forms of departmentalization.

Answer

a.Functional departmentalization –jobs are grouped by functions (i.e. marketing, finance, human

resources) performed. This approach can be used in all types of organizations, although the functions change to reflect the organization’s objectives and work activities.

b.Product departmentalization –jobs are groups by product line. In this approach, each major product

area is placed under the authority of a manager who’s a specialist in, and is responsible for, e verything having to do with that product line.

c.Geographical departmentalization –jobs are grouped on the basis of territory or geography such as

southern, mid-western, or north-western regions for an organization operating only in the United States;

or for a global company, maybe a U.S., European, Canadian, and Asian-Pacific regions.

d.Process departmentalization – groups jobs on the basis of product or customer flow. In this approach,

work activities follow a natural processing flow of product or even customers.

e.Customer departmentalization –jobs are grouped on the basis of common customers who have

common needs or problems that can best be met by having specialists for each.

(moderate)

123. In a short essay, explain the concepts of authority, responsibility, and unity of command.

Answer

Authority refers to the rights inherent in a managerial position to tell people what to do and to expect them to do it. To facilitate decision making and coordination, an organization’s managers are part of the chai n of command and are granted a certain degree of authority to meet their responsibilities. As managers coordinate and integrate the work of employees, those employees assume an obligation to perform any assigned duties. This obligation or expectation to perform is known as responsibility. Finally, the unity of command principle helps preserve the concepts of a continuous line of authority. It states that a person should report to only one manager.Without unity of command, conflicting demands and priorities from multiple bosses can create problems.

(easy)

124. In a short essay, list six factors that influence the amount of centralization and six factors influence the amount of decentralization in an organization.

Answer

More Centralization

a.Environment is stable.

b.Lower-level managers are not as capable or experienced at making decisions as upper-level managers.

c.Lower-level managers do not want to have a say in decisions.

d.Decisions are significant.

https://www.wendangku.net/doc/2f682981.html,anization is facing a crisis or the risk of company failure.

https://www.wendangku.net/doc/2f682981.html,pany is large.

g.Effective implementation of company strategies depends on managers’ retaining say over what happens.

More Decentralization

a.Environment is complex, uncertain.

b.Lower-level managers are capable and experienced at making decisions.

c.Lower-level managers want a voice in decisions.

d.Decisions are relatively minor.

e.Corporate culture is open to allowing managers to have a say in what happens.

https://www.wendangku.net/doc/2f682981.html,pany is geographically dispersed.

g.Effective implementation of company strategies depends on ma nagers’ having involvement and

flexibility to make decisions.

(moderate)

ORGANIZATIONAL DESIGN DECISIONS

125. In a short essay, discuss the characteristics of mechanistic and organic organizations.

Answer

a.The mechanistic organization is a rigid and tightly controlled structure. It is characterized by high

specialization, rigid departmentalization, narrow spans of control, high formalization, a limited information network (mostly downward communication), and little participation. Mechanistic types of organizational structures tend to be efficiency machines, well oiled by rules, regulations, standardized tasks, and similar controls. This organizational design tries to minimize the impact of differing personalities, judgments, and ambiguity because these human traits are seen as inefficient and inconsistent.

b.In direct contrast to the mechanistic form of organization is the organic organization, which is as highly

adaptive and flexible structure a structure as the mechanistic organization is rigid and stable. Rather than having standardized jobs and regulations, the organic organization is flexible, which allows it to change rapidly as needs require. Organic organizations have division of labor, but the jobs people do are not standardized. Employees are highly trained and empowered to handle diverse job activities and problems, and these organizations frequently use employee teams. Employees in organic type organizations require minimal formal rules and little direct supervision.

(easy)

126. In a short essay, list and discuss the four contingency variables that should be considered in determining an appropriate structure in organizational design.

Answer

a.Strategy and structure –an organization’s structure should facilitate the achievement of goa ls. Because

goals are influenced by the organization’s strategies,it’s only logical that strategy and structure should be closely linked.More specifically, structure should follow strategy. If managers significantly change the organization’s strategy, they will need to modify structure to accommodate and support the change.

b.Size and structure –there’s considerable evidence that an organization’s size significantly affects its

structure. For instance, large organizations—those with 2,000 or more employees—tend to have more specialization, departmentalization, centralization, and rules and regulations than do small organizations. However, the relationship isn’t linear. Rather, size affects structure at a decreasing rate;

that is, size becomes less important as an organization grows.

c.Technology and structure – every organization has at least one form of technology to convert its inputs

into outputs.The processes or methods that transform an organization’s inputs into outputs differ by their degree of routineness. In general, the more routine the technology, the more standardized and mechanistic the structure can be. Organizations with more nonroutine technology are more likely to have organic structures.

d.Environmental uncertainty and structure – beca use uncertainty threatens an organization’s effectiveness,

managers will try to minimize it. One way to reduce environmental uncertainty is through adjustments in the organization’s structure. The greater the uncertainty, the greater the need for the fle xibility offered by an organic design. On the other hand, in stable, simple environments, mechanistic designs tend to be most effective.

(difficult)

127. In a short essay, list and discuss the three types of traditional organizational designs and the strengths and weaknesses of each of these designs.

Answer

a.Simple structure – this is an organizational design with low departmentalization, wide spans of control,

authority centralized in a single person, and little formalization. This structure is most commonly used by small businesses in which the owner and manager are one and the same. Strengths of this type of organizational structure are that it is fast, flexible, inexpensive to maintain, and has clear accountability.

Weaknesses are that it becomes inappropriate as the organization grows and the reliance on one person is risky.

b.Functional structure –this is an organizational design that groups similar or related occupational

specialties together. It’s the functional approach to departmentalization applied to the entire organization. Strengths of this types of organizational structure are cost-saving advantages from specialization and employees are grouped with other who have similar tasks. Weaknesses are pursuit of functional goals can cause mana gers to lose sight of what’s best for the overall organization and that functional specialists may become insulated and have little understanding of what other units are doing.

c.Divisional structure – this is an organizational structure made up of separate units or divisions. In this

design, each unit or division has relatively limited autonomy, with a division manager responsible for performance and who have strategic operational authority over his or her unit. A main strength of this type of organizational structure is that it focuses on results where division managers are responsible for what happens to their products and services. A weakness is duplication of activities and resources increases costs and reduces efficiency.

(moderate)

COMMON ORGANIZATIONAL DESIGNS

128. In a short essay, discuss the matrix organizational structure.

Answer

The matrix structure is an organizational structure that assigns specialists from different functional departments to work on one or more projects being led by project managers. One unique aspect of the matrix design is that it c reates a dual chain of command and explicitly violates the classical organizing principle of unity of command. Employees in a matrix organization have two managers: their functional department manager and their product or project manager, who share authority. The project managers have authority over the functional members who are part of their project team in areas relative to the project’s goals. However, decisions such as promotions, salary recommendations, and annual reviews remain the functional manager’s responsibility. To work effectively, project and functional managers have to communicate regularly, coordinate work demands on employees, and resolve conflicts together.

(moderate)

129. In a short essay, explain the concept of a boundaryless organization.

Answer

The boundaryless organization is an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure. This idea may sound odd, yet many of today’s most successful organizations are finding that they can most effectively operate in today’s environment by remaining flexible and unstructured: that the ideal structure for them is not having

a rigid, predefined structure. Instead, the boundaryless organization seeks to eliminate the chain of

command, to have limitless spans of control, and to replace departments with empowered teams.

(easy)

罗宾斯《管理学》内容概要,中英文对照

罗宾斯《管理学》内容概要 第一篇导论 1章管理者和管理 1、组织 组织(organization)的定义:对完成特定使命的人们的系统性安排 组织的层次:操作者(operatives)和管理者(基层、中层、高层) 2、管理者和管理 管理者(managers)的定义:指挥别人活动的人 管理(management)的定义:同别人一起或者通过别人使活动完成得更有效的过程。 管理追求效率(efficiency)和效果(effectiveness) 管理职能(management functions):计划(planning)、组织(organizing)、领导(leading)、控制(controlling) 管理者角色(management roles):人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同,在活动时间上,有效的管理者花费了大量的时间用于沟通,而网络联系(社交等)占据了成功的管理者很大部分时间。 管理者在不同的组织中进行着不同的工作。组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。 2章管理的演进 1、20世纪以前的管理: 亚当·斯密的劳动分工理论(division of labor)

产业革命(industrial revolution) 2、多样化时期(20世纪): 科学管理(scientific management):弗雷德里克·泰勒 一般行政管理理论(general administrative theory):亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach):权威的接受观点(acceptance view of authority),霍桑研究,人际关系运动(卡内基、马斯洛),行为科学理论家(behavioral science theorists) 定量方法(quantitative approach) 3、近年来的趋势(20世纪后期):趋向一体化 过程方法(process approach) 系统方法(systems approach):封闭系统和开放系统(closed systems) 权变方法(contingency approach):一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异 4、当前的趋势和问题(21世纪):变化中的管理实践 全球化(globalization) 工作人员多样化(work force diversity) 道德(morality) 激励创新(innovations)和变革(changes) 全面质量管理(total quality management, TQM):由顾客需要和期望驱动的管理哲学授权(delegation) 工作人员的两极化(bi-modal work force)

(完整版)罗宾斯《管理学》第11版知识点总结

罗宾斯《管理学》第11版知识点总结 第一章管理与组织导论 管理者之所以重要,是因为:时代的不确定性需要管理者的管理技能和能力;管理者对工作的顺利完成至关重要;管理者对组织举足轻重。 管理者通过协调和监管其他人的活动以达到组织目标。 基层-中层-高层管理者 组织是对人员的一种精心安排,以实现某个特定目标。 管理是协调和监管其他人的工作活动,从而使他们有效率,有效果地完成工作。 效率是指以尽可能少的投入获得尽可能多的产出。(正确地做事)效果是指完成工作活动以实现组织的目标。(做正确的事)三种描述管理者做什么的方法:职能、角色、技能。 管理职能: 亨利?法约尔一一计划、组织、指挥、协调、控制 当今本教材一一计划、组织、领导、控制 明茨伯格的管理角色: 人际关系角色(挂名首脑、领导者、联络者)、信息传递角色(监听者、传播者、发言人)、决策制定角色(企业家、混乱驾驭者、资源分配者、谈判者) 卡茨关于管理技能的理论: 技术技能、人际技能、概念技能 管理者面临的变化:数字化、对组织和管理伦理的更多强调、更激烈的竞争、不断变化的安全威胁;顾客重要性的提升、创新重要性的提升、可持续性重要性的提升。 为什么学管理?管理的普遍性;工作的现实;管理者的回报。 附加模块——管理史 亚当?斯密在1776年出版的《国富论》中提出了劳动分工/工作专业化。 管理方法的四个时期:古典方法(科学管理,一般管理)一一定量方法一一行为方法(早 期倡导者,霍桑研究,组织行为)一一当代方法(系统方法,权变方法) 科学管理弗雷德里克?泰勒以及弗兰克.吉尔布雷斯和莉莲.吉尔布雷斯 科学管理一一使用科学的方法来确定一种完成工作的最佳方法”。 泰勒一一生铁块搬运实验,砌砖实验 吉尔布雷斯夫妇测微计时表的发明 一般管理理论一一更多地关注管理者做什么以及什么构成了良好的管理行为。 法约尔一一管理职能,14条管理原则 马克思.韦伯一一德国社会学家,认为理想的组织类型是官僚行政组织一一一种以劳动分工、定义清晰的等级制、详细的规章制度以及非个人的关系为特征的组织形式。 组织行为学一一对工作中的人的行为进行研究的研究领域。 早期倡导者(人是企业最重要的资产):罗伯特.欧文、雨果.芒斯特博格、玛丽.福莱特、 切斯特.巴纳德。 霍桑实验一一社会规范或群体标准是个体工作行为的主要决定因素。提出了人在组织中的作用。 定量管理采用定量技术来改进决策。(管理科学) 定量方法一一统计学、优化模型、信息模型和计算机模拟运用于管理活动。全面质量管理一一专注于持续改进以及对顾客的希望和需求作出回应。 系统一一封闭系统和开放系统。当管理者协调自己组织中各个部分的工作活动时,他们需要确保所有这些部分都在共同努力,以使组织的目标得以实现。系统方法意味着组织的某个部分的决策和行为将会影响组织的其他部分。系统方法认识到组织并不是自给自足的。 系统方法认为,一个组织从环境中获取输入,将这些资源转化或加工为输出,而这些输出又被分配到

管理学罗宾斯(第11版)第13章知识

●群体 群体:为了实现某个(些)具体目标而组合到一起的两个或更多相互依赖、彼此互动的个体 ·正式群体:由所在组织的结构所确定的、具有明确分工和任务的工作群体 ·非正式群体:为了满足成员们社会需求而自主组成的群体 ●群体发展的阶段 形成阶段:群体发展的第一个阶段,人们因为某种工作安排而加入群体,并定义该群体的目标、结构和领导 震荡阶段:群体发展的第二个阶段,其特征为群体内部的冲突 规范阶段:群体发展的第三个阶段,其特征为成员们的密切关系和凝聚力 执行阶段:群体发展的第四个阶段,是群体充分行使职能和完成工作任务的阶段解体阶段:对于临时群体来说,这是群体发展的最后一个阶段,成员们主要关注于善后事宜而不是工作任务 ●群体的结构 角色:人们对在一个社会单元中占据某个特定位置的个体所期望的行为模式 规范:群体的成员们共同接受和认可的标准或期望 群体思维:群体对个体成员施加巨大的压力,以使其与其他成员的观点保持一致地位:一个群体内的威望等级、位置或职衔 社会惰化:个体在群体中工作不如单独工作时那么努力的倾向 群体凝聚力:群体成员被该群体吸引及共享群体目标的程度

冲突管理 冲突:由某种干扰或对立状况所导致的不协调或差异 传统冲突观:认为所有冲突都是负面的、必须避免的 人际关系冲突观:认为冲突时所有群体中的一种自然而然、不可避免的结果相互作用冲突观:认为有些冲突对群体有效开展工作是绝对必要的 良性冲突:能够支持群体工作目标和改进群体绩效的冲突 恶性冲突:妨碍群体实现其目标的冲突 任务冲突:关于工作内容和目标的冲突 关系冲突:关于人际关系的冲突 程序冲突:关于如何完成工作的冲突

管理学罗宾斯(第11版)第16章知识

●什么是动机? 动机:一种过程,它体现了个体为实现目标而付出努力的强度、方向和坚持性 ●早期的动机理论 马斯洛的需求层次理论 ·需求层次理论:马斯洛的这个理论认为人的需求——生理需求、安全需求、社会需求、尊重需求和自我实现需求——构成了一种层级结构 1·生理需求:一个人对食物、水、住所、性以及其他生理需求的需求 2·安全需求:生理需求得到保证的前提下,保护自身免受生理和情感伤害的需求3·社会需求:一个人在爱情、归属、接纳以及友谊方面的需求 4·尊重需求:一个人对内部尊重因素(例如自尊、自主和成就感)和外部尊重因素(例如地位、认可和关注)的需求 5·自我实现需求:一个人对自我发展、自我价值实现和自我理想实现的需求 麦格雷戈的X理论和Y理论 ·X理论:该假设认为员工没有雄心大志,不喜欢工作,只要有可能就会逃避责任,为了保证工作效果需对他们严格监管;个体受到马斯洛需求层次中的低层次需求的主导·Y理论:该假设认为员工是有创造力的,喜欢工作,主动承担责任,能够自我激励和自我指导 赫茨伯格的双因素理论 ·双因素理论(激励-保健理论):该理论认为内在因素与工作满意度相关,而外在因素与工作满意度不相关 ·保健因素:能够消除工作不满意但无法产生激励的因素 ·激励因素:能够增强工作满意和工作动机的因素 高级需要

麦克莱兰的三种需求理论 ·三种需求理论:该动机理论认为主要有3种后天的(而非先天的)需求推动人们从事工作,而这3种需求是成就需求、权力需求和归属需求。 ·成就需求:个体想要达到标准、追求卓越、获得成功的愿望 他们喜欢具有适度挑战性的工作;尽量避免他们认为过于容易或者困难的工作任务·权力需求:个体想要使他人按照自己的指示以某种特定方式行事的期望 ·归属需求:个体对友好、亲密的人际关系的渴望 ●当代的动机理论 目标设置理论:该理论认为具体的工作目标会提高工作绩效,困难的目标一旦被员工接受,将会比容易的目标产生更高的工作绩效 自我效能:个体认为自己能够完成某项任务的信念 强化理论:该理论认为行为是其结果的函数;大都通过奖励然后强化某种行为 强化物:紧跟在某种行为之后立即出现、并且能够使该行为未来被重复的可能性提高的某种结果 ●设计具有激励作用的工作 工作设计:用来将各种工作任务组合成完整的工作的方法 工作范围:一份工作所要求从事的任务数量以及这些任务重复的频率 工作扩大化:横向扩展工作范围 工作丰富化:通过增加计划和评估责任而使工作纵向扩展 工作深度:员工对自己工作的控制程度 工作特征模型:管理者在设计具有激励作用的工作时所采用的一种有效框架,它确定了5种核心工作维度、它们的相互关系以及它们对员工生产率、动机和满意度的影响●5种核心工作维度 技能多样性:一项工作需要从事多种活动从而使员工能够利用不同技能和才干的程度 任务完整性:一项工作需要完成一件完整的、可辨识的工作任务的程度 任务重要性:一项工作对他人生活和工作的实际影响程度 工作自主性:一项工作在安排工作内容、确定工作程序方面实际上给员工多大的自由度、独立权和决定权 工作反馈:员工在完成任务的过程中可以获得关于自己工作绩效的直接而明确的信息的程度

管理学罗宾斯(第11版)第11章知识

当代的组织设计 团队结构:整个组织由工作小组或工作团队构成并完成工作任务的一种组织结构。 矩阵结构:一种组织结构,指的是把来自不同职能领域的专业人员分派去从事各种工作项目。 项目结构:一种组织结构,指的是员工持续不断地从事各种项目,并没有所属的正式部门。 无边界组织:不被各种预先设定的横向、纵向或外部边界所定义或限制的一种组织。 虚拟组织:由作为核心的少量全职员工以及工作项目需要时被临时雇用的外部专业人员构成的组织。 网络组织:利用自己的员工来从事某些工作活动并且利用外部供应商网络来提供其他必需的产品部件或工作流程的组织。 学习型组织:已经培养出持续学习、适应和改变的能力的组织。

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管理学 第一章管理与组织 学习导览 一、管理者是谁? It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others. 解释管理者与非管理的雇员有什么不同? Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them. 组织中的管理者如何分类? In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles. (1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson. (2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager. (3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson. 二、管理是什么? Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely. 解释为什么对管理来说效率和效力是重要的。 Efficiency refers to getting the m ost output from the least am ount of inputs.—doing the things right, which is, not wasting resources. Ef fectiveness is often described as “doing the right things”, that is, doing those work activi ties that will help the organization reach its goals.

罗宾斯管理学英文版9个重点试题详细解答

罗宾斯《管理学》英文版9个重点试题详细解答 1.Discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles of management. ①Develop a science for each element of an individual’s work to replace the old rule-of thumb method②scientifically select and then train ,teach and develop the worker.③heartily cooperate with workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 2.In a short essay, describe what is meant by the specific and general environments within which organizations operate. The specific environment includes external forces that directly impact managers’ decisions and actions and are directly relevant to the achievement of the organization’s goals. The main forces that make up the specific environment are customers, suppliers, competitions and pressure groups. The general environment includes the broad economic, political/legal, sociocultural, demographic, technological and global conditions that affect an organization. 3.In a short essay, define organizational culture, identify and define the seven dimensions that make up an organization's culture. Organizational culture has been described as the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. First, culture is a perception .(It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization .)Second, organizational culture is descriptive .(It’s concerned with how members perceive the culture, not with whether they like it. Finally, even though individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture. ) ①Attention to detail ②Outcome Orientation ③People Orientation④Team Orientation⑤ Aggressiveness⑥Stability⑦Innovation and Risk Taking 4.In a short essay, discuss bounded rationality and satisficing. Bounded rationality which says that managers make decisions rationally but are limited by their ability to process information. Then, it about satisficing. Because the managers can not possibly analyze all information on all alternatives, they satisfice rather than maximize. That is, they accept the solutions are “good enough.” 5.In a short essay, define management by objectives (MBO) and list four elements of this type of goal setting. MBO:A process of setting mutually agreed upon goals and using those goals to evaluate performance. Fourgoals:1goal specificity,2、participative decision making,3、 an explicit time period4、performance feedback. 6.In a short essay, define goals, then list and discuss six characteristics of well-designed goals. ①written in terms of outcomes rather than actions ②measurable and quantifiable③clear as to a time frame④challenging get attain-able⑤written down⑥communicated to all necessary organizational members 7.In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness in segmenting businesses. Include a discussion of the characteristics for each of the four categories based on the BCG matrix. BCG.A strategy tool that guide resource allocation decisions on the basis of market share and growth rate of SBUs, providing a framework for understanding diverse businesses and help manager’s establish priorities for resources. The dog should be sold off-dated also managers should milk cash cows for as much as they can, and use cash generated to invest in stars and question marks with strong potential improve market share. 8. In a short essay, describe the strategic management process and identify the six stages in the process. ①Identify the organization’s current mission ,goals and strategies.②do an external analysis.③do an internal analysis.④formulate strategies.⑤implement strategies.⑥evaluate results. 9. In a short essay, describe matrix structure. What are the advantages and disadvantages of this structure? The BCGmatrix introduced the idea that an organization’s businesses could be evaluated and plotted using a2x2matrix to identify which ones offered high potential and which were a drain on organizational resour ces. Some of the strategic advantages of this organizational structure are reduced working capital and process cycle times can be reduced in most cases. It creates checks and balances between competing viewpoints and promotes making trade-off decisions that are best for the company. It also has a number of disadvantages that make it unsuitable for use in many companies. It is very complex to manage and hard to maintain balance between differing lines of authority. 1/ 1

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