Question: Explain in a general sense what about structure we can and cannot learn from an organization's flow chart. What structural and contextual variables that we

Explain in a general sense what about structure we can and cannot learn from an organization's flow chart. What structural and contextual variables that we study in organization theory appear on the organization chart?

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Answer not provided.

PTS:1REF:pg. 94NAT:AACSB Analytic |AACSB Creation of Value

2.Describe the three components in the definition of organization structure.

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Answer not provided.

PTS:1REF:pg. 94

NAT:AACSB Reflective Thinking |AACSB Creation of Value

3.Explain the c.

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Answer not provided.

PTS:1REF:pg. 96

NAT:AACSB Reflective Thinking |AACSB Creation of Value

4.Explain when a horizontal structure is dominant and when a vertical structure is dominant.

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Answer not provided.

PTS:1REF:pg. 98

NAT:AACSB Reflective Thinking |AACSB Creation of Value

5.List and explain the structural devices to achieve vertical linkage.

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Answer not provided.

PTS:1REF:pgs. 99-100

NAT:AACSB Reflective Thinking |AACSB Creation of Value

6.How can rules and plans serve as an information linking mechanism in organizations?

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Answer not provided.

PTS:1REF:pgs. 99-100NAT:AACSB Analytic |AACSB Creation of Value

7.Contrast the following structural alternatives to achieving horizontal integration: task force, liaison, and full-time integrator.

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Answer not provided.

PTS:1REF:pgs. 101-102

NAT:AACSB Analytic |AACSB Creation of Value

8.What qualifications would be expected for the position of full-time integrator? Why?

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Answer not provided.

PTS:1REF:pg. 102NAT:AACSB Analytic |AACSB Individual Dynamics

9.Explain why departments are created.

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Answer not provided.

PTS:1REF:pg. 107NAT:AACSB Analytic |AACSB Creation of Value

10.List and explain two of the departmental grouping options.

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Answer not provided.

PTS:1REF:pg. 108

NAT:AACSB Reflective Thinking |AACSB Creation of Value

11.Draw and label a functional structure. Then draw a divisional structure, and take the same job titles you placed in the previous structure and label where they would be in the divisional structure. The resulting two diagrams should illustrate differences between the functional and divisional structure.

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Answer not provided.

PTS:1REF:pg. 110|pg. 112

NAT:AACSB Reflective Thinking |AACSB Creation of Value

12.What are the similarities and differences between a functional structure with horizontal linkages and a divisional structure?

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Answer not provided.

PTS:1REF:pg. 112NAT:AACSB Analytic |AACSB Creation of Value

13.List and describe the conditions of the matrix structure.

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Answer not provided.

PTS:1REF:pg. 117

NAT:AACSB Reflective Thinking |AACSB Creation of Value

14.Compare and contrast a functional matrix and a product matrix.

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Answer not provided.

PTS:1REF:pg. 117

NAT:AACSB Reflective Thinking |AACSB Creation of Value

15.Would you personally rather join an organization structured by function matrix or product matrix? Why?

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Answer not provided.

PTS:1REF:pg. 117NAT:AACSB Analytic |AACSB Creation of Value

16.Contrast the similarities and differences between a matrix organization and a functional structure with horizontal linkages. Explain about a situation or an organization in which you would actually prefer to utilize the functional structure with horizontal linkages over the matrix.

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Answer not provided.

PTS:1REF:pg. 112|pgs. 116-117

NAT:AACSB Analytic |AACSB Creation of Value

Describe the characteristics of a company reengineered into a horizontal structure.

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Answer not provided.

PTS:1REF:pg. 122

NAT:AACSB Reflective Thinking |AACSB Creation of Value

Explain how a modular structure works.

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Answer not provided.

PTS:1REF:pg. 126

NAT:AACSB Reflective Thinking |AACSB Creation of Value

20.What are the two types of hybrid structure? Discuss each type.

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Answer not provided.

PTS:1REF:pg. 129

NAT:AACSB Reflective Thinking |AACSB Creation of Value

21.List and give examples of two symptoms of structural deficiency provided in the text. Explain how an organization might cope with those two symptoms of structural deficiency.

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Answer not provided.

PTS:1REF:pg. 132NAT:AACSB Analytic |AACSB Creation of Value

22.What symptoms of structural deficiency would make a firm consider changing its structure?

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Answer not provided.

PTS:1REF:pg. 132NAT:AACSB Analytic |AACSB Creation of Value

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