Because Functional Organization Structures Often Result in Pieces of Strategically

question 92

Multiple Choice

Because functional organization structures often result in pieces of strategically relevant activities and capabilities being scattered across many different functional departments, companies have found that

• A)it is necessary to give these functional departments the freedom to collaborate closely with each other to achieve the desired degree of coordination.
• B)it is necessary to outsource those activities that are fragmented to strategic partners in order to achieve the needed coordination.
• C)there is merit in using business process reengineering to radically redesign and streamline strategy-critical processes and workflow from different departments and unifying their performance into a single department or cross-functional work group that has charge over the whole process.
• D)TQM is a potent way to reengineer the work effort, avoid the shortcomings of a functional organization structure, and achieve rapid-response capability.
• E)it makes good organizational sense to combine those functional departments where fragmentation is a problem into a single department.

---

Definitions:

Thomas Theorem

Classic formulation of the way individuals determine reality, whereby “if people define situations as real, they are real in their consequences”.

Erving Goffman

A sociologist known for his analysis of human interactions and the development of the concept of dramaturgical analysis.

George Herbert Mead

An American sociologist and psychologist, known for his significant contributions to the development of symbolic interactionism and social psychology.

Emotional Self-Control

The ability to manage and regulate one's emotions, responses, and reactions in a way that is considered appropriate and effective in a given context.