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Table 15.2
For a management class, a group of students is considering how to structure a proposed company. Their original idea was a design that would give complete responsibility for the development and marketing of a product to one unit. Tax considerations are a concern as well, and they want a structure that would help the accountants track them better through specific cost centers. They decide not to use this design because of the duplication of effort and the probability that it would be difficult to attract and retain talented employees. In their second design they want to stress the opportunity for employees to specialize, gain economies of scale, and conserve resources by eliminating duplication of effort. They reject that design because it is too cumbersome and slow to respond to the changes in the marketplace. Then one member of the group, Jack, suggests that they eliminate chains of command and spans of control and go to empowered teams. He argues that this will increase creativity and responsibility among employees. A fellow student argues that it won't work in the real world because managers won't give up that much authority. "Ok," a third student, Jane, offers, "let's try this idea but build around a hub. The hub will be the core business and the spokes will be groups of specialists that can be added to or subtracted from as the market changes." They settle on a structure with two lines of authority, one by task specialization and the other by product line. This gives them economies of scale and flexibility but some stress over reporting authority. Nevertheless, it gives them the best of what they want.
-Refer to Table 15.2. Jack's idea is an example of a:
Bulk Order
A large quantity of goods ordered at once, often to benefit from cost savings.
Good-Quality Shirts
Apparel that is made from high-grade materials and demonstrates superior craftsmanship and durability.
Relaxation Response
A physiological state of deep rest that changes the physical and emotional responses to stress, often invoked through practices like meditation.
Performance Appraisal
The systematic evaluation of an employee's job performance and productivity, often used as a basis for career development and compensation decisions.
Q9: _ allows employees to make the decisions
Q28: Refer to Table 12.3. The marketing director's
Q44: The most obvious organization-based cause of conflict
Q69: Individuals with the capacity to control access
Q73: Fran was administered a test which used
Q78: The basis of LPC contingency theory is:<br>A)
Q83: Individuals with high self-efficacy on the job:<br>A)
Q88: Refer to Table 15.4 The high-tech company
Q95: In organizations departmentalized by products, each self-contained
Q99: The process of coordinating the structural elements