Question 11The principle ofcalls for managers to design a hierarchy with the fewest managerial levels----------necessary to efficiently and effectively use organizational resources.A) unity of commandB self-managed teamscentralization of powerdual commandminimum chain of command

Benefits of chain of command: 1. Chain of command offers the merit of efficiency since when the…

Answered: principle of calls for managers to…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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15. Personal conflict refers to the conflict that arises out of personal differences between people. True False 16. The strength of an organization’s culture is based to some degree on the ____ of associates and managers. A) homogeneity B) heterogeneity C) diversity D) homogeneity and heterogeneity E) both heterogeneity and diversity 17. One effective criterion is the team’s affective tone or the general emotional state of the team. True False
Explain the framework in 3-5 sentences.What does this imply in the culture of an organization? (Photo attached)
Case: The Busy Boss Delegates Director of materials management Tom Netter was responsible for activities divided among five managers, some who themselves had subordinate supervisors. As someone responsible for a wide range of activities, Tom had always espoused a belief and active delegation of authority an active participative management as far as his direct-reporting managers were concerned. It seemed to Tom as though a common response throughout the hospital to many problems and questions that arose was, “That's Netter's responsibility”. In a way it made him feel good to be identified so strongly with many important activities. Among Tom’s many responsibilities was membership, on behalf of the hospital, on several product committees of the region’s group purchasing program. He also served on at least four hospital committees, including the product evaluation committee and the safety committee. As is often the case with a growing health care institution and with the expanding…
How do we organize a party at home or in a restaurant? (organization behavior)
Which is the most important aspect as the basis of creating an organizational structure? The process of tasks distribution The process of making the authority equal for all The process of delegation of authority The process of staff recruitment
35. A manager is working to align the culture of the organization with a new mission and vision of the company. The manager needs to transmit the new mission and vision to employees in order to assist them with the change process. Which strategy should the manager use to transmit this information? A.Create power structures B.Develop organizational structures C.Establish control systems D.Support a paradigm shift
7. Which of the following teams have low influence (power) and limited information at their disposal? a. self-managed teams b. parallel structures c. TQM d. high involvement groups
10. Will, the owner of Will's Landscaping, was talking to a visitor in his office, telling her that "We are a fun-loving group that believes in teamwork and a family atmosphere at work, which significantly affects our work outcomes. Plus, we do things together outside of work. This is the 'social glue' that binds the members of our company together." Will was referring to his company's. a. diversity plan. b. organizational culture. c. mission statement. d. analytics. e. code of ethics.
Commencing with a profound examination of organizational dynamics, illuminate the cardinal significance of feedback loops as catalysts for perpetual refinement and enhancement in the orchestration of organizational coordination across the expansive continuum of time, delving into the intricate interplay of iterative learning mechanisms, adaptive responses to dynamic contextual shifts, cultural assimilation, and strategic recalibration, thereby unraveling the multidimensional complexities intrinsic to fostering a culture of relentless evolution and seamless coordination amidst the ever-unfolding tapestry of organizational evolution.
Organizations flatten because authority increasingly relies on knowledge. This is the impact of: * Post-industrial organizations Transaction cost theory IT flattens the organization O Agency theory
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principle of calls for managers to design a hierarchy ----- - --- essary to efficiently and effectively use organizational resources. A unity of command B self-managed teams centralization of power D dual command