Organizational Structure Types-medium quiz

Characteristics and Types of Teams

• Team members are interdependent, bringing together resources to achieve a common outcome, while individuals in a group may not rely on each other at all.
• Teams are formed for specific purposes and can be short- or long-lived, while groups can exist based on common attributes like race or ethnicity.
• Team members have specified roles and defined ways of working together, whereas groups are generally more informal with unspecified roles and norms.
• Team members are familiar with each other due to task interactions, while group members may have personal relationships or little knowledge of each other.
• Temporary teams include task forces, product development teams, and cross-functional teams in matrix organizations.
• Virtual teams consist of members in different locations, often formed to leverage distributed expertise or time differences.
• Top management teams are appointed by CEOs and typically include representatives from key functional or geographic areas.
• Self-managed teams, empowered with a team leader, have been linked to higher job satisfaction and increased self-esteem.
• Effective team design involves decisions on team composition, size, and diversity, tailored to the task at hand.
• Team members' qualifications, knowledge, skills, abilities, and personality traits are essential considerations in team formation.
• Optimal team size ranges from two to twenty members, with smaller teams promoting better coordination and interaction.
• Complementary skills and diversity in team composition can lead to more creative and effective solutions, helping to avoid groupthink.

Organizational Structures and Management Levels

• Functional structure can restrict coordination and communication between departments due to separate working units.
• Divisional structure is used in larger companies with separate smaller organizations within the umbrella group, allowing for rapid and specific needs met, but communication is inhibited.
• Process structure divides the organization around processes, such as research, manufacturing, and sales, geared towards satisfying the customer.
• Matrix structure, a hybrid of divisional and functional structure, allows for the benefits of both structures, but can lead to power struggles.
• Organizational chart is the most common visual depiction of how an organization is structured, outlining roles, responsibilities, and relationships.
• Organizational charts can represent the structure of an organization as a whole or broken down by department or unit.
• There are generally three different levels of managers in organizations: first-level managers, middle-level managers, and top-level managers.
• Top-level managers are responsible for controlling and overseeing all departments, developing goals and strategic plans, and mobilizing outside resources.
• Middle-level managers are responsible for the functioning of their department, executing plans, and inspiring and guiding lower-level managers.
• Top-level managers consist of board of directors, president, vice-president, chief executive officers.
• Middle-level managers consist of general managers, branch managers, department managers.
• The number of managers in every level resembles a pyramid, with the first-level having many more managers than middle-level and top-level managers.