XYZ Inc., an advertising firm, has a horizontal structure with simple rules and procedures. It achieves targets by having personal means of coordination. The firm values the existence of informal groups and does not believe in division of labor. The XYZ's managers trust that all employees work efficiently without any supervision. This implies that XYZ Inc. is a(n) organization. Centralized Adaptive Bureaucratic Open

XYZ Inc., an advertising firm, has a horizontal structure with simple rules and procedures. It achieves targets by having personal means of coordination. The firm values the existence of informal groups and does not believe in division of labor. The XYZ's managers trust that all employees work efficiently without any supervision. This implies that XYZ Inc. is a(n) organization. Centralized Adaptive Bureaucratic Open

Name: XYZ Ic., an advertising firm, has ahorizontal structure with simple r
Uploaded: 2024-03-20T06:57:05.000Z
Channel: Bartleby
Description: XYZ Ic., an advertising firm, has ahorizontal structure with simple rules andprocedures. It achieves targets by havingpersonal means of coordination. The firmvalues the existence of informal groups anddoes not believe in division of labor. TheXYZ's

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

See similar textbooks

Similar questions

16) In business the saying of ‘do not put all your eggs in one basket” refers to: a) Not being dependent on a single business to meet stockholders’ exceptions b) Not being dependent on a single hierarchical structurec) Implementing multiple strategies at the same time. d) A and B e) A and B and C
Match the correct pairs - A. B. C. D. E. F. Task environment - A. B. C. D. E. F. Complex & Unstable environment - A. B. C. D. E. F. Simple and stable environment - A. B. C. D. E. F. General environment A. High environmental uncertainty B. Linear organizational structure C. Organizational Grouping D. Includes environmental factors that do not directly affect the firm, but may have an indirect influence on the firm's operations E. Includes environmental elements that directly impact the firm's ability to achieve its goals F. Low environmental uncertainty
Trifecta Software, Inc. of Austin, Texas, is one of the fastest growing software companies in the industry, with current earnings in the $100 million to $200 million range. It prides itself on its unique and unorthodox culture. Many of its approaches to business practice are unusual, but in Trifecta’s fast- changing and highly competitive environment they seem to work. There is no dress code and employees make their own hours, often very long. The environment is so lax, that even the highest honcho in the office is wearing jeans and a crew neck shirt. Often times, he would be referred to as the “cool dude” of their organization. Everyone in the office tends to socialize together as the average age in the company is around 25 – 28 years old. Those who are in their 30’s to 40’s are considered as the elder statesmen of Trifecta. Socialization is often seen in the office’s well – stocked kitchen and on company – sponsored events and trips to places like local dance clubs and…
T F As managers carry out their functions, the firststep is to control, the second to organize, andthe third to plan
1. As AdRoll grows, how will the structure of its organization change? What affect will that have on AdRoll? What affect will that have on the cul-ture of AdRoll? 2. What recommendations would you make to the founder(s) ofAdRoll in regard to harvesting its organization (sell, merge, selling to employees, I PO,etc.)? AdRoll’s expansion meant a lot for the company in terms of changes to its organizational structure and culture. AdRoll’s office was set up in a large room with lots of young people and dogs all work-ing in a fast-paced environment, which also facili-tated creativity. The question for AdRoll was would it be able to maintain this structure and culture as the company expanded and grew? As AdRoll expanded and grew, it was either going to have to work hard to maintain this openroom structure or change it to a more functional specialization structure. The problem with this was that the more functional structure might result in less creativity. This was dangerous for AdRoll…
There are so many avenues through which the concepts of strategic management could be appliedin real life.Required: a. With reference to the business model canvas, illustrate how thenine (9) elements interact in ascertaining how a business can sustainably generaterevenues. b. Using an organization of your choice, practically demonstrate your understanding of theorganization’s business model.
Q5aManagement has evolved through the space of time, explain in detail MarxWeber’s theory and with a suitable example explain how AIT can use the theory inits administrative setup with suitable examples.
1 Flatter organisation structures which decentralise decision making and empower employees will almost always be more efficient than highly centralised organisations with tall hier- archies. Discuss. 2 Flexibility in working time is nearly always for organisational benefit. In practice, few employees actually benefit from working time flexibility. Discuss.
what are some of seth goldman's responsibilities as ''TeaEO'' of honest tea? provide at least three detailed examples.
When XYZ Corp. started to eliminate levels of management in a downsizing exercise, the company moved toward ________. Question 7 options: A) it is not possible to tell with this information B) an informal organization C) a line organization D) a tall, centralized structure E) a flat, decentralized structure
Subject: Strategic management MCQ's Alfred Chandler's conclusions on the relationship between strategy and structure can be summed up as a) structure shapes strategy. b) strategy and structure are independent factors. c) structure and strategy are unrelated. d) structure follows strategy. e) strategy follows structure.
Prove or disprove the contention of peter Drucker, a management guru stating that "Business is created and managed by people, not by forces" support your arguements with your knowledge about the enbironmental forces.