Business > CASE STUDY > Al.docx Al's Auto is a thriving car dealership. As CEO, Al overseas the managers of three (All)

Al.docx Al's Auto is a thriving car dealership. As CEO, Al overseas the managers of three

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Al.docx Al's Auto is a thriving car dealership. As CEO, Al overseas the managers of three departments: sales, service, and parts. Employees are specialized and grouped according to their expertise. H... ere is the organizational chart showing the structure or departmentalization for Al's Autos: CEO Sales Mgr. Service Mgr. Parts Mgr. Sales EEs Service EEs Parts EEs 1) Al's Autos has a _________ structure. (A) Matrix (B) Functional (C) Team-based (D) Virtual network (E) Divisional 2) Which of the following characteristics would you expect Al's Autos to have? Check all that apply. (A) Decision making in this company is centralized, with the CEO ultimately responsible for problem solving. (B) Employees receive extensive training specific areas, leading to the development of in-depth expertise. (C) There is extensive communication between employees in different departments of this company. (D) Employee specialization leads to increased efficiency. 3) The CEO of Al's Autos is considering moving to a matrix structure. What would be the best reason to make such a move? (A) To improve communication across functions. (B) To take advantage of economies of scale (C) To increase the company's efficiency 4) What problem might the CEO expect if the company switches to a matrix structure? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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