Unit 2 chapter 2

_____ results from people's perceived expectation that punishment will follow if they do not comply with the orders of a leader.

Coercive power

Following up on decision making involves exercising the management function of:

Controlling

In the wagon wheel organizational structure, the _____ form the hub of the wheel

Customers

_____ is the organizational process of determining how activities are to be grouped.

Departmentalization

Which of the following statements is true of decision making?

If a given event is inevitable, a decision need not be made.

A non-programmed decision:

Requires different responses each time.

______ are inflexible and must be obeyed

Rules

A Budget is:

a single-use plan

The right to do something, is known as:

authority

Planning is most clearly related to the management function of:

controlling

The first step in the decision making process is to:

define the problem

In a line organization:

each person has clearly defined responsibilities and reports to an immediate supervisor.

_____ develops from internalized values that dictate that a leader has an inherent right to influence subordinates.

legitimate power

Which of the following types of plans is often discarded after use?

A Budget

_____ is a good technique to use to generate a full set of alternatives.

Brainstorming

Which of the following is the third step in planning?

Developing a systemic approach to achieve the objective.

Which of the following statements is true of problem solving?

Effective supervisors analyze problems, and solve them by eliminating their causes.

Unified Planning:

Ensures that plans at all organizational levels are in harmony.

Jane is a manager and is highly knowledgeable and experienced in her area of specialization. Which of the following types of power is Jane most likely to possess owing to her knowledge?

Expert power

A manager's power is diminished when he or she shares it with others

False

A rule is a single use plan

False

According to the Myers-Briggs Type Indicator, people who rely on intuition tend to be patient and realistic.

False

Effective managers never make assumptions about the future while planning.

False

In a hierarchy of objectives, top managers establish goals that reflect the goals of the middle and supervisory management levels.

False

In the wagon wheel organizational structure, customers are on the outer rim and top management is at the center, the hub.

False

Most organizations use the matrix approach at the top and other approaches at lower levels

False

Objectives should be set such that they can be met through average effort.

False

Planning always involves assessing present conditions and making only short term goals.

False

Planning involves the use of administrative skills only

False

Span of management is the number of decisions a manager can make in one day.

False

Successful executives see themselves and their companies as domination the environment

False

Synergy means that the whole is less than the sum of the parts.

False

The autocratic style is the only style that the Vroom-Yetton model describes.

False

The only way that power can be obtained is by experience

False

There is a trend in the United States toward increasing the number of levels of management and shifting toward more centralization.

False

Wide spans of management save the company money.

False

Which of the following is an ideal way for an organization to apply the span of control principle?

First-level managers should have the highest number of people directly reporting to them.

_____ is one of the two elements of the Crawford Slip technique.

Fluency

When a quality control specialist tells a production manager to adjust a machine to increase the quality of the product, he or she is using:

Functional authority

Which of the following violates the unity of command principle?

Functional authority

The _____ identifies work stages on a vertical axis and schedule completion dates horizontally.

Gantt Chart

Which of the following is true of the elements involved in decision making?

In many supervisory situations, no decision is needed, and decision making would be in vain.

_____ carry out the primary activities of a business such as producing or selling products and/or services.

Line personnel

____ departmentalization is a hybrid type of departmentalization in which personnel from several specialties are brought together to complete limited-life tasks.

Matrix

_____ are the purposes, goals, and desired results for the organization and its parts.

Objectives

_____ are what you want to accomplish-the focus toward which plans are aimed.

Objectives

A _____ outlines the steps to be performed when a particular course of action is taken

Procedure

Which of the following is TRUE about the nominal group technique?

Round-robin responses are used in this technique.

Employees who violate an organizational mandate which states that "Employees who violate the no-smoking rule are automatically discharged" are going against an organizational:

Rule

Anticipating alternative future situations and developing courses of action for each alternative is referred to as _____ planning

Scenario

_____ use their expertise to assist others in the organization in various areas of business activities.

Staff personnel

The type of planning that is usually done by top management and is for a period of five years or more into the future, is known as:

Strategic Planning

Which of the following is true of managers?

Supervisors direct employees' behavior toward achieving their own goals.

Which of the following management levels is involved with short-range plans of 1 day, 1 week, or 1 to 6 months?

Supervisory managers

Which of the following is true of line organization

The accountability of employees is maximized in such organizations

The CEO of an organization fires a department head. The CEO is most likely to have got his authority from:

The board of directors

Which of the following is true of guidelines to be followed while setting objectives?

The key performance areas should be selected for setting objectives.

The lower the level of management, _____.

The wider the manager's span of management.

A major way to avoid conflict between line and staff people is to ensure that people clearly understand the authority/responsibility relationships between individuals and departments.

True

A narrow span of management is needed by middle managers because they must spend much of their time in long-range planning and working with outside interest groups.

True

Brainstorming is a process that is used as a technique to foster creative problem solving.

True

Companies following a policy of a narrow span of control are often hampered in achieving effective results

True

Determining whether a decision is achieving results involves the control function of management.

True

Every effective supervisor must be a good detective.

True

Granting authority is one of the key aspects of delegation

True

Managers must assess an employee's job maturity level and need for growth when selecting an employee for delegation

True

Mastering the art of delegations and empowerment is essential to a leader's growth, development, and effectiveness

True

One of the benefits of delegation is that employees will have enhanced power

True

Perhaps the greatest cost of downsizing are the social costs

True

Strategic planning has a longer time horizons

True

Supervisors are involved with short-term planning that usually spans a timeframe of one day to six months

True

The nominal group technique is structured and generates ideas through round-robin individual responses.

True

The strength of the manager- subordinate relationship is a key determinant of managerial delegation

True

Which of the following is true of power?

a high need for power is an important characteristic of successful managers.

According to the acceptance theory of authority:

a manager has authority when it has been accepted by the manager's subordinates

____ is best defined as the obligation that is created when an employee accepts a leader's delegation of authority.

accountability

In the one-person organization stage, ______

all functions of the organization are performed by the owner/ founder.

A reason for employees not welcoming delegation is:

because the duties given to them are often ambiguous or unclear.

If there has been a strong history of growth in an organization, where mergers and acquisitions have occurred, then such an organization will most likely be:

decentralized

Granting authority, assigning responsibility, and requiring accountability are part of the:

delegation process

Authority flows:

downward

_____ are the standards used to judge the "rightness" or "wrongness" of one person's behavior toward others.

ethics

All organizations inevitable go through all four stages of growth

false

According to the Crawford Slip technique, _____ is the ability to use free association to generate or classify ideas in categories.

flexibility

The last step in the decision-making process is:

following up and evaluating decisions.

A restricted kind of authority which gives a staff person authority over a given operation is called

functional authority

The unity of command principle:

gives the employee a single manager to turn to when a problem arises.

Line-and-staff organizations:

have specialists in certain positions to assist the line personnel

A(n) _____ is a network with broad goals at the top level of the organization and narrower goals for individual divisions, departments, or employees.

hierarchy of objectives

According to the internal systems model developed by Likert, _____ reflect the internal state and health of the organization.

intervening variables

One disadvantage of product departmentalization is that:

it requires more personnel and material resources.

The temporary nature of assignments under _____ departmentalization does not allow employees to feel they belong to one project team.

matrix

A _____ is an example of a standing plan.

policy

_____ is the the ability to influence individuals, groups, events, and decisions.

power

The decision about how frequently to do maintenance servicing is an example of a:

programmed decision

The driving idea of empowerment is to:

provide employees closest to the work and to customers the opportunity to make decisions

Tom is a very charming, hard-working, and dedicated leader. Which of the following types of power is Tom most likely to possess because of these qualities?

referent power

_____ is a key aspect of delegation.

requiring accountability

Reengineering:

should be used by companies while planning new product development

Which of the following is true of delegation?

some leaders do not delegate because of a lack of trust i other workers

The _____ is the number of immediate employees a supervisor can supervise effectively

span of management

Two of the most significant ways of empowering and developing people are coaching and:

teaching

According to Myers and Briggs, people who prefer _____ tend to be successful in applying skills in interpersonal and human relations.

thinking

According to the Myers-Briggs Type Indicator, people who prefer _____ are skillful in dealing with matters that require logic, objectivity, and careful examination of facts.

thinking

Contingency planning means:

thinking in advance about possible problems and having anticipated solutions

Accountability flows:

upward