ch 10

b

Change and uncertainty in the environment are usually associated with _____. a. work specialization b. decentralization c. centralization d. tight vertical control e. division of labor

c

Organ Rentals Corporation has been having numerous problems. Communication across departments is poor and decisions are backing up at the top of the organization. Organ Rentals uses a _____ structure. a. geographic b. product c. functional d. matrix e. team-based

d

Jacob, a customer service representative for AB Retailers, has seven levels of management between himself and the company's CEO. In contrast, his friend Rhonda, a customer service representative for YZ Retailers, has only four levels of management between her and the company CEO. Compared to YZ, Jacob's company has what type of organizational structure? a. Narrow b. Wide c. Flat d. Tall e. Identical

c

The _____ is an organization structure that divides the major functions of the organization into separate companies. a. diversification approach b. team approach c. virtual network approach d. BCG approach e. functional approach

b

The functional, _____, and _____ are traditional approaches that rely on the chain of command to define departmental groupings and reporting relationships along the hierarchy. a. divisional, teams b. divisional, matrix c. matrix, teams d. matrix, networks e. teams, networks

c

When departments are grouped together on the basis of organizational outputs, the organization is using a: a. functional structure. b. matrix structure. c. divisional structure. d. virtual network structure. e. team-based structure.

b

the matrix structure violates which of the following principles of management? a. Unity of direction b. Unity of command c. Work specialization d. Division of labor e. Span of management

c

All functions in a specific country or region report to the same division manager in _____ divisions. a. functional b. matrix c. geographic-based d. teams e. networks

b

All of the following are advantages of a functional structure EXCEPT: a. economies of scale. b. excellent coordination between functions. c. in-depth skill specialization and development. d. high quality technical problem solving. e. career progress within functional departments.

a

A formal chain of command for both functional and divisional relationships is provided by the _____ approach to structure. a. matrix b. vertical functional c. divisional d. product e. team-based

c

according to MANAGER'S SHOPTALK in Chapter 10, all of the following are effective ways for a manager to delegate EXCEPT: a. delegate the whole task. b. select the right person. c. save feedback for completion of the project. d. evaluate and reward performance. e. give thorough instruction.

e

All of the following are advantages of a divisional structure EXCEPT: a. high concern for customers' needs. b. fast response, flexibility in an unstable environment. c. emphasis on overall product and division goals. d. development of general management skills. e. there is little duplication of services across divisions.

e

All of the following are the major disadvantages of the matrix structure EXCEPT: a. it generates a large amount of conflict. b. managers spend much time resolving conflict. c. the confusion caused by the dual chain of command. d. the power imbalance that can result between the sides of the matrix. e. enlarged tasks for employees.

a

An advantage of functional structures is the: a. resulting economies of scale. b. enlarged tasks for employees. c. easy pinpointing of responsibility for product problems. d. development of general management skills. e. flexibility in an unstable environment.

d

Disadvantages of the virtual network approach include: a. a lack of hands-on control. b. the possibility of losing an important part of the organization. c. weakened employee loyalty. d. all of these. e. a lack of hands-on control and weakened employee loyalty.

c

Global companies often use a _____ structure to achieve simultaneous coordination of products across countries. a. functional b. divisional c. matrix d. product-based e. process-based

b

In the _____ approach, a manufacturing company uses outside suppliers to provide entire chunks of a product, which are then assembled into a final product by a handful of workers. a. virtual network b. modular c. virtual organization d. team e. matrix

a

In the _____ structure, the organization is viewed as a central hub surrounded by a network of outside specialists which are sometimes spread all over the world. a. virtual network b. matrix c. functional d. divisional e. geographic

c

In times of crisis or risk of company failure, authority should be: a. decentralized. b. centralized at the bottom. c. centralized at the top. d. spread through a wide span of management. e. flat.

e

Juan is a top manager at I.F.L., a matrix organization. He oversees both the product and functional chains of command, and is responsible for maintaining a power balance between the two sides of the matrix. Juan is a _____. a. political leader b. functional leader c. divisional leader d. matrix leader e. top leader

d

Kent works at the Tick Tock, Inc. He has two bosses, one a functional manager and the other a divisional manager. Tick Tock, Inc. has a _____ structure. a. functional b. divisional c. geographic d. matrix e. product

a

Relative to the functional structure, the divisional structure: a. encourages decentralization. b. has a higher degree of work specialization. c. has a more pronounced division of labor. d. has excellent coordination across departments. e. results in an efficient use of resources.

e

Salta Communications is a global telecommunications company that has operations on four continents. The CEO's direct supervisors include VPs for the North American South American, European, and the Asian divisions. Salta can best be described as using what organizational structure? a. Network b. Matrix c. Functional d. Divisional e. Geographic

a

Self-contained unit structure is a term used for: a. divisional structure. b. functional structure. c. term structure. d. matrix structure. e. virtual network structure.

b

Shooting Star, Inc. has slow response to external changes, centralized decision making, and poor coordination across departments. It is likely structured: a. along divisional lines. b. along functional lines. c. based on the team approach. d. based on the virtual network approach. e. none of these.

c

The _____ is an organization structure that divides the major functions of the organization into separate companies and coordinates their activities from a small headquarters organization. a. diversification approach b. team approach c. virtual network approach d. BCG approach e. functional approach

a

The _____ is the product or functional boss, who is responsible for one side of the matrix. a. matrix boss b. production supervisor c. department boss d. top leader e. two-boss employee

a

The biggest advantage to a virtual network approach is _____ and _____ on a global scale. a. flexibility; competitiveness b. coordination; organization c. communication; organization d. communication; no cost e. flexibility; coordination

b

The use of teams may lead to too much: a. division of labor. b. decentralization. c. authority and responsibility in top management's hands. d. formalization. e. narrow span of management

c

Theresa works in an organization where coordination across organizational units is poor and the units perceived themselves to be in competition with one another for organizational resources. These characteristics are consistent with which of the following structures? a. A matrix structure b. A functional structure c. A divisional structure d. A team-based structure e. A virtual network structure

d

Walt works for a large company. Recently, his organization began to contract out such functions as training, engineering, and computer service. This approach is consistent with a _____ structure. a. functional b. team c. divisional d. virtual network e. service

a

Which of the following is the basis for grouping positions into departments and departments into the total organization? a. Departmentalization b. Centralization c. Decentralization d. Formalization e. Specialization

b

Which of the following structures is the leanest of all organization forms because little supervision is required? a. Functional approach b. Virtual network approach c. Team approach d. Matrix approach e. Divisional approach

b

_____ teams are brought together as a formal department in the organization. a. Cross-functional b. Permanent c. Formal d. Ad-hoc e. Task