Management 3310 Ch. 10

Which of the following is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes? a. Authority b. Delegation c. Accountability d. Decentralization e. Span of management

a. Authority

Which of the following means that people in management positions have formal authority to direct and control immediate subordinates? a. Line authority b. Decentralization c. Staff authority d. Centralization e. Span of management

a. Line authority

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

a. Unity of command

The people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. This is called a. accountability. b. delegation. c. staff authority. d. line authority. e. hierarchy.

a. accountability.

Decision authority is located near the top of the organization with a. centralization. b. staff authority. c. decentralization. d. tall structures. e. line authority.

a. centralization.

Gina wishes to transfer authority and responsibility to her subordinates. This process is known as a. delegation. b. accountability. c. passing the buck. d. coordination. e. departmentalization.

a. delegation.

Laila works in the manufacturing department at Ice Sculptures. The work in Laila's department is low in division of labor. As a result, Laila a. does a variety of tasks and activities. b. usually specializes in a single task. c. generally goofs off. d. is rarely challenged. e. is often bored.

a. does a variety of tasks and activities.

Strategy defines what to do, and organizing defines a. how to do it. b. when to do it. c. None of these choices d. what to do next. e. why to do it.

a. how to do it.

Which of the following is also referred to as work specialization? a. Virtual network approach b. Division of labor c. Esprit de corps d. Unity of command e. Scalar chain

b. Division of labor

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

b. Geographic

Which of the following delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization? a. Administrative chart b. Organizational chart c. Employee directory d. Structural table e. Management chart

b. Organizational chart

Which of the following statements is true regarding project managers? a. Project managers have authority over finances but not over the product assigned to them. b. Project managers have authority over the project but not over the people assigned to it. c. Project managers have authority over resources but not over the project assigned to them. d. Project managers have authority over people but not over the other resources assigned to the project. e. Project managers have authority over people but not over the project assigned to them.

b. Project managers have authority over the project but not over the people assigned to it.

Which of the following is the duty to perform the task or activity an employee has been assigned? a. Authority b. Responsibility c. Line authority d. Span of management e. Accountability

b. Responsibility

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

b. centralized at the top.

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

b. decentralization.

Decision authority is pushed downward to lower organization levels with a. line authority. b. decentralization. c. staff authority. d. tall structures. e. centralization.

b. decentralization.

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

b. resulting economies of scale.

Coordination is defined as a. the ability of the organization to produce timely products. b. the managerial task of adjusting and synchronizing diverse activities among different individuals and departments. c. differentiation. d. the quantity of goods produced by the organization. e. All of these choices

b. the managerial task of adjusting and synchronizing diverse activities among different individuals and departments.

Which of the following is an unbroken line of authority that links all persons in an organization and shows who reports to whom? a. Organization chart b. Centralization c. Chain of command d. Division of labor e. Span of management

c. Chain of command

Which of the following is an incorrect fit in a stable environment? a. Rigid structure b. Functional structure c. Horizontal structure d. Vertical structure e. Tight structure

c. Horizontal structure

Which of the following organizations has the flattest structure? a. Organization A with eleven hierarchical levels b. Organization C with eight hierarchical levels c. Organization B with three hierarchical levels d. Organization E with seven hierarchical levels e. Organization D with six hierarchical levels

c. Organization B with three hierarchical levels

Which of the following refers to a clearly defined line of authority in the organization that includes all employees? a. Line authority b. Span of management c. Scalar principle d. Decentralization e. Chain of command

c. Scalar principle

Which of the following refers to the number of employees reporting to a supervisor? a. Line of authority b. Management chain c. Span of management d. Chain of command e. Delegation

c. Span of management

Which structure is most appropriate when the environment is stable? a. Divisional b. Cross-functional c. Vertical d. Horizontal e. Teams

c. Vertical

How does managerial authority flow through the organizational hierarchy? a. Authority is static and does not flow. b. In a circular fashion c. Vertically d. Horizontally e. Sporadically

c. Vertically

A task force is a. a standing committee formed to solve a specific problem. b. a permanent committee formed to solve a specific problem. c. a temporary committee formed to solve a specific problem. d. All of these choices e. None of these choices

c. a temporary committee formed to solve a specific problem.

The formal and legitimate right of a manager to make decisions is a. delegation. b. leadership. c. authority. d. responsibility. e. span of management.

c. authority.

An organization strives for internal efficiency with a(n) a. differentiation strategy. b. diversification strategy. c. cost leadership strategy. d. integration strategy. e. defensive strategy.

c. cost leadership strategy.

Stephanie works in one of seven research and development departments at Tara's Terrace, Inc. This would suggest that Tara's Terrace has a a. functional structure. b. wide span of control. c. divisional structure. d. matrix structure. e. high degree of centralization.

c. divisional structure.

The visual representation of an organization's structure is called the a. tall structure. b. cross-functional team. c. organization chart. d. matrix boss. e. chain of command.

c. organization chart.

Mondavi Corporation has a finance department, a marketing department, and a production department. Mondavi a. uses a matrix structure. b. uses a divisional structure. c. uses a functional structure. d. has a geographic structure. e. uses product-based structure.

c. uses a functional structure.

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

c. virtual network structure.

Division of labor is also known as a. delegation. b. span of management. c. work specialization. d. authority. e. line authority.

c. work specialization.

Authority must be a. accepted by subordinates. b. vested in organizational positions not people. c. flowing down the vertical hierarchy. d. All of these choices e. None of these choices

d. All of these choices

Coordination is required when the organization has a a. functional structure. b. divisional structure. c. team structure. d. All of these choices e. virtual network structure.

d. All of these choices

Which of the following involves combining individual jobs into work groups and combining work groups to make up the total organization? a. Centralization b. Decentralization c. Formalization d. Departmentalization e. Specialization

d. Departmentalization

Which of the following typically is not considered a staff department? a. Research and development b. Strategic planning c. Human resources d. Manufacturing e. Accounting

d. Manufacturing

Swift Move Facilities manufacturers two different bicycle models. The company produces a high volume of products using standardized production runs. The company does very little product customization. Swift Move uses what type of technology structure? a. Small-batch production b. Continuous process production c. Service production d. Mass production e. Large-batch production

d. Mass production

A formal chain of command for both functional and divisional relationships is provided by which of the following approaches to structure? a. Team-based b. Vertical functional c. Divisional d. Matrix e. Product

d. Matrix

Which of the following refers to the deployment of organizational resources to achieve strategic goals? a. Controlling b. Planning c. Leading d. Organizing e. Strategic management

d. Organizing

Which of the following is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed? a. Relational coordination b. Task force c. Collaboration d. Reengineering e. Coordination

d. Reengineering

Traditionally, what span of management has been recommended? a. Twenty b. Fifteen c. Five d. Seven e. Three

d. Seven

Which of the following is the degree to which organizational tasks are subdivided into separate jobs? a. Lines of authority b. Autonomy c. Multitasking d. Work specialization e. Team structure

d. Work specialization

When division of labor is extensive, a. employees specialize in many tasks. b. jobs tend to be large. c. employees are often inefficient. d. employees specialize in a single task. e. employees are often highly challenged.

d. employees specialize in a single task.

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

d. excellent coordination between functions.

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

d. geographic-based divisions.

Relative to a flat organizational structure, a tall structure has a a. wide span of management and fewer hierarchical levels. b. narrow span of management and fewer hierarchical levels. c. wide span of management and more hierarchical levels. d. narrow span of management and more hierarchical levels. e. narrow span of management and wider hierarchical levels.

d. narrow span of management and more hierarchical levels.

Myah was recently assigned to a committee whose task is to research new product opportunities. Once this group generates a list of six or seven viable options, it will be disbanded. This group is also known as a a. team. b. standing committee. c. permanent committee. d. task force. e. None of these choices

d. task force.

Which of the following is the process managers use to transfer authority and responsibility to positions below them in the hierarchy? a. Decentralization b. Centralization c. Span of management d. Accountability e. Delegation

e. Delegation

Which of the following structures is the grouping of positions into departments based on similar skills, expertise, and resource use? a. Tall b. Operational c. Flat d. None of these choices e. Functional

e. Functional

Which of the following structures works best in an uncertain environment? a. Vertical structure b. Mechanistic structure c. Functional structure d. Tight structure e. Horizontal structure

e. Horizontal structure

Which department performs tasks that reflect the organization's primary goals and mission? a. Strategic planning b. Staff c. Functional d. Primary e. Line

e. Line

Which of the following is a temporary team designed to solve a short-term problem involving several departments? a. All of these choices b. None of these choices c. Cross-functional d. Permanent e. Task force

e. Task force

Which of the following means that each employee is held accountable to only one supervisor? a. Division of labor b. Span of management c. Work specialization d. Scalar principle e. Unity of command

e. Unity of command

In which structure does the firm subcontract many of its major functions to separate companies and coordinate their activities from a small headquarters organization? a. Team b. Divisional c. Matrix d. Functional e. Virtual network

e. Virtual network

Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob is studying his organization's a. amount of differentiation. b. degree of centralization. c. degree of formalization. d. division of labor. e. chain of command.

e. chain of command.

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

e. matrix structure.

Firms produce goods in batches of one or a few products designed to customer specification in a a. customer-induced production. b. service production. c. continuous process production. d. mass production. e. small batch production.

e. small batch production.