MGMT 3310 - CH. 10

Shoshanna is manager of a customer service firm where she oversees five subordinates. To help her subordinates learn more about the different roles within the company, Shoshanna regularly assigns them tasks that are not part of their normal routine. This is an example of: a. responsibility b. delegation c. authority d. chain of command e. irrational decision making

delegation

When work specialization is extensive: a. employees are often highly challenged. b. employees perform a single task. c. jobs tend to be large. d. employees are often inefficient. e. employees perform many tasks.

employees perform a single task.

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

flexibility; competitiveness

The pure functional structure does not enable the organization to be: a. a cost leader. b. efficient. c. flexible. d. stable. e. all of these.

flexible.

Makai's Marketing Mix (MMM) does not use its resources wisely. The employees at MMM spend too much time in meetings and not enough time focusing on the task at hand. MMM's management should consider changing the organizational structure from _____ to _____. a. team-based, virtual network b. vertical, team based c. mechanistic, rigid d. team based, horizontal e. horizontal, vertical

horizontal, vertical

Kara's department is made up of people with similar skills and work activities. Her organization uses the _____ approach to departmentalization. a. divisional b. process c. team-based d. vertical functional e. horizontal matrix

vertical functional

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. divisional c. geographic d. matrix e. functional

virtual network

Which of the following is an incorrect fit in a stable organizational environment? a. A functional structure b. A vertical structure c. A tight structure d. A rigid structure e. A horizontal structure

A horizontal structure

Which of the following structures works best in an uncertain organizational environment? a. A functional structure b. A tight structure c. A vertical structure d. A mechanistic structure e. A horizontal structure

A horizontal structure

Organizational structure includes which of these? a. The set of formal tasks assigned to individuals b. The set of formal tasks assigned to departments c. The design of systems to ensure effective coordination of employees across departments d. Formal reporting relationships e. All of these are part of organizational structure.

All of these are part of organizational structure.

_____ means that decision authority is located near the _____ of the organization. a. Centralization; bottom b. Decentralization; top c. Centralization; top d. Centralization; middle e. None of these

Centralization; top

Swift Move Facilities manufactures 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. Service production b. Large-batch production c. Mass production d. Continuous process production e. Small-batch production

Continuous process production

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

Departmentalization

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

Division of labor

Which of the following structures is most consistent with a strategy of stability? a. Matrix structure b. Functional structure c. Organic structure d. Team based structure e. Learning structure

Functional structure

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

Line

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

Manufacturing

Which of the following organizations have a flat structure compared to others? a. Organization C with eight hierarchical levels b. Organization E with seven hierarchical levels c. Organization D with six hierarchical levels d. Organization A with eleven hierarchical levels e. Organization B with three hierarchical levels

Organization B with three hierarchical levels

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

Organizing

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

Permanent

Which of the following is not an approach to structural design that reflects different uses of the chain of command? a. Matrix approach b. Team-based approach c. Process approach d. Virtual network approach e. Divisional approach

Process approach

Lisa is responsible for coordinating the efforts of several different departments. Which of the following titles best describes her position? a. First-level supervisor b. Middle manager c. Project manager d. Department manager e. Chairman of the board

Project manager

Which of the following leads to strong coordination across functional areas and greater flexibility in responding to changes in the environments? a. An ad hoc committee b. Reengineering c. Layoffs d. A temporary committee e. Downsizing

Reengineering

Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has authority and responsibility for a distinct set of tasks. Employees are also aware of the company's reporting structure as well as successive management levels all the way to the top. Rebecca's company follows which principle? a. Authority principle b. Scalar principle c. Unity of command principle d. Responsibility principle e. Specialization principle

Scalar principle

_____ departments include all of those that provide specialized skills in support of_____ departments. a. Staff; line b. Primary; functional c. Line; functional d. Functional; primary e. Line; staff

Staff; line

Which of the following characteristics distinguishes authority? a. Individuals are born with this power. b. It flows across the horizontal hierarchy. c. It is vested in people, not positions. d. It emerges from the organizational values. e. Subordinates accept it.

Subordinates accept it.

Which of the following factors is NOT associated with larger span of control? a. Subordinates perform similar work tasks. b. Rules and procedures defining task activities are available. c. Subordinates are highly trained and need little direction. d. Work performed by subordinates is stable and routine. e. Subordinates are located at various different locations.

Subordinates are located at various different locations.

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. Flat b. Narrow c. Wide d. Identical e. Tall

Tall

Which of the following refers to the number of employees reporting to a supervisor? a. The line of authority b. Delegation c. The span of management d. The management chain e. The chain of command

The span of management

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

Unity of command

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

Unity of command

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

Vertically

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

Virtual network approach

_____ is the trend in recent years. a. Tall structure b. Less delegation c. Wider spans of management d. Greater work specialization e. Narrower spans of management

Wider spans of management

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

Work specialization

Barney and Betty work at Mountain Peak, Inc. Although they both work on the assembly line, they have the authority to make many decisions about their job. Mountain Peak can be said to have: a. a wide span of management. b. no management. c. a high degree of centralization. d. a narrow span of management. e. a high degree of decentralization.

a high degree of decentralization.

A task force is _____ committee(s) formed to solve a specific problem. a. a standing b. a permanent c. a temporary d. all of these e. none of these

a temporary

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. delegation b. line authority c. hierarchy d. accountability e. staff authority

accountability

When the organization is structured along _____ lines, coordination is required. a. functional b. divisional c. team d. all of these e. functional or divisional

all of these

Advantages of the matrix structure include: a. it increases employee participation. b. it makes efficient use of human resources. c. it works well in a changing environment. d. it develops both general and specialist management skills. e. all of these.

all of these.

The organization chart: a. shows the characteristics of the organization's vertical structure. b. is a visual representation of the organization's structure. c. details the formal reporting relationships that exist within an organization. d. all of these. e. both shows the characteristics of the organization's vertical structure and is a visual representation of the organization's structure.

all of these.

The team approach to departmentalization is a response to: a. lack of participative teams. b. centralized decision-making. c. the competitive global environment. d. both lack of participative teams and centralized decision-making. e. all of these.

all of these.

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.

along functional lines.

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

authority

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

centralized at the top.

Unity of command and the scalar principle are both closely related to the: a. chain of command. b. amount of work specialization in an organization. c. degree of formalization. d. matrix structure. e. amount of bureaucracy in the organization.

chain of command.

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

cost leadership

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

decentralization

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

decentralization.

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

divisional structure.

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. high degree of centralization. b. wide span of control. c. divisional structure. d. functional structure. e. matrix structure.

divisional structure.

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

divisional, matrix

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

excellent coordination between functions.

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. product b. functional c. team-based d. matrix e. geographic

functional

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

matrix

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. matrix b. functional c. product d. geographic e. divisional

matrix

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 organization b. team c. matrix d. virtual network e. modular

modular

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

narrow; more

The _____ 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. employee directory c. structural table d. organizational chart e. management chart

organizational chart

The _____ 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. management chart c. structural table d. employee directory e. organizational chart

organizational chart

A(n) ____ is responsible for coordinating the activities of several departments. a. department manager b. operative c. moderating manager d. line manager e. project manager

project manager

Flash Card Inc. recently underwent a significant company-wide change that involved revision of its manufacturing and leadership processes. The result of this was a stronger emphasis on horizontal coordination. This level of change is referred to as_____. a. strategic planning b. reengineering c. corporate structuring d. e-engineering e. reorganization

reengineering

Traditionally, a span of management of about _____ has been recommended. a. fifteen b. three c. twenty d. seven e. five

seven

Traditionally, a span of management of about _____ has been recommended. a. three b. seven c. twenty d. five e. fifteen

seven

Marissa 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

task force

Typically, project managers have authority over _____ but not over _____ assigned to it. a. people; the project b. resources; the project c. the project; people d. finances; products e. people; other resources

the project; people

Coordination is defined as: a. the ability of the organization to produce timely products. b. the quality of collaboration across departments. c. differentiation. d. the quantity of goods produced by the organization. e. all of these.

the quality of collaboration across departments.

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

there is little duplication of services across divisions.

Strategy defines _____ to do (it) while organizing defines _____ to do (it). a. when; what b. what; why c. how; why d. how; what e. what; how

what; how