Mgmt 371 Ch 11-16 ALL
b
A municipal government has departments for construction, fire, first aid, schools, taxes, public works, and recreation. It _____ departmentalization. a. product b. functional c. location d. customer e. sequential
e
A pastor at a large church shares responsibilities with a student ministries coordinator. This is an example of a. decentralization. b. span of management incrementing. c. unity of command. d. departmentalization. e. delegation.
a
A regional manufacturing operation has the following divisions: manufacturing, finance, human resources, marketing, and shipping/receiving. This is an example of _____ departmentalization. a. functional b. location c. product d. customer e. sequential
a
A wide span of management produces a. a flat organization. b. multiple layers of management. c. a parallel organization. d. a horizontal organization. e. a vertical organization.
c
Air traffic controllers must focus on every task at hand. They know many people's lives are counting on them. They have a. autonomy. b. feedback. c. task significance. d. skill variety. e. task identity.
e
All of the following are bases for departmentalization EXCEPT a. function. b. location. c. product. d. customer. e. competition.
b
Although a pay increase would be useful when a change in job design is made, for which of the following would it be expected? a. Job enrichment b. Job enlargement c. Job rotation d. Creation of work teams e. Job specialization
c
An appropriate basis of departmentalization for multinational companies is a. product. b. function. c. location. d. customer. e. sequence.
a
An organization is _____ when power and control are kept at the top levels of management. a. centralized b. specialized c. decentralized d. departmentalized e. wide
d
Another name for span of management is span of a. delegation. b. authority. c. centralization. d. control. e. influence.
b
Army officers use an expression "not in my lane," which derives from the basic marksmanship function of establishing firing lanes for who fires at which targets. The idea is to spread people over the whole area so you do not miss anything and to prevent everyone from firing at the same target. This is an example of a. delegation. b. departmentalization. c. job rotation. d. job enrichment. e. job design.
d
At BMW the marketing department helps develop sales forecast for the operations managers, who give availability information to dealerships. When dealerships have a specific order, they send it to operations. What level of interdependence does this example represent? a. Pooled b. Mixed c. Functional d. Reciprocal e. Sequential
e
At Cornercopia plant nursery, customers place orders and arrange payment and delivery. The order is sent to the delivery department with where and when delivery is expected. What level of interdependence does this example represent? a. Pooled b. Mixed c. Functional d. Hierarchical e. Sequential
c
At Haldeman Ford dealership employees specialize in sales, service maintenance, customer service, and accounting. What form of departmentalization does Haldeman use? a. Customer b. Product c. Functional d. Divisional e. Location
a
Ben is a music teacher at Manchester High School. He loves what he does and enjoys showing his students off. He marches them in parades and football half-time shows, even though it is not in his contract. Ben leaves Manchester High for a new job. His replacement is now expected to continue the parades and half-time shows. This is an example of a. job enlargement. b. job enrichment. c. work teams. d. job specialization. e. job rotation.
b
Carol worked in an office assigning, reviewing, and assessing projects. When her office was moved closer to the projects, she could walk outside to check on the projects. The ability to get fresh air in the middle of the day raised her job satisfaction significantly. This is an example of a. job enlargement. b. job enrichment. c. work teams. d. job specialization. e. job rotation.
b
Decentralization is NOT usually pursued a. in a complex environment. b. when the home office wants to maintain control. c. when decisions that must be made on a daily basis are relatively minor. d. when lower-level managers are talented leaders. e. in an uncertain environment.
e
Delegation enables managers to a. get more work done. b. have experts address specific issues. c. develop subordinates. d. work more efficiently and effectively. e. All of these
d
Effective delegation incorporates all the following steps EXCEPT a. assigning responsibility to the subordinate. b. granting sufficient authority to do the job. c. making the subordinate accountable for results. d. closely supervising the subordinate following the delegation. e. giving the subordinate the power to accomplish the assigned task.
a
GM has a division for GMC trucks and one for Buicks, Oldsmobiles, and Cadillacs. This is an example of _____ departmentalization. a. product b. location c. divisional d. sequential e. customer
c
Giovanna is very competent. She works in a relatively predictable environment. All of his subordinates do the same activity with few problems. This situation would tend to call for a. a narrow span of management. b. delegation. c. a wide span of management. d. a tall organization. e. a decentralized organization.
a
Girl Scout leader volunteers attend monthly leader meetings to learn about changes in rules and procedures. This is an example of a. centralization. b. specialization. c. decentralization. d. departmentalization. e. compartmentalization.
a
Go into most hospitals, and you will find a billing department, an x-ray department, an insurance claims department, and a pharmacy. These various departments indicate that most hospitals use a _____ basis for departmentalization. a. functional b. location c. product d. customer e. sequential
b
Graicunas quantified three kinds of interactions with subordinates. They are a. functional, product, and customer. b. direct, cross, and group. c. direct, indirect, and indeterminate. d. delegated, centralized, and decentralized. e. group, individual, and team.
d
Hospitals have sections devoted to senior citizens (geriatric wards), children (pediatric wards), cancer patients (oncology wards), heart patients (coronary units), etc. From this information alone, you would say that hospitals use _____ departmentalization. a. product b. function c. location d. customer e. sequence
d
If a manager has only a few subordinates, she has a span of management that is a. wide. b. functional. c. delegated. d. narrow. e. direct.
d
In Organization A, three people are assigned to each supervisor. In Organization B, six people are assigned to each supervisor. Assuming that the number of people in both organizations is the same, which of the following relationships exists? a. Organization A is flatter than Organization B. b. Organization A will be more successful than B. c. Organization A is more decentralized than Organization B. d. The span of management in Organization A is narrower than in Organization B. e. More delegation will take place in Organization A than in Organization B.
c
In large organizations you would expect to find _____ departmentalization(s). a. location b. customer c. a combination of two or more d. functional e. product
b
In which alternative to specialization does the job itself remain the same, which means satisfaction usually wanes quickly? a. Job characteristics approach b. Job rotation c. Job enrichment d. Job enlargement e. Work teams
c
Insurance claim clerks handle cases based on policy number. What basis of departmentalization does this represent? a. Time b. Function c. Sequence d. Location e. Product
b
Invacare modified the wheelchair assembly process so that workers assemble the entire wheelchair rather than simply adding one or two pieces as is normal on most assembly lines. This is an example of a. job enrichment. b. job enlargement. c. job rotation. d. quality circles. e. work teams.
d
Job _____ refers to the degree to which the organization's overall task is broken down and divided into smaller component parts. a. delegation b. departmentalization c. organization d. specialization e. decentralization
e
Job _____ requires that autonomy be part of the job. a. specialization b. rotation c. delegation d. enlargement e. enrichment
e
Lawrence Burch is a tire handler for the Newman racing team. The pit crews in auto racing use a. job enlargement. b. job enrichment. c. job rotation. d. job characteristics approach. e. job specialization.
b
Life guards at a public pool change positions every thirty minutes. They use job _____. a. specialization b. rotation c. delegation d. enlargement e. enrichment
d
Managers plan, control, organize, and lead. They need good people abilities as well as analytical abilities. A manager's job has a. autonomy. b. feedback. c. task significance. d. skill variety. e. task identity.
b
Mihee is in nursing school. Part of her practical experience is to spend a few weeks in each department of the hospital. The school is using job _____ as a training technique. a. specialization b. rotation c. loading d. enlargement e. enrichment
d
One of the common complaints of special education teachers is that they are not allowed to teach because of all the paperwork they are required to fill out and keep current. They once only had to teach, but now they have so many other duties that they don't feel they are doing anything well. In this case, _____ did not produce satisfied workers. a. job specialization b. job rotation c. job enrichment d. job enlargement e. a narrow span of management
e
Organizing a. is the second basic managerial function; it follows planning and decision making. b. involves shaping the organization over time and is never truly finished. c. involves grouping activities and resources. d. can help the organization be flexible. e. All of these
e
Plastic Polymers has employees working three different shifts. Based on this information, we can surmise that the employees are organized on the basis of a. product. b. function. c. location. d. customer. e. time.
e
Procter & Gamble is departmentalized, in part, on the basis of product. Which of the following characteristics would you expect to find at Procter & Gamble? a. High levels of functional specialization b. Narrow range of skills in each department to enhance supervision c. A dual command structure d. Slow and bureaucratic decision making e. More effective evaluation of the performance of individual products or product groups than with functional departmentalization
c
Product departmentalization has the disadvantages that _____ and administrative cost is increased. a. decision making is slowed b. performance of individual product lines is hard to assess c. managers often fail to focus on what is good for the organization as a whole d. experts are concentrated in one area e. the organization must have skilled specialists to deal with each client group
e
Rose Marie's boss tells her what to do, not how to do it. Which of the following statements is TRUE? a. Rose Marie must have high growth-need strength. b. Rose Marie is apparently receiving much feedback from some source. c. The job must allow Rose Marie to use many of her skills. d. Rose Marie must view the job as important to the firm's successes. e. Rose Marie apparently has a high degree of autonomy in her job.
a
Sailaja manages a department with few standard procedures. Members are located in various parts of the state, but they are well connected electronically. The department performs tasks requiring a great deal of interaction between manager and subordinates. When structuring this department, what should she do to most effectively supervise its activities? a. Use a narrow span of control b. Create a flat organization c. Use a high degree of decentralization d. Use functional departmentalization e. Limit delegation as much as possible
a
Sears has departments for clothing, tools, jewelry, and home goods. This is an example of departmentalization by a. product. b. location. c. division. d. sequence. e. customer.
e
Some companies now have a chief ethics officer. They usually have a legal background and are responsible for whistle-blowing, ethics training, financial statements review, and investigations. This is an example of _____ . a. decentralization b. job autonomy c. delegation d. job enrichment e. job specialization
c
Span of management is the a. extent to which authority is delegated at the individual level. b. extent to which authority is systematically delegated to middle and lower levels of management. c. number of subordinates reporting to a particular manager. d. process of grouping jobs according to some logical pattern. e. number of managers assigned to a department.
c
Susan is a joke writer for late night television. She used to receive the "setups" someone else wrote. Now she is included in writing the "setups." This is an example of a. job specialization. b. job rotation. c. job enrichment. d. job enlargement. e. a narrow span of management.
b
Tammy is trying to decide how many subordinates to assign to a first-line supervisor. The subordinates are well qualified and all working on very similar tasks. Also, they are all located in one small area of the plant. On the other hand, the supervisor in question has a large quantity of paperwork to do each day. What should Tammy do? a. She cannot determine proper span from this information. b. She should use a broad span of control. c. She should use a narrow span of control. d. It is hard to say. Half the factors dictate a broad span and half a narrow span of control. e. It really does not matter which way she chooses to go.
a
Teachers at South Elementary School are allowed to pair up and teach a class twice as large as others. This allows the teachers to specialize in the subjects they most enjoy. This is an example of a. work teams. b. feedback. c. task significance. d. skill variety. e. task identity
e
The advantages of a flat organization include a. greater communication between upper and lower levels of management. b. lower total managerial costs. c. flexibility. d. improved employee productivity. e. All of these
d
The extent to which workers know how well they are doing in their jobs is called a. autonomy. b. compensation. c. evaluation. d. feedback. e. sensing.
b
The job characteristics approach to job design is a specific method for taking into account both the work system and employee preferences. It is similar to the more general _____ approach. a. job rotation b. job enrichment c. job enlargement d. work teams e. job specialization
a
The night shift at a plant is an example of which departmentalization? a. Time b. Location c. Divisional d. Sequential e. Customer
e
The opposite of micromanaging is a. decentralization. b. span of management. c. unity of command. d. departmentalization. e. delegation.
e
The phrase "A mothers work is never done," identifies the lack of ______ mothers have. a. autonomy b. feedback c. task significance d. skill variety e. task identity
a
The primary reason for coordination in organizations is a. due to the interdependence of work units and groups. b. due to the need to foster more delegation. c. due to the requirement for centralized decision making. d. to keep the organizational structure as flat as possible. e. to break the organization's overall task into its component parts.
d
The primary reason for delegation is to a. increase subordinate motivation. b. make performance appraisals easier to evaluate. c. incorporate the unity of command principle. d. enable managers to get more work done. e. increase the span of management.
e
The program in which student teachers enter the classroom and take over some of the workload from the classroom teacher in order to learn more about what being a teacher entails is similar to the management practice of a. decentralization. b. span of management incrementing. c. unity of command. d. departmentalization. e. delegation.
b
The public relations department at Siemens depends on information provided by other departments to write a press release. The press release is then reviewed by the directors before announcement. What level of interdependence does this represent? a. Pooled b. Reciprocal c. Sequential d. Hierarchical e. Functional
a
The starting point for all job design activities is determining the level of desired a. specialization. b. departmentalization. c. delegation. d. authority. e. responsibility.
c
The term _____ suggests that there must be a clear and unbroken line of authority and responsibility from the lowest to the highest position. a. autonomy b. delegation c. chain of command d. unity of command e. scalar principle
d
Veronica has a high growth-need. She never wants to feel stagnant. She would like _______. a. job enrichment b. job enlargement c. job rotation d. job characteristics approach e. job specialization
c
What would most likely cause an organization to decentralize? a. The need to make decisions that could cost the company millions of dollars b. A large number of new and untested middle managers c. A dynamic or complex environment d. A corporate culture that believes that all important decisions must be made by top-level managers e. Strong leadership at top levels
b
When delegating, a supervisor should do all of the following EXCEPT a. assign responsibility. b. develop a control system. c. create accountability. d. grant authority. e. develop subordinates.
a
When departments or units operate with little interaction, and the profits and losses are simply added together, the units operate with _____ interdependence. a. pooled b. mixed c. functional d. hierarchical e. sequential
c
When managers delegate responsibility and grant authority to their subordinates a. they diminish their own capability to get things done. b. they diminish their own power and authority. c. they are still ultimately responsible for the results. d. good performance by subordinates will be viewed as a threat to the managers' own careers. e. they are using an inefficient training method.
b
Which of the following factors does NOT influence the effectiveness of the span of management? a. Similarity of tasks being supervised b. Extent of job rotation used c. Physical dispersion of subordinates d. Preferences of supervisors and subordinates e. Degree of required interaction
e
Which of the following factors influences the effectiveness of the span of management? a. Standardization b. Frequency of new problems c. Physical dispersion d. Competence of the manager e. All of these
a
Which of the following is NOT a part of the organizational structure? a. Decision making b. Designing jobs c. Establishing reporting relationships d. Distributing authority among jobs e. Grouping jobs
b
Which of the following is NOT an alternative to job specialization? a. Job rotation b. Job delegation c. Job enrichment d. Job enlargement e. Work teams
e
Which of the following is a common disadvantage inherent in product, customer, and location departmentalization? a. Decision making is slowed. b. Managers are unable to delegate as much. c. It is difficult to pinpoint the cause of failures. d. The organization tends to become more centralized. e. Administrative costs tend to rise due to an increase in the size of staff.
b
Which of the following is an advantage of tall organizations? a. Less expensive to operate than flat organizations b. Less administrative and supervisory responsibility for managers c. Increased worker productivity d. Increased worker morale and job satisfaction e. Fewer communication problems than in flat organizations
b
Which of the following is the MOST commonly used basis for departmentalization, especially among small businesses? a. Location b. Function c. Product d. Customer e. Sequence
c
Which of the following methods of departmentalization groups jobs according to their involvement in the same or similar activities? a. Customer b. Product c. Functional d. Divisional e. Location
d
Which of the following refers to the number of subordinates who report directly to a given manager? a. Responsibility b. Departmentalization c. Delegation d. Span of management e. Authority
e
Which of the following statements are accurate about job specialization? a. Workers are more proficient. b. Equipment is more specialized. c. Training is simplified. d. Workers are more likely to be bored. e. All of these
e
Which of the following statements describes a barrier to effective delegation? a. The manager may feel it will be quicker to do it herself. b. The manager may be afraid of looking inferior to the subordinate. c. The manager may feel her communication skills are not strong enough. d. The subordinate may feel that the task is not in her job description. e. All of these
a
Which of the following statements describes a characteristic of job rotation? a. The jobs themselves remain the same. b. As a training device, it reduces flexibility and worker skills. c. The jobs involved are usually difficult and complex. d. It tends to significantly enhance employee motivation. e. It requires no additional training.
e
Which of the following statements describes an advantage of functional departmentalization? a. Organizational decision making is faster. b. Each department is staffed by experts. c. Functional managers can easily control activities within the department. d. Areas of responsibility are clearly defined. e. All of these
a
Which of the following statements describes an advantage of job specialization? a. Employees become experts. b. The development of equipment is facilitated. c. Managers can exercise greater control. d. Managers become experts. e. All of these
b
Which of the following statements describes specialization? a. Specialization always reduces the amount of available transfer time. b. With specialization, workers are more likely to be absent. c. Employee training is more costly. d. Individual dexterity will be decreased with specialization. e. Automation of production processes is more difficult with specialization.
c
Which of the following statements does NOT describe an advantage of product departmentalization? a. Decision making can be done at the top management levels. b. All similar activities within an organization can be done simultaneously. c. Administrative costs are lower. d. Sales forecasting is easier. e. Performance of individual product lines is easy to assess.
d
Which of these is associated with a smaller span of management? a. More job rotation b. Tasks that are very similar c. Work that is standardized d. Subordinates who are widely dispersed e. Subordinates who prefer low supervision
d
With job enrichment, workers can _____. This does not occur with job enlargement. a. periodically move from one job to another b. complete more of the same type of tasks c. experience enhanced pride because they excel at one narrow task d. find their authority and responsibility are increased e. take longer and more frequent breaks
b
Workers in a McDonald's are trained to cook, clean, fill drinks, take orders, and fill orders. During a shift they work each job for one hour. This is an example of job a. specialization. b. rotation. c. delegation. d. enlargement. e. enrichment.
e
Yoshiko is the manager of the accounting department. She has an assistant manager who reports to her. Four supervisors also report to her from other divisions. The supervisors have three subordinates each. Yoshiko has a span of management of a. twelve. b. thirteen. c. three. d. four. e. five.
a
____ results from maximum delegation throughout the organization. a. Decentralization b. Horizontal work loading c. Specialization d. Job design e. Vertical work loading
b
_____ , as an alternative to specialization, has the disadvantages of raising training costs, unions arguing for more pay for doing more tasks, and worker boredom setting in. a. Job enrichment b. Job enlargement c. Job rotation d. Work teams approach e. Job characteristics approach
d
_____ are most alike in terms of the amount of authority and responsibility workers are given with each. a. Job rotation and job enrichment b. Work teams and job enlargement c. Job rotation and work teams d. Job enrichment and work teams e. Job enlargement and job enrichment
a
_____ can be used to balance with specialization. a. Job rotation b. Job enlargement c. Work team creation d. Job enrichment e. All of these
b
_____ deal with the distribution of authority. a. Centralization and departmentalization b. Decentralization and delegation c. Span of management and departmentalization d. Span of management and delegation e. Departmentalization and coordination
d
_____ departmentalization has the advantage of reducing the number of skills a manager must possess. a. Location b. Customer c. Sequential d. Functional e. Product
c
_____ involves linking together the activities of the various parts of an organization to promote harmonious movement toward organizational goals. a. Decentralization b. Delegation c. Coordination d. Job design e. Centralization
c
_____ is defined as clear and distinct lines of authority among all positions in an organization. a. Autonomy b. Delegation c. Chain of command d. Span of management e. Departmentalization
e
_____ is defined as systematically moving employees from one job to another. a. Job enlargement b. Job enrichment c. Work teams d. Job specialization e. Job rotation
c
_____ is the determination of an individual's work-related responsibilities. a. Organization structure b. Organization design c. Job design d. Departmentalization e. Delegation
b
_____ is the grouping of jobs into some logical arrangement. a. Specialization b. Departmentalization c. Job rotation d. Delegation e. Job design
a
_____ is the systematic distribution of power and authority to middle and lower-level managers throughout the organization. a. Decentralization b. Delegation c. Specialization d. Job design e. Centralization
e
_____ is the systematic retention of power and decision-making authority by top management. a. Decentralization b. Delegation c. Specialization d. Job design e. Centralization
