man 11

Which of the following is most likely to cause line managers to see staff members as a threat to their authority? a. Functional authority b. Staff authority c. Compulsory advice d. Line authority e. Pooled coordination

functional author

The vice president of marketing has ____ to the CEO of a business unit. The vice president of marketing will have to rely on her reputation for excellence to convince the CEO to accept her recommendation. a. functional authority b. staff authority c. compulsory advice d. line authority e. advice authority

advice authority

Functional authority is a. formal authority given to staff. b. an effective way to use staff positions. c. related to the expertise of staff. d. used to help maintain the chain of command. e. All of these choices

formal authority given to staff

____ departmentalization has the advantage of reducing the number of skills a manager must possess. a. Location b. Customer c. Sequential d. Functional e. Product

functional

Demetra is head underwriter for Beta Insurance. The administrative section that receives applications from the sales force and gathers other information that the underwriters need works for her. The underwriting department also comes under her supervision. What coordination technique does this represent? a. Integrating department b. Task force c. Managerial hierarchy d. Centralization e. Rules and procedures

man heiarchy

Which of the following methods of coordination is MOST appropriate for pooled or simple sequential interdependence? a. Task forces or integrating departments b. Managerial hierarchy or liaison roles c. Task forces or liaison roles d. Formalized rules or liaison roles e. Managerial hierarchy or rules and procedures

managerial heigharchy or rules and procedures

In schools math, English, science and social studies departments operate separately. Student test scores in each area are gathered to evaluate the effectiveness of the school. What level of interdependence does this represent? a. Pooled b. Reciprocal c. Sequential d. Hierarchical e. Functional

pooled

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.

when home office wants control

Giovanna is very competent. She works in a relatively predictable environment. All of her 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.

wide span of management

Nora is chief legal counsel for Midco Waste. She has ____. a. functional authority b. staff authority c. compulsory advice d. line authority e. advice authority

functional auth

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.

admin costs are lower

In theory, delegation from a manager to a subordinate consists of a. assigning responsibility, granting authority, and creating accountability. b. assigning responsibility, creating a position, and creating accountability. c. creating a position, overcoming defiance, and promoting acceptance. d. creating accountability, promoting acceptance, and requiring performance. e. creating accountability, assigning responsibility, and requiring performance.

assign respons, grant author, create accountability

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. The team teachers now share control over the classroom. The team teaching decreases a. autonomy. b. compensation. c. task significance. d. feedback. e. task identity.

autonomy

Canine Companions for Independence's puppy raiser volunteers attend monthly classes to learn how to train the puppy. The classes create some a. centralization. b. specialization. c. decentralization. d. departmentalization. e. compartmentalization.

centra

____ is the systematic retention of power and decision-making authority by top management. a. Decentralization b. Delegation c. Specialization d. Job design e. Centralization

centralization

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

centralized

____ requires line managers to at least listen to comments and suggestions from staff agencies even if they do not take the advice. a. Functional authority b. Staff authority c. Compulsory advice d. Line authority e. Advice authority

compulsory advice

Another name for span of management is span of a. delegation. b. authority. c. centralization. d. control. e. influence.

control

____ 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

decentralization

____ results from maximum delegation throughout the organization. a. Decentralization b. Horizontal work loading c. Specialization d. Job design e. Vertical work loading

decentralization

____ 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

decentralization and delegation

The opposite of micromanaging is a. decentralization. b. span of management. c. unity of command. d. departmentalization. e. delegation.

delegation

hen 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.

develop control system

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.

direct, cross, group

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.

due to interdependence of work units and groups

Job ____ requires that autonomy be part of the job. a. specialization b. rotation c. delegation d. enlargement e. enrichment

enrichment

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

extent of job rotation used

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

find their authority and responsibility increased

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.

high degree of autonomy in her job

Michelle has a low growth-need. She would not like ____. a. job enrichment b. job enlargement c. job rotation d. job characteristics approach e. job specialization

job characteristics approach

Invacare modified the wheelchair assembly process so that workers assemble the entire wheelchair rather than simply add 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.

job enlargement

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

job enlargement

____, 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

job enlargement

Actors usually try to get a variety of parts throughout their careers in a variety of genres so that they do not get type case into only action, or comedy, etc. The actors want a. job specialization. b. job rotation. c. job enrichment. d. job enlargement. e. a narrow span of management.

job enrichment

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

job enrichment

____ 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

job enrichment and work teams

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

less admin and supervisory resposonibility for managers

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

managers often fail to focus on what is good for the org as a whole

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

more effective eval of performance of indicual products or product groups than with functional departmnealization

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.

number of subordinates reporting to a particular manager

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

pooled

Administrative intensity is the a. ratio of staff positions to line positions. b. degree to which the staff has functional authority. c. degree to which the staff uses compulsory advice. d. number of line positions divided by the number of staff positions. e. amount of line authority granted to the staff.

ratio

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

reciprocal

To see a doctor a person makes an appointment, signs in and fills out paper work, talks to the technician, talks to the doctor, and if needed arranges a follow up visit. What level of interdependence does this example represent? a. Pooled b. Mixed c. Functional d. Hierarchical e. Sequential

seq

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.

she could use a broad span of control

To decrease their administrative intensity, many organizations are a. eliminating staff positions. b. hiring managers who are less intense. c. decreasing the number of middle managers. d. increasing job rotation programs. e. modifying job designs so as to alleviate worker stress.

slim staff positiions

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

span of management

Jerry is chief ethics officer. He is involved with risk management, stakeholder relationships, whistle-blowing, ethics training, investigations, and preparation of financial statements. Jerry has a(n) ____ position. a. line b. integrating c. hierarchical d. staff e. managerial

staff

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.

still ulitmatley responsible

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

sub who are widely disbursed

Which of the following coordination techniques is appropriate when interdependence is of the complex reciprocal variety? a. Integrating department b. Task force c. Managerial hierarchy d. Centralization e. Rules and procedures

task force

With respect to their use as coordinating devices, what is the difference between a task force and an integrating department? a. Task forces are more temporary. b. Task forces are used with more complex forms of interdependence. c. Task forces require the use of more people. d. Task forces are more permanent. e. Task forces require fewer people.

task force more temp

Laundry is never done. Unless it is done naked, doing laundry creates more work. Laundry lacks ____. a. autonomy b. feedback c. task significance d. skill variety e. task identity

task idenity

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.

the span of man in a is narrower than b

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

use narrow control