MGMT #10

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

a. Departmentalization

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

a. matrix

. 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. matrix boss

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

b. Subordinates accept it.

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

b. The span of management

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

b. decentralization

Carly's Clothes, Inc. manufactures children's clothes. Which of the following departments for Carly's Clothes can be considered a line department? a. Finance department b. Human Resources department c. Research and development department d. Manufacturing department e. Marketing department

d. Manufacturing department

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

d. narrow; more

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

e. top leader

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

e. Geographic

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

b. Organization B with three hierarchical levels

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. staff authority d. accountability e. hierarchy

d. accountability

. 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.

d. all of these.

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.

d. all of these.

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. degree of formalization. b. amount of differentiation. c. degree of centralization. d. chain of command. e. division of labor.

d. chain of command.

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.

e. All of these are part of organizational structure.

The _____ delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization. a. management chart b. employee directory c. structural table d. administrative chart e. organizational chart

e. organizational chart

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

a. Division of labor

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

a. Line

_____ refers to a clearly defined line of authority in the organization that includes all employees. a. Scalar principle b. Unity of command c. Work specialization d. Division of labor e. Span of management

a. Scalar principle

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

a. Vertically

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 high degree of decentralization. b. a wide span of management. c. a high degree of centralization. d. a narrow span of management. e. no management.

a. a high degree of decentralization.

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.

a. divisional structure.

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

a. employees perform a single task.

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

a. virtual network

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

b. Permanent

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

b. Staff; line

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

b. Unity of command

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.

b. decentralization.

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

b. delegation

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

b. divisional, matrix

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

b. does a variety of tasks and activities.

. Organization structure is defined as the: a. visual representation of the organization. b. framework in which the organization defined how tasks are divided, resources are deployed, and departments are coordinated. c. division of labor. d. unbroken line of authority that links all individuals in the organization. e. none of these.

b. framework in which the organization defined how tasks are divided, resources are deployed, and departments are coordinated.

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

b. modular

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

c. A divisional structure

Dustin's subordinates are highly trained and all perform similar tasks. Brittany's subordinates are spread over two locations and she has little available in the way of support systems. Which of the following statements is most correct? a. Nichole's span of management can be larger than Kevin's. b. Nichole will have problems with unity of command. c. Kevin's span of management can be larger than Nichole's. d. Kevin has more problems with work specialization. e. None of these

c. Kevin's span of management can be larger than Nichole's.

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

c. Manufacturing

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

c. Organizing

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. Specialization principle b. Unity of command principle c. Scalar principle d. Authority principle e. Responsibility principle

c. Scalar principle

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

c. Subordinates are located at various different locations.

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

c. Wider spans of management

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

c. Work specialization

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

c. authority

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.

c. centralized at the top.

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

c. chain of command.

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

c. delegation.

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.

c. divisional structure.

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

c. geographic-based

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

c. matrix

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.

c. save feedback for completion of the project.

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

c. virtual network approach

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

d. Tall

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

d. matrix

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

d. seven

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

d. virtual network

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.

a. encourages decentralization.

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

b. Unity of command

_____ 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

c. Centralization; top

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

c. virtual network approach

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

c. what; how