Mgmt Ch.9

In the context of organizational structure, which of the following is defined as the right to give commands, take action, and make decisions to achieve organizational objectives? A. Centralization B. Motivation C. Influence D. Authority

Authority

Which of the following is a vertical line of responsibility that clarifies who reports to whom throughout the organization? A. Unity of command B. Chain of command C. Line authority D. Staff authority

Chain of command

In the context of organizational authority, which of the following is a difference between centralization and decentralization? A. Centralization is the location of most authority in the lower levels of an organization, whereas decentralization is the location of most authority in the upper levels of an organization.. B. Centralization should occur where standardization is important, whereas decentralization should occur where standardization is unimportant. C. In a centralized organization, most decisions should be made by first-line managers, whereas in a decentralized organization, most decisions should be made by top managers. D. An organization is centralized if it has a high degree of delegation at all levels, whereas an organization is decentralized if it has a low degree of delegation at all levels.

Centralization should occur where standardization is important, whereas decentralization should occur where standardization is unimportant.

In what type of organization are workers closest to problems authorized to make the decisions necessary to solve the problems on their own? A. Decentralized B. Standardized C. Centralized D. Simple matrix

Decentralized

Which of the following is a method of subdividing work and workers into separate organizational units that take responsibility for completing particular tasks? A. Reengineering B. Departmentalization C. Decentralization D. Class reconstruction

Departmentalization

Which of the following can lead to changes in organizational processes because meaning, competence, impact, and self-determination produce empowered employees who take active rather than passive roles in their work? A. Autonomy B. Feedback C. Empowerment D. Reengineering

Empowerment

In the context of organizational structures, which of the following forms of departmentalization lowers costs by reducing duplication? A. Functional departmentalization B. Customer departmentalization C. Geographic departmentalization D. Product departmentalization

Functional departmentalization

In the context of matrix departmentalization, which of the following is a difference between a simple matrix and a complex matrix? A. A simple matrix involves interactions only related to employees, whereas a complex matrix involves interactions related to all aspects of running an organization. B. In a simple matrix, managers in different parts of the matrix negotiate conflicts directly, whereas in a complex matrix, managers in different parts of the matrix report to matrix managers who help resolve conflicts. C. Matrix managers play a primary role in a simple matrix, whereas there are no matrix managers in a complex matrix. D. A simple matrix combines the product and geographic forms of departmentalization, whereas a complex matrix combines the functional and customer forms of departmentalization.

In a simple matrix, managers in different parts of the matrix negotiate conflicts directly, whereas in a complex matrix, managers in different parts of the matrix report to matrix managers who help resolve conflicts.

Which of the following is an advantage of matrix departmentalization? A.It eliminates disagreements about schedules and budgets. B. It requires low levels of coordination among managers. C. It allows companies to manage large, complex tasks in an efficient manner. D. It requires less cross-functional interaction than other forms of departmentalization.

It allows companies to manage large, complex tasks in an efficient manner.

Which of the following is an advantage of geographic departmentalization? A. It eases the achievement of coordination among managers of different departments. B. It can reduce costs by locating unique organizational resources closer to customers. C. It allows managers and workers to specialize in one area of expertise. D. It lowers costs by reducing duplication.

It can reduce costs by locating unique organizational resources closer to customers.

Which of the following best defines delegation of authority? A. It is the assignment of direct responsibility to a subordinate to complete tasks for which the manager is normally responsible. B. It is the right to give commands, take action, and make decisions to achieve organizational objectives. C. It is the right to advise but not command others who are not subordinates in the chain of command. D. It is the activity that takes place within an organization to transform inputs into outputs that customers value.

It is the assignment of direct responsibility to a subordinate to complete tasks for which the manager is normally responsible.

In the context of job design, which of the following is true of job specialization? A. It occurs when a job is composed of a small part of a larger task or process. B. It is an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes. C. It involves giving workers the authority and control to make meaningful decisions about their work. D. It occurs when the number of different tasks that a worker performs within one particular job is increased.

It occurs when a job is composed of a small part of a larger task or process.

In the context of organizational authority, which of the following is an advantage of unity of command? A. It prevents the confusion that might arise when an employee receives conflicting commands from two different bosses. B. It encourages companies to have a co-CEO arrangement that can lead to an improvement in the performance of employees. C. It gives workers the authority and control to make meaningful decisions about their work. D. It overcomes the deficiencies in specialized work by increasing the number of tasks.

It prevents the confusion that might arise when an employee receives conflicting commands from two different bosses.

Which of the following is an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes? A. Job descriptive index B. Job characteristics model C. Job rotation index D. Job enlargement model

Job characteristics model

In the context of job design, which of the following allows companies to retain the economic benefits of specialized work because employees simply switch from one specialized job to another? A. Job enrichment B. Job enlargement C. Job empowerment D. Job rotation

Job rotation

The primary disadvantage of which of the following types of departmentalization is the high level of coordination required to manage ongoing projects? A. Functional B. Product C. Matrix D. Customer

Matrix

Which of the following is the vertical and horizontal configuration of departments, authority, and jobs within a company? A. Organizational index B. Organizational engineering C. Organizational orientation D. Organizational structure

Organizational structure

Which of the following is defined as the extent to which collective action is required to complete an entire piece of work? A. Sequential interdependence B. Pooled interdependence C. Reciprocal interdependence D. Task interdependence

Task interdependence

Which of the following is the third transfer that occurs with delegation of authority? A. The transfer of responsibility from manager to subordinate B. The transfer of accountability C. The manager giving the subordinate full authority over the budget, resources, and personnel needed to do the job D. The transfer of responsibility from subordinate to manager.

The transfer of accountability

Which of the following statements about working relationships is true? A. The working relationships between modular organizations and outside companies tend to be less stable and longer lasting than the relationships found among the virtual companies in a network alliance. B. The working relationships between modular organizations and outside companies tend to be more stable and longer lasting than the relationships found among the virtual companies in a network alliance. C. The working relationships between modular organizations and outside companies tend to be more stable and more short-term than the relationships found among the virtual companies in a network alliance. D. The working relationships between modular organizations and outside companies tend to be less stable and more short-term than the relationships found among the virtual companies in a network alliance.

The working relationships between modular organizations and outside companies tend to be more stable and longer lasting than the relationships found among the virtual companies in a network alliance.

In the context of interorganizational processes, which of the following is a disadvantage of modular organizations? A. They cost significantly more to run than traditional organizations because of the addition of outsourcing costs to their fixed costs. B. They are characterized by a loss of control that occurs when key business activities are outsourced to other companies. C. They are slow because members cannot combine their efforts to meet customers' needs. D. They are unstable and have temporary relationships in a network alliance.

They are characterized by a loss of control that occurs when key business activities are outsourced to other companies.

In the context of interorganizational processes, which of the following is true of virtual organizations? A. Their operating costs are significantly higher than that of traditional organizations. B. The outside organizations a company does its businesses with are tightly linked to one central company. C. They are slow and inflexible when compared to modular organizations. D. They use a broker to create and assemble the knowledge, skills, and resources from different companies for customers.

They use a broker to create and assemble the knowledge, skills, and resources from different companies for customers.

Which of the following is a management principle that means workers should report to just one boss? A. Unity of command B. Line authority C. Staff function D. Task identity

Unity of command

In the context of job design, identify a difference between job rotation and job enlargement. A. Unlike job rotation, job enlargement periodically moves workers from one specialized job to another to give them more variety and the opportunity to use different skills. B. Unlike job rotation, job enlargement is one of the methods used to improve specialized jobs. C. Unlike job rotation, job enlargement decreases variety and leads to boredom. D. Unlike job rotation, job enlargement increases the number of different tasks that a worker performs within one particular job.

Unlike job rotation, job enlargement increases the number of different tasks that a worker performs within one particular job.

Which of the following types of organizations is an organization that is part of a network in which many companies share skills, costs, capabilities, markets, and customers to collectively solve customer problems or provide specific products or services? A. Virtual B. Modular C. Mechanistic D. Organic

Virtual

The primary disadvantage of customer departmentalization is _____. A. that it leads to slower decision making B. that it leads to duplication of resources C. the tremendous managerial skills required to coordinate between different departments D. the loss of control over the quality of work done by different departments

that it leads to duplication of resources

One transfer that occurs with delegation of authority is _____. A. that the manager gives the subordinate full authority over the budget, resources, and personnel needed to do the assigned job B. that the manager transfers full responsibility for an assignment to the subordinate C. that the subordinate is held accountable for getting the assigned job done according to the given instructions D.that the manager delegates his or her managerial authority to the subordinate in exchange for results

that the manager gives the subordinate full authority over the budget, resources, and personnel needed to do the assigned job