Chapter 8 Management

During weekly conference calls, Mary, a restaurant manager for a national chain of restaurants, and the other managers in her district explain to their district manager the reasons for different decisions; they also explain why certain costs and sales were higher or lower than they were the previous week. _______ is the explanation of their decisions and work results. A. Accountability B. A stepped decision C. A hierarchy of authority D. Touching E. Power

A. Accountability

Online retailer Amazon relies heavily on a hierarchy culture to manage its vast and complex shipping processes. ___________ are part of Amazon's hierarchy culture. A. An internal focus and values stability and control B. A strong external focus and values stability and control C. An external focus and values flexibility D. An internal focus and values innovation and creativity E. A continual focus on efficiency, cost cutting, and outsourcing

A. An internal focus and values stability and control

Hewlett-Packard founders David Packard and William Hewlett created a close-knit organizational culture that gave a lot of responsibility to employees and fostered innovation within the company. ______ are individual responsibility and the importance of innovation. A. Espoused values B. Focused values C. Enacted values D. Analytics E. A diverse perspective

A. Espoused values

_______ are the rituals and ceremonies of a company, as well as the manner of dress, awards, myths and stories told about a company. A. Observable artifacts of organizational culture B. Espoused values of organizational culture C. Enacted values of organizational culture D. Basic assumptions about organizational culture E. Invisible artifacts of that industry's culture and values

A. Observable artifacts of organizational culture

Raul, a salesperson for the Lovely Landscapes landscaping company, is working with a longtime customer who is interested in either cutting back on the services or getting a better price due to the tight economy. Raul tells his manager, "I want to take care of the customer with the best value. So what do you think is the best package to offer in this situation?" Raul and his manager are trying to utilize the A. contingency design. B. streamlined design. C. focused spending approach. D. boundaryless approach. E. mechanistic design.

A. contingency design.

With ______, important decisions are made by middle-level and supervisory-level managers. A. decentralized authority B. upper authority C. focused power D. centralized authority E. higher-management influence

A. decentralized authority

Tomás, a sales associate in the furniture department of the Larkspur Department Store, reports to Carolina, the furniture department manager. This morning, Carolina asked Tomás to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Tomás that he wanted him to unload some computers. Tomás is confused about what to do because under the principle of unity of command, A. employees should report to no more than one manager. B. Tomás will need to determine how he can multitask. C. employees can report to two managers, so Tomás needs to decide whose directions to follow. D. Tomás can refuse to do both tasks. E. Tomás needs to decide which manager has more power.

A. employees should report to no more than one manager.

IT Technology has designed its corporate structure with divisions based on their location. For example, there are the Southern and Northern Divisions, and globally there are the European Division and the Asian Division. IT Technology is an example of a structure with A. geographic divisions. B. matrix partitions. C. customer divisions. D. common area divisions. E. product divisions.

A. geographic divisions.

Insurance company Acuity has a clan culture; employees have generous perks and are empowered to participate in a way in the company that is fun. The end results are profitability and an enviably low 2% turnover rate. A clan culture has a(n) A. internal focus and values flexibility. B. strong external focus and values stability and control. C. external focus and values flexibility. D. internal focus and values stability and control. E. continual focus on efficiency, cost cutting, and outsourcing.

A. internal focus and values flexibility.

Examples of ______ are the AFL-CIO (a union) and the National Federation of Independent Business are both voluntary groups with the purpose of advancing member interests. A. mutual-benefit organizations B. nonprofit organizations C. volunteer co-ops D. for-profit organizations E. trade alliances

A. mutual-benefit organizations

Maria, the CEO of EnviroSystems, has only three people reporting to her: the vice president of marketing, vice president of HR, and vice president of accounting. Maria has a A. narrow span of control. B. small unity of command. C. wide span of control. D. focused span of control. E. broad span of influence.

A. narrow span of control.

Phone Tech, a global phone company, frequently needs to respond quickly to fast-changing consumer tastes with its smartphones. Therefore, Phone Tech has fewer rules and procedures than most organizations, and networks of employees are encouraged to cooperate and respond quickly to unexpected tasks and changes in technology. Phone Tech is utilizing a(n) ____ structure. A. organic B. inflexible C. mechanistic D. hierarchical E. inelastic

A. organic

Jean-Paul, the store manager at an H&M outlet, was speaking with Patty, his new assistant manager, about the store's system of job relationships; he also explained whom she will report to and who will report to her. Jean-Paul said, "This structure is one of the things that motivates our employees to work together to achieve our company's goals." Jean-Paul was telling Patty about the store's A. organizational structure. B. organizational culture. C. code of ethics. D. diversity plan. E. values statement.

A. organizational structure.

Elly and Sylvia, owners of Gaia Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. _____ are the core beliefs that represent the core values of Gaia Organic Foods' culture. A. A code of ethics B. Basic assumptions C. Espoused values D. Rites and rituals E. Observable artifacts

B. Basic assumptions

Specialists work together to achieve ________ in a highly integrated organization. A. assimilation B. a common goal C. differentiation D. decentralization E. centralization

B. a common goal

A formal chain of command, the standardization of rules and procedures, and the use of cross-functional teams and computer networks so that there is frequent communication and coordination of the parts are the means for achieving A. higher sales through analytics. B. a common goal through integration. C. lower costs through efficiency. D. higher profits through goal setting. E. differentiation through specialization.

B. a common goal through integration.

A hierarchy of authority is ____. Most military organizations are known for having a strong hierarchy of authority. A. also known as a division of labor B. a control mechanism for making sure the right people do the right things at the right time C. a diversity structure used in planning with recruiting, selection, and hiring D. also known as work specialization E. the arrangement of having discrete parts of a task done by different people

B. a control mechanism for making sure the right people do the right things at the right time

With a modular structure, a firm _____. An example of the modular structure is the massive 787 Dreamliner project, in which Boeing contracted with many suppliers, each responsible for one component or assembly, which were then integrated to make the aircraft. A. is a company outside a company that is created specifically to respond to an exceptional market opportunity B. assembles portions of product provided by outside contractors C. is an organization whose members are geographically apart, usually working via e-mail D. has a central core of key functions and outsources production E. consists of a company with many divisions

B. assembles portions of product provided by outside contractors

Patricia, the manager of Prime Health Club, was telling her new trainer that "I have many decisions to make in a day, and as the club manager, during the course of a week, I have to give orders to most of the 35 employees. Then there is my budget and the club resources, which I oversee." Patricia's _______ gives her the right to make decisions, give orders, and utilize resources. A. responsibility B. authority C. power D. delegation E. work specialization

B. authority

Ford Motor Co. has separate divisions for passenger cars, for large trucks, and for farm products. Ford is an example of an organization with A. geographic divisions. B. customer divisions. C. matrix partitions. D. a decentralized management structure. E. a global corporate culture.

B. customer divisions.

Quality Paper Products utilizes a structure that includes functional divisions, such as accounting and production, and a divisional chain of command, such as the home products and office divisions. For example, Mariana, a salesperson, reported to both her sales manager and the office products manager when she first started working on the city of Springfield account. Quality Paper Products has a A. geographic-divisional structure. B. matrix structure. C. team-based approach. D. modular structure. E. hollow structure.

B. matrix structure.

Peter, the owner of Happy Burger, is involved in the company's daily decisions and has established procedures for every task. The company rules are clearly specified in the handbook, and Peter also believes in close supervision of all employees. Happy Burger is a(n) _______ organization. A. informal B. mechanistic C. organic D. decentralized E. non-hierarchical

B. mechanistic

Organizational design is concerned with an organization developing A. the best structures of costs and efficiency that an organization uses to meet goals. B. optimal structures of accountability and responsibility to execute its strategies. C. important decisions that are suggested by employees. D. new MBO goals. E. the most favorable methods of accomplishing both the diversity and synergy plans.

B. optimal structures of accountability and responsibility to execute its strategies.

Adam, the owner of Adam's Roofing, was talking to a visitor in his office, telling her that "We are a fun-loving group that believes in teamwork and a family atmosphere at work, which significantly affects our work outcomes. Plus, we do things together outside of work. This is the 'social glue' that binds the members of our company together." Adam was referring to his company's A. mission statement. B. organizational culture. C. code of ethics. D. diversity plan. E. analytics.

B. organizational culture.

Tech Geeks, a sole proprietorship that uses contract labor, has all of its authority centralized in a single person (the owner), a flat hierarchy, few rules, and low work specialization. Tech Geeks is an organization with a A. team-based design. B. simple structure. C. hollow structure. D. functional structure. E. horizontal design.

B. simple structure.

Rites and rituals are ____. For example, employees of New Belgium Brewery in Fort Collins, Colorado, get a free brewery-hopping trip to Belgium after being employed by the company for five years. A. company values included in the code of ethics B. the activities and ceremonies that celebrate important occasions and accomplishments in the organization's life C. objects, acts, or the quality that conveys meaning to others D. a narrative based on true events that emphasize a particular value E. company expectations for employees, such as working hard, ethically, and honestly

B. the activities and ceremonies that celebrate important occasions and accomplishments in the organization's life

________ is(are) another way of describing a vertical hierarchy. A. An upward graph B. An X-Y chart C. A chain of command D. A network structure E. Corporate steps

C. A chain of command

_____ is the process of assigning managerial authority and responsibility to lower-level managers and employees. A. Authority B. Planning C. Delegation D. A power trip E. Control

C. Delegation

Which of the following is an accurate conclusion based on a recent meta-analysis of more than 38,000 organizational units and 616,000 individuals? A. An organization's culture does not matter. B. An organization's financial performance (profit and revenue growth) is strongly related to organizational culture. C. Employees have more positive work attitudes when working in organizations with clan cultures. D. Quality and innovation are most closely related to hierarchical cultures. E. Adhocracy cultures produce higher customer satisfaction and market share.

C. Employees have more positive work attitudes when working in organizations with clan cultures.

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) A. market culture. B. goal-driven agenda. C. adhocracy culture. D. clan culture. E. focused approach.

C. adhocracy culture.

Organizations using a matrix structure A. contain multiple overlapping command structures, in which all employees report to three or more managers. B. centralize authority into a single person. C. contain two command structures, in which some people report to two bosses. D. establish a hierarchy in which employees report to only one supervisor. E. utilize teams or workgroups with few lines of authority.

C. contain two command structures, in which some people report to two bosses.

According to Lawrence and Lorsch, the stability of an organization's environment determines the degree of A. synergy needed in an organization. B. differentiation and efficiency needed. C. differentiation or integration that is appropriate. D. profitability that is vital. E. marketing and integration that is profitable.

C. differentiation or integration that is appropriate.

Making formal statements, engaging in rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to A. write a strategic plan. B. perform competitive analysis. C. effect corporate change. D. conduct formal market research. E. follow legal requirements.

C. effect corporate change.

Della, the new CEO of Sky Advertising, has been with the firm for over 25 years. She was picked by the board to turn the 85-year-old agency around, because it had lost its edge in the Internet age. To infuse new life and energy into the agency, Della wants to bring back some old ideas that previously worked at Sky. She plans on having managers and veteran employees instruct each other about the organization's values, beliefs, and expectations; telling stories about some of the company legendary ad campaigns; coming up with a slogan that summarizes Sky's abilities in a simple and memorable phrase; and having quarterly ceremonies where creativity and innovation are rewarded. The things that Della wants to do are all examples of A. a value stabilizing plan. B. decentralizing authority. C. embedding culture. D. MBO. E. TQM.

C. embedding culture.

With a hollow structure, the organization A. is a rigid nonadaptive structure. B. groups activities around similar products or services. C. has a central core of key functions and outsources others to vendors who are less expensive or faster. D. is often called a horizontal organization. E. assembles product chunks, or modules, provided by outside contractors.

C. has a central core of key functions and outsources others to vendors who are less expensive or faster.

IKEA employees are inspired to work hard by an anecdote from their Swedish founder, Invar Kamprad, who told how he was berated by his father for failing repeatedly to get out of bed to milk the cows on his family's farm. Then one day he got an alarm clock. "'Now by jiminy, I'm going to start a new life,' he determined, setting the alarm for twenty to six and removing the 'off button.'" Invar Kamprad is an example of a(n) A. trend. B. fable. C. hero. D. urban legend. E. key employee.

C. hero.

Time Warner has different divisions for magazines, movies, recordings, cable television, and so on. The Warner Bros. part of the empire alone has divisions spanning movies and television, a broadcast network, retail stores, theaters, amusement parks, and music. Time Warner is an example of an organization with ____ divisions. A. geographic B. common C. product D. merchandise E. customer

C. product

Alana, the children's department manager at Shoe Mart, has eight employees in her department, also known as her _________. All of eight of these employees report directly to her. A. area of responsibility B. span of direction C. span of control D. hierarchy of authority E. management depth

C. span of control

Routine tasks and paperwork, as well as jobs that help your subordinates grow, are A. tasks that a manager should not delegate, according to Odette Pollar. B. tasks that should be delegated, according to Maslow. C. tasks that a manager should delegate, according to Odette Pollar. D. tasks that should not be delegated, according to Maslow. E. tasks that a manager should never delegate, according to Frank Gilbreth.

C. tasks that a manager should delegate, according to Odette Pollar.

Ralph, the manager of a busy hardware store, knows that he needs to entrust many of his tasks to managers and other employees. _____ is this process of assigning tasks to lower-level managers and employees. Ralph follows the 70% rule, which states that he should assign tasks to employees who can perform each task at least 70% as well as Ralph can. A. Handing B. Outputting C. Span of control D. Delegation E. Accountability

D. Delegation

__________ is also known as division of labor. A. A task chart B. A horizontal hierarchy C. An organizational graph D. Work specialization E. Chain of command

D. Work specialization

Astrid, a customer service representative with NorthTel Wireless Services, was asked by one of her customers if NorthTel would be interested in joining the chamber of commerce to meet potential customers and increase its contacts in the local business community. Astrid believes this is a very good idea and approached her manager, DeShawn, about becoming a chamber member. DeShawn said to Astrid, "Because the cost of membership is over $500 and you will have to leave the office to attend meetings, I will have to get approval from management above me." NorthTel is an example of an organization with A. decentralized authority. B. unity of command. C. work specialization. D. centralized authority. E. line managers.

D. centralized authority.

Employees and customers are treated like a family at Bayou Seafood Café. Paul and Betsey, the owners, work to encourage unity to increase their employees' job satisfaction and commitment. At their café, Paul and Betsey have built a(n) A. market culture. B. goal-driven agenda. C. bureaucracy culture. D. clan culture. E. adhocracy culture.

D. clan culture.

Symbols, stories, heroes, and rites and rituals are ways in which ____ is (are) most often transmitted to employees. A. plans B. goals C. objectives D. culture E. ethics

D. culture

Artem, the president of Instructor Services, told one of his new hires that "Managers at this company are encouraged to solve their own problems rather than buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." The key benefits of _______ are the advantages that Artem related to his new hires. A. centralized authority B. management accountability C. management responsibility D. decentralized authority E. work specialization

D. decentralized authority

Espoused values are _____. For example, Hewlett-Packard stresses the "HP Way," a collegial, egalitarian culture that gave as much authority and job security to employees as possible. A. a narrative based on true events, which emphasize a particular value B. physical manifestations of organizational culture C. the values and norms actually exhibited in the community D. explicitly stated values and norms preferred by an organization E. profit and cost expectations stated in the business plan

D. explicitly stated values and norms preferred by an organization

The structure of Sandal Mart consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. Sandal Mart has a _____ structure. A. simple B. focused C. hollow D. functional E. centralized

D. functional

The scientists, nurses, and doctors who work for Medical Technology, an organization that researches the cure for several diseases, work together for a common goal of ending these illnesses. Medical Technology provides an example of A. diversity. B. contingency design. C. differentiation. D. integration. E. autocratic structure.

D. integration.

Juan, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and on delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and he stresses that profits take precedence over employee development and satisfaction. Juan feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. Quality Catering has a(n) ____ culture. A. clan B. target-driven C. adhocracy D. market E. hierarchy

D. market

Dr. Gomez is retiring as a doctor in private practice. He wants to start a(n) __________, Doctor Help, that will provide low-income individuals in the United States with medical assistance at no cost. A. for-profit organization B. union C. mutual-benefit organization D. nonprofit organization E. co-op

D. nonprofit organization

According to Chester I. Barnard's classic definition, an organization is a A. formal system of task and reporting relationships that coordinate and motivate employees. B. means to increase collaboration and cooperation among groups of people. C. set of shared, taken-for-granted implicit assumptions that a group holds. D. system of consciously coordinated activities or forces of two or more people. E. type of analytical tool used for planning.

D. system of consciously coordinated activities or forces of two or more people.

________ enables a manager to make decisions, give orders, and utilize resources. For example, the manager of a local pizzeria has the right to hire and fire drivers based on their punctuality, performance, and customer-service ratings. A. Power B. A clan culture C. A hierarchy of power D. Touching E. Authority

E. Authority

During a meeting, Tammy, a branch manager for USA Bank, pointed to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Laura (our CEO) and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." _______ are indicated on the organization chart by a solid line ____, and ______ are indicated by a dotted line. A. Line managers; temporary personnel B. Line managers; personnel in training C. Staff personnel; vital personnel D. Line managers; part-time personnel E. Line managers; staff personnel

E. Line managers; staff personnel

_______ are voluntary collectives with the purpose of advancing their members' interests. One example of such a collective is the Teamsters Union. A. Clan cultures B. Nonprofit organizations C. Volunteer co-ops D. For-profit organizations E. Mutual-benefit organizations

E. Mutual-benefit organizations

_____ are the two kinds of spans of control. A. Tall and short B. Flat and broad C. Tall and hollow D. Hierarchy and nonhierarchy E. Narrow and wide

E. Narrow and wide

________ in an organization is the division of labor. For example, in a publishing company, there are people who acquire manuscripts (sponsoring editors), people who edit manuscripts (developmental editors), and people who turn manuscripts into printed books (production editors). A. The coordination of individual efforts into a group or organization-wide effort B. The common purpose that unifies employees C. An organizational structure with few or no levels of middle management D. A structure where employees report to no more than one manager E. The arrangement of having discrete parts of a task done by different people

E. The arrangement of having discrete parts of a task done by different people

The Safety Committee, a temporary team at the Annapolis Tool & Die Corporation, was established to make the factory floor a safer place. Members of the committee still work in their departments full-time, but they meet twice a month for a few hours as a committee. The Safety Committee is an example of a ____ within an organization. A. vertical design B. modular design C. multipurpose design D. common purpose E. horizontal design

E. horizontal design

The more subunits into which an organization breaks down, the A. more unified it becomes. B. less differentiated it becomes. C. lower the productivity. D. higher the costs. E. more highly differentiated it becomes.

E. more highly differentiated it becomes.

Organizations that are formed to offer services to clients and not make a profit are ____, whereas, ________ are those organizations that are formed to make money, or profits, by offering products or services. A. for-profit organizations; nonprofit organizations B. unions; associations C. nonprofit organizations; associations D. co-ops; for-profit organizations E. nonprofit organizations; for-profit organizations

E. nonprofit organizations; for-profit organizations

According to the competing values framework, the four types of ______ are clan, adhocracy, market, and hierarchy. A. organizational values B. industry cultural standards C. organizational norms D. value statements E. organizational cultures

E. organizational cultures

Danilo has been working for Metropolitan Taxi for three months. He expected that his job would be to drive around the city, pick up fares, and drop them off at their desired locations, but in his first few days on the job he realized that the job entails much more. He must keep his taxi cab clean and neat, and some days he will be stationed at the shop and go to people's houses to pick them up and bring them to the local airport. Within a few months, he has learned that taxi drivers often express frustration with the people they call "civilians"—that is, non-taxi drivers, whose driving skills they complain about incessantly. In his first few months on the job, ________ describes what Danilo is undergoing. A. a symbolic ritual B. values training C. hierarchical indoctrination D. fit analysis E. organizational socialization

E. organizational socialization

Jim was recently promoted to the position of dining room supervisor at The Crab Shack, and he is now responsible for making decisions on numerous matters in the dining room and giving orders to the serving staff. At the same time, Jim has the obligation to perform the many new tasks assigned to him as a supervisor, such as overseeing the closing work and the cleaning of the dining room. Jim's obligations are known as his A. hierarchy. B. power. C. beliefs. D. authority. E. responsibility.

E. responsibility.

Having realistic expectations and thinking about the kind of manager you want to be, not forgetting to manage upward and sideways as well as downward, getting guidance from other managers, and resisting isolation is good advice for those who are A. starting a networking group within an organization. B. developing a training and development program. C. developing a diversity or synergy plan. D. starting retirement. E. transitioning upward in an organization.

E. transitioning upward in an organization.

Sally, Greg, Juan, and Amar are working on a project for a customer that is aimed at cutting the client's electrical costs. The four members of this workgroup are located throughout the Midwest, and they are utilizing the phone, e-mail, and collaborative computing to complete this project. This workgroup is an example of a A. modular group. B. cross-focus group. C. geographic team. D. matrix team. E. virtual organization.

E. virtual organization.

"To do more in a day, ____," according to productivity expert Odette Pollar. A. do not delegate, but be more focused B. you must do more—not do everything faster C. you must do more—not do everything slower D. hire more employees E. you must do less—not do everything faster

E. you must do less—not do everything faster

A company with a market culture has a strong internal focus, and it concentrates on developing the business and marketing plans, as well as helping employees market their product(s). (True/False)

FALSE

A company's organizational structure is its formal and informal marketing systems of goods, services, ideas, and customer relationships. (True/False)

FALSE

An organizational structure is a set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its environments. (True/False)

FALSE

Productivity expert Odette Pollar recommends that managers delegate (1) emergencies and (2) confidential matters, and (3) personnel-related matters. (True/False)

FALSE

The AFL-CIO is an example of a for-profit organization, and the March of Dimes is an example of a nonprofit organization. (True/False)

FALSE

Thrifty Bank has an external focus, concentrating on strategic planning, risk taking, and flexibility over stability. Thrifty Bank has a hierarchy culture. (True/False)

FALSE

Tom's Hardware has a simple organizational structure. There are no levels of middle management, because all employees report to the owner, Tom, or to his assistant managers. Tom's Hardware has a thin organizational structure. (True/False)

FALSE

Changing organizational culture is essentially a teaching process, a process in which members instruct each other about the organization's preferred values, beliefs, expectations, and behaviors. (True/False)

TRUE

Dave, a graphic designer with Development Advertising, enjoys working for the company because of the flexibility of its management and its culture, which encourages risk taking, innovation, and creativity. Dave gets quick answers from his boss, which allows him and Development Advertising to quickly respond to changes in the marketplace. Development Advertising is an example of an adhocracy culture. (True/False)

TRUE

Fine Oil uses an organizational structure that includes both functional divisions (such as marketing and HR) and a divisional chain of command (such as the chemical and petroleum products divisions). For example, Glen, a salesperson for Fine Oil, reports to both the marketing manager and the petroleum products manager as he starts to develop the Shell Oil account. Fine Oil uses a matrix structure. (True/False)

TRUE

Lena works as an order-taker at Fast Burger, a fast-food restaurant. She does not cook food, or even package the final order, but she does input the order and takes payment. Lena reports directly to the shift manager, and she seldom interacts with the general manager. Fast Burger is an example of a mechanistic organization. (True/False)

TRUE

The arrangement of having discrete parts of a task done by different people is known as division of labor. (True/False)

TRUE

Two advantages of decentralization are that (1) managers are encouraged to solve their own problems, and (2) decisions are made more quickly, increasing the organization's flexibility and efficiency. (True/False)

TRUE

When Angela, a new nurse was hired at Mercy Hospital, the HR manager gave her a handout containing a chart that showed a family-tree-like pattern of boxes and lines. This document, which shows the formal lines of authority and the organization's official positions and work specializations, at the hospital is called an organization chart. (True/False)

TRUE

While figuring out how to save money for a bride who is having financial problems, Paula, the catering manager of Oh Happy Day, asked her assistant, "What do you think is the best menu to offer under these particular circumstances? How can we offer the bride and groom's guests a great meal within their budget?" Paula and her assistant are using the contingency approach. (True/False)

TRUE