MGMT 300 Midterm 2

Managers are considered as having ____ style, when they like to consider complex solutions based on as much data as they can gather. a. behavioral b. conceptual c. directive d. analytical e. classical

d. analytical

Research has identified four major decision styles. These include all of the following EXCEPT: a. Behavioral b. Conceptual c. Analytical d. Authoritative e. Directive

d. authoritative

____ 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 style is used by people who prefer simple, clear-cut solutions to problems? a. Behavioral b. Conceptual c. Directive d. Analytical e. Classical

c. directive

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

Lisa is responsible for coordinating the efforts of several different departments. Which of the following titles best describes her position? a. Department manager b. Middle manager c. First-level supervisor d. Project manager e. Chairman of the board

d. project manager

Which of the following is a contemporary approach to structural design in departmentalization? a. Functional b. Divisional c. Traditional divisions d. Teams e. Geographic-based

d. teams

Bierderlack has a policy that states that more than three absences in a six-month period shall result in a suspension. Colleen, the manager, has just decided to suspend one of her shift employees for violating this policy. This is an example of a. a programmed decision. b. a nonprogrammed decision. c. an insignificant decision. d. poor management. e. personal grudge.

a. a programmed decision

Which of these styles is adopted by managers having a deep concern for others as individuals? a. Behavioral b. Classical c. Analytic d. Logical e. Conceptual

a. behavioral

Which of the following defines a technique that uses a face-to-face group to spontaneously suggest a broad range of alternatives for decision making? a. Brainstorming b. Groupthink c. Point-counterpoint d. Brainwriting e. Devil's advocate

a. brainstorming

The adoption of a new idea or behavior by an organization is known as organizational a. change. b. development. c. structure. d. intervention. e. responsibility.

a. change

With a(n) ____ strategy, the organization attempts to develop innovative products unique to the market. a. differentiation b. integration c. reengineering d. cost leadership e. defensive

a. differentiation

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

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

The innovation strategy for changing products and technologies that involves designing the organization to encourage creativity and the initiation of new ideas is known as a. exploration b. cooperation c. entrepreneurship d. idea incubator e. horizontal linkage

a. exploration

The biggest advantage to a virtual network approach is ____ and ____ on a global scale. a. flexibility; competitiveness b. coordination; organization c. communication; organization d. communication; no cost e. flexibility; coordination

a. flexibility; competitiveness

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

Good examples of ____ decisions are strategic decisions. a. nonprogrammed b. programmed c. insignificant d. recurring e. structured

a. nonprogrammed

Which approach defines how a decision-maker should make decisions? a. normative b. scientific c. descriptive d. reflective e. humanistic

a. normative

Which of the following is a decision-making technique in which people are assigned to express competing points of view? a. Point-counterpoint b. Devil's advocate c. Debate d. Groupthink e. Brainwriting

a. point-counterpoint

At the start of every shift, Carl, a delivery truck driver, plans out his route based on the addresses that he will be visiting to drop off packages. This can best be described as what kind of decision? a. Programmed b. Nonprogrammed c. Wicked d. Administrative e. Intuitive

a. programmed

An advantage of functional structures is the a. resulting economies of scale. b. enlarged tasks for employees. c. easy pinpointing of responsibility for product problems. d. development of general management skills. e. flexibility in an unstable environment.

a. resulting economies of scale

Mondavi Corporation has a finance department, a marketing department, and a production department. Mondavi a. uses a functional structure. b. has a geographic structure. c. uses a divisional structure. d. uses product-based structure. e. uses a matrix structure.

a. uses a functional structure

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

According to your text, in very large companies, a a. functional structure is necessary. b. matrix structure is a requirement. c. divisional structure is essential. d. team approach should be avoided. e. divisional structure is inefficient.

c. divisional structure is essential

Which model of decision making is associated with satisficing, bounded rationality, and uncertainty? a. classical b. administrative c. quantitative d. rational e. political

b. administrative

Shooting Star, Inc. has slow response to external changes, centralized decision making, and poor coordination across departments. It is likely structured a. along divisional lines. b. along functional lines. c. based on the team approach. d. based on the virtual network approach. e. none of these.

b. along functional lines

The concept that people have the time and cognitive ability to process only a limited amount of information on which to base decisions is known as a. satisficing. b. bounded rationality. c. classical model of decision making. d. normative approach. e. scientific approach.

b. bounded rationality

The innovation strategy for changing products and technologies that involves creating conditions and systems to facilitate internal and external coordination and knowledge sharing is known as a. exploration b. cooperation c. entrepreneurship d. idea incubator e. horizontal linkage

b. cooperation

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

Mark, a production manager at Kaylie's Kookware, recently chose to schedule his workers to work overtime. His alternative was to hire more workers. He is now monitoring the consequences of his choice. This is an example of a. planning. b. decision-making. c. organizing. d. controlling. e. leading.

b. decision-making

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

Examples of nonprogrammed decisions would include the decision to a. reorder supplies. b. develop a new product or service. c. perform routine maintenance on one of the machines in manufacturing. d. terminate an employee for violation of company rules. e. fill a position.

b. develop a new product or service

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.

__________refers to the tendency of people in groups to suppress contrary opinions. a. Point-counterpoint b. Groupthink c. Devil's advocacy d. Escalating commitment e. Brainstorming

b. groupthink

All of these are basic assumptions of the political model EXCEPT a. organizations are made up of groups with diverse interests, goals, and values. b. information is clear and complete. c. managers do not have the time, resources, or mental capacity to identify all dimensions of the problem. d. managers engage in the push and pull of debate to decide goals and discuss alternatives. e. all of these are basic assumptions of the political model.

b. info is clear and complete

The recognition of the decision requirement step in the managerial decision making process requires managers to a. develop alternative solutions. b. integrate information in novel ways. c. use the classical model of decision making. d. focus on generating ideas. e. select undesirable alternatives.

b. integrate info in novel ways

Swift Move Facilities manufacturers two different bicycle models. The company produces a high volume of products using standardized production runs. The company does very little product customization. Swift Move uses what type of technology structure? a. Service production b. Mass production c. Large-batch production d. Small-batch production Continuous process production

b. mass production

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

Two area banks, Bank A and Bank B, decided to merge their operations. This is an example of a a. programmed decision. b. nonprogrammed decision. c. decision rule. d. structured decision. e. bad community decision.

b. nonprogrammed decision

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

Programmed decisions are made in response to ____ organizational problems. a. unusual b. recurring c. significant d. minor e. unique

b. recurring

Which of the following means that a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative are subject to chance? a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming

b. risk

Which of the following refers to the willingness to undertake risk with the opportunity to increase one's return? a. Tunnel vision b. Risk propensity c. Risk averse d. Thrill seeking e. Ineffective investment philosophy

b. risk propensity

Typically, project managers have authority over ____ but not over ____ assigned to it. a. people, the project b. the project, people c. resources, the project d. people, other resources e. finances, products

b. the project, people

____ 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

Which of the following structures is an incorrect fit in an unstable organizational environment? a. A horizontal structure b. A vertical structure c. A loose organizational structure d. An organic structure e. All of these.

b. vertical structure

Which of the following structures is the leanest of all organization forms because little supervision is required? a. Functional approach b. Virtual network approach c. Team approach d. Matrix approach e. Divisional approach

b. virtual network approach

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 Nicole's

The ____ model of decision making describes how managers actually makes decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity. a. normative b. classical c. administrative d. scientific management e. objective

c. administrative

____ 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

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

____ refers to the process of identifying problems and then resolving them. a. Organizing b. Controlling c. Decision-making d. Planning e. Leading

c. decision-making

The ____ is the individual who is assigned the role of challenging assumptions made by the group. a. group gadfly b. multiple advocate c. devil's advocate d. brainstormer e. inferior member

c. devil's advocate

Genna is collecting data on how well the organization has done since their new strategy was implemented. She is in what stage of the managerial decision making process? a. The generation of alternatives b. Implementation of the chosen alternative c. Evaluation and feedback d. Recognition of the decision requirement e. Selection of desired alternative

c. evaluation & feedback

The pure functional structure does not enable the organization to be a. cost leader. b. efficient. c. flexible. d. stable. e. All of these.

c. flexible

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

_________ refers to the fact that services are perishable and cannot be stored in inventory. a. Boundarylessness b. Tangible output c. Intangible output d. Flexible operations e. Centralization

c. intangible output

A pure functional structure is most appropriate for achieving a. innovation. b. differentiation. c. internal efficiency goals. d. flexibility. e. all of these

c. internal efficiency goals

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

When a small community hospital decides to add a radiation therapy unit, it is considered a a. programmed decision. b. structured decision. c. nonprogrammed decision. d. poor management decision. e. certainty decision.

c. nonprogrammed decision

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

Ryan is a manager at Dream Catchers. Dream Catchers is currently operating in an environment of high uncertainty. As a result, Ryan will a. likely be making programmed decisions. b. probably have an easy time generating alternatives. c. probably have a difficult time generating alternatives. d. likely rely on the classical model of decision making. e. wait until environment becomes certain.

c. probably have a difficult time generating alternatives

Which of the following is not an approach to structural design that reflects different uses of the chain of command? a. Matrix approach b. Team-based approach c. Process approach d. Divisional approach e. Virtual network approach

c. process approach

Shirley works in the human resource department at Turtle Shells, Inc. She believes she is seeing an increase in drinking problems among the workforce. She thinks she needs to investigate further. She is at what stage of the managerial decision making process? a. Diagnosis and analysis of causes b. Development of alternatives c. Recognition of decision requirement d. Evaluation and feedback e. Selection of desired alternatives

c. recognition of decision requirement

Under conditions of ____, statistical analyses are useful. a. certainty b. ambiguity c. risk d. uncertainty e. conflict

c. risk

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

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

All of the following are cognitive biases that can affect manager's judgment EXCEPT a. being influenced by initial impressions. b. justifying past decisions. c. seeing what you don't want to see. d. perpetuating the status quo. e. overconfidence.

c. seeing what you don't want to see

Which of the following factors is NOT associated with larger span of control? a. Work performed by subordinates in 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 an organization structure that divides the major functions of the organization into separate companies and coordinates their activities from a small headquarters organization. a. The diversification approach b. The team approach c. The virtual network approach d. The BCG approach e. The functional approach

c. virtual network approach

____ is an organization structure that divides the major functions of the organization into separate companies. a. The diversification approach b. The team approach c. The virtual network approach d. The BCG approach e. The functional approach

c. virtual network approach

________ decisions are associated with conflicts over goals and decision alternatives, rapidly changing circumstances, fuzzy information, and unclear links among decision elements. a. Nonprogrammed b. Programmed c. Wicked d. Conventional e. Irrational

c. wicked

Riley is a manager at the Tinker Tools. She is expected to make decisions that are in the organization's best economic interests. Her decisions should be based on which of the following models? a. The administrative model of decision making b. The garbage can model of decision making c. The scientific management model of decision making d. The classical model of decision making e. The humanistic model of decision making

d. The classical model of decision making

Choosing between a differentiation strategy and an overall cost leadership strategy is an example of a. a plan. b. an objective. c. an alternative. d. a decision. e. a strategy.

d. a decision

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

Nonprogrammed decisions are made in response to situations that are a. unique. b. unstructured. c. important to the organization. d. all of these e. unique and important to the organization.

d. all of these

When the organization is structured along ____ lines, coordination is required. a. functional b. divisional c. team d. all of these e. functional or divisional

d. all of these

Which of the following means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable? a. Certainty b. Risk c. Uncertainty d. Ambiguity e. Brainstorming

d. ambiguity

The ____ step in the decision making process involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action. a. recognition b. analysis c. evaluation d. implementation e. feedback

d. implementation

Which of the following is(are) an advantage of team structure a. Increased barriers among departments b. Unplanned decentralization c. Time and resources spent on meetings d. Less response time, quicker decisions e. All of these

d. less response time, quicker decisions

The __________ model of decision-making is useful for making programmed decisions when conditions are uncertain, information is limited, and there are managerial conflicts about what goals to pursue or what course of action to take. a. Classical b. Functional c. Bureaucratic d. Political e. administrative

d. political

Bobby, a product manager, wants to increase the market share of his product. He is unsure about how to go about it, not knowing for sure how costs, price, the competition, and the quality of his product will interact to influence market share. Bobby is operating under a condition of a. risk. b. ambiguity. c. certainty. d. uncertainty. e. brainstorming.

d. uncertainty

The classical model of decision making is based on ____ assumptions. a. philosophical b. irrational c. economic d. uncertainty e. technological

d. uncertainty

Kara's department is made up of people with similar skills and work activities. Her organization uses the ____ approach to departmentalization. a. team-based b. horizontal matrix c. divisional d. vertical functional e. process

d. vertical functional

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 a. functional structure. b. team structure. c. divisional structure. d. virtual network structure e. service structure.

d. virtual network structure

During the fallout of the global financial crisis of the late 2000s, finance companies had to make important decisions in a highly ambiguous environment. The decision to buyout failed banks could best be described as what type of decision? a. Bounded b. Programmed c. Conventional d. Wicked decision problem e. Irrational decision

d. wicked decision problem

The ability to make ____ decisions is a critical skill in today's fast-moving organizations. a. fast b. widely supported c. high-quality d. frequent e. all of these

e. all of these

In a ____________ organization, the entire work flow is mechanized in a sophisticated and complex form of production technology. a. service production b. mass production c. large-batch production d. small-batch production e. continuous process production

e. continuous process production

An organization strives for internal efficiency with a(n) ____ strategy. a. integration b. diversification c. differentiation d. defensive e. cost leadership

e. cost leadership

All of the following are the major disadvantages of the matrix structure EXCEPT a. it generates a large amount of conflict. b. managers spend much time resolving conflict. c. the confusion caused by the dual chain of command. d. the power imbalance that can result between the sides of the matrix. e. enlarged tasks for employees.

e. enlarged tasks for employees

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

Finance managers at Big Bend Inc. made a financial blunder when they solely looked at the previous year's sales to estimate sales for the coming year. This is an example of which management bias? a. Being influenced by emotions b. Perpetuating the status quo c. Seeing what you want to see d. Justifying past actions e. Being influenced by initial impressions

e. justifying past actions

The ____ model closely resembles the real environment in which most managers and decision-makers operate. a. normative b.administrative c. descriptive d. classical e. political

e. political

A(n) ____ occurs when the organizational accomplishment is less than established goals. a. strength b. threat c. diagnosis d. opportunity e. problem

e. problem

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(n): a. Political leader b. Functional leader c. Divisional leader d. Matrix leader e. Top leader

e. top leader