Chapter 10 prac/quiz: exam 2

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. line authority b. staff authority c. hierarchy d. delegation e. accountability

Accountability

Advantages of the matrix structure include: a. it increases employee participation. b. it makes efficient use of human resources. c. it works well in a changing environment. d. it develops both general and specialist management skills. e. all of these.

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.

All of these

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.

All of these are part of organizational structure

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

Authority

In times of crisis or risk of company failure, authority should be: a. spread through a wide span of management. b. centralized at the bottom. c. centralized at the top. d. decentralized. e. flat.

Centralized at the top

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

Chain of command

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

Chain of command

The use of teams may lead to too much: a. formalization. b. decentralization. c. authority and responsibility in top management's hands. d. division of labor. e. narrow span of management.

Decentralization

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

Division of labor

The functional, _____, and _____ are traditional approaches that rely on the chain of command to define departmental groupings and reporting relationships along the hierarchy. a. matrix, networks b. divisional, matrix c. matrix, teams d. divisional, teams e. teams, networks

Divisional, matrix

All functions in a specific country or region report to the same division manager in _____ divisions. a. networks b. matrix c. functional d. geographic-based e. teams

Geographic-based

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

Line

A formal chain of command for both functional and divisional relationships is provided by the _____ approach to structure. a. vertical functional b. matrix c. team-based d. product e. divisional

Matrix

The _____ is the product or functional boss, who is responsible for one side of the matrix. a. matrix boss b. department boss c. two-boss employee d. top leader e. production supervisor

Matrix boss

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

Organization B with three hierarchical levels

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

Organizing

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

Permanent

Flash Card Inc. recently underwent a significant company-wide change that involved revision of its manufacturing and leadership processes. The result of this was a stronger emphasis on horizontal coordination. This level of change is referred to as _____. a. reorganization b. corporate structuring c. strategic planning d. reengineering e. e-engineering

Re-engingeering

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

Scalar principle

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

Subordinates are located at various different locations.

Marissa was recently assigned to a committee whose task is to research new product opportunities. Once this group generates a list of six or seven viable options, it will be disbanded. This group is also known as a _____. a. team b. standing committee c. permanent committee d. task force e. none of these

Task force

A task force is _____ committee(s) formed to solve a specific problem. a. a standing b. a permanent c. a temporary d. all of these e. none of these

Temporary

Coordination is defined as: a. the ability of the organization to produce timely products. b. the quality of collaboration across departments. c. differentiation. d. the quantity of goods produced by the organization. e. all of these.

The quality of collaboration across departments

The matrix structure violates which of the following principles of management? a. Unity of direction b. Division of labor c. Work specialization d. Span of management e. Unity of command

Unity of command

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

Unity of command

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. matrix b. geographic c. functional d. divisional e. virtual network

Virtual network

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

Virtual network

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

Virtual network approach

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

What; how

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.

along functional lines

In times of crisis or risk of company failure, authority should be: a. spread through a wide span of management. b. flat. c. centralized at the top. d. centralized at the bottom. e. decentralized.

centralized at the top

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

cost leadership

Self-contained unit structure is a term used for: a. divisional structure. b. virtual network structure. c. matrix structure. d. functional structure. e. term structure.

divisional structure.

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

employees perform a single task

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.

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

Makai's Marketing Mix (MMM) does not use its resources wisely. The employees at MMM spend too much time in meetings and not enough time focusing on the task at hand. MMM's management should consider changing the organizational structure from _____ to _____. a. mechanistic, rigid b. team-based, virtual network c. vertical, team based d. horizontal, vertical e. team based, horizontal

horizontal, vertical

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

organizational chart

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

the project; people

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. virtual network approach b. diversification approach c. BCG approach d. team approach e. functional approach

virtual network approach