MAN Quiz 7 Multiple Choice
A task force is a team or committee designed to solve a problem involving several departments; therefore, task force members: A. eventually form a permanent team and meet regularly. B. belong to the same department and resolve critical issues related solely to their departments. C. represent their departments and share information that enables coordination. D. work with continuing rather than temporary problems.
C
At Acme Accounting, there are six levels of management between entry-level accountants and the CEO. At Zenith Public Relations, there are three organizational levels from entry-level associates and the CEO. When comparing the two, Acme has a _____ organization structure, and Zenith has a _____ organization structure. A. wide; tall B. narrow; wide C. tall; flat D. wide; flat
C
Because Rebecca's medical technology company operates in an environment that can change rather quickly, she focuses the company's strategy on being innovative and hires creative people. She finds that _____ fits best with this strategy. A. little or no delegation B. the accounting approach to departmentalization C. decentralization D. centralization
C
In order to take advantages of economies of scale, Pet Toys Company uses a _____ approach to its organization structure. A. team-based B. hierarchical C. functional D. matrix
C
Norman works in the accounting department at his company. He reports to the vice president of finance. He is also the primary numbers person in the garden products division of the company which is managed by the division manager. In which of the following types of organization structure does Norman work? A. A team approach B. A multidivisional approach C. A matrix approach D. A virtual network approach
C
Studies demonstrate that business performance is most successful when: A. goals of efficiency and a stable environment are associated with an organic system. B. using a structure that emphasizes the formal, vertical hierarchy. C. the company's structure is aligned well with its strategic intent and the needs of the environment. D. goals of innovation and a rapidly changing environment are associated with a mechanistic system.
C
The RHS Law Firm is highly specialized and characterized by rules and procedures. It also has a clear hierarchy of authority. What type of system is it? A. Horizontal B. Organic C. Mechanistic D. Correctional
C
The manager of the chemical products division disagrees with the budget set out for her R&D department by the accountant in her division. The vice president of finance claims no money is available for R&D right now. In this matrix structure, how will this dispute be resolved? A. The division manager knows what money is needed to effectively operate the division's R&D department, so the budget will be revised to accommodate the division's needs. B. This matter is unlikely to be resolved because no one has definitive authority over the matter. C. The issue will be referred to the president who, as top leader, has authority over both the vice president and division manager and will make a decision based on what is best for the company. D. The vice president has ultimate authority over budget matters of the divisions, and so the budget will go unchanged.
C
When a manager is asked to adjust and synchronize the diverse activities among different individuals and departments, that manager is performing the task of: A. subordination. B. collaboration. C. coordination. D. departmentalization.
C
Which of the following advantages is provided by a matrix structure? A. Outsources tedious and time-consuming tasks to allow focus on higher-value work B. Provides the most recent version of departmentalization C. Facilitates horizontal coordination and information sharing D. Extends collaboration beyond the boundaries of an organization
C
Which of the following is a characteristic of an organization with an organic system? A. It typically has a vertical structure. B. It is characterized by rules. C. It is free-flowing and adaptive. D. It follows a centralized structure.
C
Which of the following statements about authority is true? A. Authority is given to individuals, rather than being part of the position the individual holds. B. Although managers may hold the same position, their levels of authority differ. C. It is accepted by subordinates. D. Formal authority is the same as actual authority.
C
Which of the following statements provides the best definition of delegation? A. It is the duty to perform the task that has been assigned. B. It is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources. C. It allows managers to transfer the rights and duties of decision making and action taking to those lower in the organizational hierarchy. D. It is the requirement to report and justify task outcomes to those higher in the chain of command.
C
With a _____, the organization may be viewed as a central hub surrounded by a system of outside specialists, sometimes spread all over the world. A. divisional structure B. matrix structure C. virtual network structure D. functional structure
C
_____ is distinguished by standardized production runs. A. Small-batch production technology B. Unit production technology C. Mass production technology D. Continuous process production technology
C
An organization with a mechanistic system: A. has a horizontal structure. B. is free-flowing and adaptive. C. has a decentralized decision-making authority. D. is highly specialized and characterized by rules.
D
An organization's departmental tasks and how they fit together, as well as the order and logic for the organization, can be presented on a(n): A. chart of decentralization. B. chart of centralization. C. mission statement. D. organization chart.
D
As a team member, Rosa reports to her department, and she also reports to the team leader. Rosa is part of a _____ team. A. permanent B. vertical C. virtual network D. cross-functional
D
At a meeting of the strategic planning team, Felicity announced that she wanted to discuss the possibility of reengineering. Which of the following would be a main feature of this approach? A. The structure would focus on function rather than horizontal workflows. B. The number of senior executives in traditional support functions such as finance and human resources would be increased. C. The number of levels in the vertical hierarchy would increase. D. Company structure would shift away from being strongly vertical and toward emphasizing stronger horizontal coordination.
D
Because the company had recently started to emphasize new product development, the executive team wanted to make sure the company had greater horizontal coordination. Departments across the entire company were reconfigured to increase sensitivity to customer needs and to increase product quality. This level of change is known as: A. reorganization. B. reverse engineering. C. strategic planning. D. reengineering.
D
Gina from the accounting department needs better data from the production department in order to pay invoices and to send bills in a more timely manner. Harry from the production department needs faster approval of purchase requests and better access to budget proposals. Gina and Harry meet to find solutions to these issues. Through their _____, they devise a system of communication and procedures that makes these processes flow more smoothly. A. coordination B. strategic planning C. reengineering D. collaboration
D
Olivia is a copy editor for a large organization's marketing department. Her department is putting together a marketing campaign for the company's newest version of high-efficiency refrigerator. Part of the campaign emphasizes the product in the kitchen of the future. In another department, the marketing team is putting together the campaign for the newest radiant oven. If these two campaigns could be coordinated, it would be beneficial, but the two departments are disagreeing over the best direction for the marketing. Which of the following types of organization structure does Olivia's company use? A. Functional B. Virtual network C. Team-based D. Divisional
D
Salima and Stefan own a small engineering company. Their customers generally want a small manufacturing machine for custom orders. Salima and Stefan do all the designing. They then send their designs out to a fabrication shop that makes the machine. They outsource their accounting and marketing functions to companies specializing in those activities for small businesses. Their company functions quite well with this _____ structure. A. matrix B. functional C. divisional D. virtual network
D
Studies have shown that having people work in close proximity to one another does: A. increase the need for vertical structure. B. benefit from formal coordination roles or mechanisms. C. reduce the amount of coordination. D. increase collaboration.
D
The most widespread trend in departmentalization in recent years has been the: A. divisional approach. B. matrix approach. C. functional approach. D. team-based approach.
D
A functional structure would be most appropriate in which of the following circumstances? A. Task specialization and mechanistic environment B. Differentiation and organic environment C. Stability and organic environment D. Innovation and mechanistic environment
A
As the human resources manager at her company, Elsa has transferred some of her responsibility and authority for interviewing potential employees to two human relations specialists. In other words, Elsa has ______ these tasks to her employees. A. delegated B. counseled C. centralized D. reported
A
Caleb works for the R&D department of a large company. When an issue arises in this department, they must wait for the president to make a final decision. What approach to organization structure does Caleb's company use? A. Functional B. Virtual network C. Team-based D. Divisional
A
Collin works at the front desk of a luxury hotel. His main assignment is to greet guests, register them for their rooms, and call for porters or other assistance the guest might request. Which of the following statements best describes the structure of Collin's organization? A. It is characterized by intangible outputs and direct contact between employees and customers. B. The tasks are repetitive, predictable, and continuous. C. A tight vertical structure is most appropriate for this setting. D. It benefits from mechanization and continuous production.
A
Companies use a narrow span of control to facilitate: A. close supervision of work. B. delegation. C. a flatter organization structure. D. routine work.
A
Distill Manufacturing has clearly defined lines of authority. Dudley is a front-line manager. Each of the six employees Dudley supervises knows that he or she has authority and responsibility for a distinct set of tasks. Dudley reports to his supervisor who is the next step in successive management levels all the way to the top. Distill Manufacturing follows which of the following principles? A. Scalar B. Specialization C. Responsibility D. Authority
A
In the creative department at Newcomb Advertising, the employees do work that is low in task specialization. Which of the following is most likely true about these employees? A. They engage in a variety of tasks and activities. B. They usually perform a single task. C. They seldom find their work challenging. D. They often find their work boring.
A
Lillian is the chief financial officer at her company. She is responsible for keeping accurate financial records of the company and reporting them as required by the government. She has a staff of administrative workers and accountants which she authorizes to complete various aspects of these tasks. Given this responsibility and authority, Lillian is _____ to the shareholders of the company and the Securities and Exchange Commission. A. accountable B. compliant C. acceptable D. complicit
A
Low technical complexity, decentralization, and an organic structure are typical of which of the following types of manufacturing technology? A. Small-batch production B. Continuous process C. Large-batch production D. Mass production
A
Nicole is considered to be the top leader at her organization, which uses a matrix structure. Which of the following is true of Nicole's role in the organization? A. She oversees both product and functional chains of command. B. She reports problems that arise between the two sides of a matrix to the matrix boss. C. She reports to two supervisors simultaneously and must resolve conflicting demands from the matrix bosses. D. She is responsible for one side of the matrix.
A
Norman works in the accounting department at his company, which uses a matrix structure. He reports to the vice president of finance. He is also the primary numbers person in the garden products division of the company which is managed by the division manager. Norman is a: A. matrix boss. B. two-boss employee. C. top leader. D. collaborator.
A
Omega Manufacturing mass-produces bottles for the beverage industry. It has a decentralized structure with mostly verbal communication. The indirect to direct labor ratio is 1:1, and the supervisor span of control is 15. Which of the following statements best summarizes the situation at Omega? A. Omega should adopt a highly centralized, mechanistic structural form because it is the type of structure more in keeping with the goals of mass production firms. B. Because the production process at Omega is nonroutine, closer supervision is needed; therefore, an organic structure is used. C. Because production and consumption of Omega's products are simultaneous, it should adopt a more mechanistic structural form. D. Omega is highly successful using an organic structure given the technical complexity and type of manufacturing technology.
A
The environment in which organizations using decentralization of decision making would be characterized by which of the following? A. Strategy that encourages creativity B. Certainty C. Greater need to manage risk D. The need to avoid duplication of effort
A
Traditional views of organizational design recommend a span of management of about _____ subordinates per manager. A. 7 to 10 B. 4 to 5 C. 30 to 40 D. 15 to 20
A
What is the difference between a matrix boss and a top leader? A. The matrix boss is the product or functional boss and responsible for one side of the matrix, while the top leader is responsible for the entire matrix and oversees both the product and functional chains of command. B. There is no distinct difference between matrix boss and top leader: they both are responsible for horizontal and vertical chains of command. C. The matrix boss oversees both the product and functional chains of command, while the top leader is responsible for the entire matrix. D. The matrix boss reports to two supervisors simultaneously, while the top leader oversees both the product and functional chains of command.
A
Which of the following advantages is provided by a divisional structure? A. A more flexible organization that is responsive to change B. Greater efficiencies and economies of scale C. Better coordination across divisions D. A unified direction from top managers
A
Which of the following statements best defines high-level relational coordination? A. Coordination is carried out through a web of ongoing positive relationships. B. Coordination is a structural device managed by a project manager. C. Coordination is carried out by managers in a functional hierarchy. D. Coordination is carried out through formal coordination roles or mechanisms.
A
Which of the following statements provides the best definition of responsibility? A. It is the duty to perform the task that has been assigned. B. It is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources. C. It allows managers to transfer the rights and duties of decision making and action taking to those lower in the organizational hierarchy. D. It is the requirement to report and justify task outcomes to those higher in the chain of command.
A
Which of the following would NOT be considered a disadvantage of the matrix approach? A. The conflict and frequent meetings generated by the matrix allow new issues to be raised and resolved. B. The matrix structure leads to more discussion than action because different goals and points of view are being addressed. C. It generates conflict because it pits divisional against functional goals in a domestic structure. D. Rivalry between the two sides of the matrix can be exceedingly difficult for two-boss employees to manage.
A
Which of the following would NOT be included among the advantages of a virtual network structure? A. Centralized control of organization activities B. Reduced administrative overhead C. Workforce flexibility/challenge D. Global competitiveness
A
Which of the following would NOT be included among the five approaches to structural design? A. Ideological B. Matrix C. Divisional D. Functional
A
Which of the following would be an example of high-level relational coordination? A. A liaison from the sales department and the design department meet frequently to review products in development and discuss ideas received from customers. B. The CEO meets with an employee who wants to form a union among the production workers. C. The head of maintenance and the line supervisors have a contentious meeting about a rash of equipment breakdowns. D. The head of accounting meets with mid-level managers to review monthly budgets.
A
Yuan works at a dental center where he is a dental hygienist. The tasks at the dental center are divided among his coworkers who are either lab technicians or administrative personnel. These separate jobs are part of the organization's: A. work specialization. B. chain of command. C. centralization. D. span of management.
A
_____ defines what to do, while _____ defines how to do it. A. Strategy; organizing B. Controlling; strategy C. Organizing; controlling D. Organizing; planning
A
A national ice cream manufacturer has found that customers on the East Coast prefer a slightly different taste and texture to their ice cream than customers on the West Coast. It has facilities on each coast with slightly different names to produce the distinct types of ice cream preferred there. Which of the following approaches does it use in its organization structure? A. Customer-based functional B. Geographic-based divisional C. Team-based D. Virtual network
B
In a _____ structure, the major departments under the president are groupings of similar expertise and resources. A. decentralized B. functional C. divisional D. program
B
Rolf is an accountant for a major architectural firm. His manager is the CFO for the company. He is also on a team that is responsible for putting together project proposals for clients. In this position, Rolf answers to the vice president of operations. Which of the following principles is broken in this situation? A. Scalar principle B. Unity of command C. Responsibility D. Work specialization
B
Taylor works at a chemical processing plant. She monitors the sodium levels of the solution via computer that tests the formula as it moves through the process. If it is not within limits, the computer automatically adjusts the flow. This production process is characterized by a high degree of: A. relational coordination. B. technical complexity. C. project management. D. work specialization.
B
The engineering design and production departments at Power Tools Inc. have new models in several of their product lines; however, demand for these new tools have been low. The engineers have not done a good job of communicating with the marketing and sales department about the new features. This situation is an example of poor: A. reengineering. B. coordination. C. planning. D. leading.
B
The evolution of organization structures began with traditional vertical structures, which were followed by cross-functional teams and project managers, and finally by: A. collaborating divisions. B. reengineering to horizontal teams. C. coordinating task forces. D. virtual networks.
B
The person who is responsible for coordinating the activities of several departments for the completion of a specific project is generally known as the: A. collaborator. B. project manager. C. cross-functional manager. D. reengineer.
B
When people share information freely across departmental boundaries, the organization: A. uses task forces and standing committees to resolve issues. B. has a high level of relational coordination. C. finds formal coordination roles or mechanisms are necessary. D. has a low level of horizontal coordination.
B
Which of the following statements about trends in organization structure is true? A. Managers recognize that traditional vertical organization structures are most effective in a fast-shifting environment. B. Every organization needs mechanisms for horizontal integration and coordination. C. In general, the usefulness of work "silos" containing functional departments is becoming more evident. D. Many companies are moving away from horizontal structures based on work processes rather than departmental functions.
B
Which of the following statements best describes the difference between a divisional structure and a functional structure? A. A functional structure operates best with decentralization, and a divisional structure benefits from centralization. B. In a functional structure, people are grouped by common skills and resources; whereas in a divisional structure, departments are grouped together based on similar organizational outputs. C. A functional structure uses a strong horizontal design, and a divisional structure uses a strong vertical design. D. In functional structures, workers communicate primarily with others in a different department to coordinate work; in divisional structures, workers communicate primarily with people in the same department to coordinate work.
B
Which of the following statements provides the best definition of authority? A. It is the duty to perform the task that has been assigned. B. It is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources. C It allows managers to transfer the rights and duties of decision making and action taking to those lower in the organizational hierarchy. D. It is the requirement to report and justify task outcomes to those higher in the chain of command.
B
Which of the following statements would characterize a permanent team? A. The team emphasizes vertical communication. B. The team works to complete a specific task and includes representatives from the various functions who coordinate their work. C. The team does not allow front-line employees to make decisions to resolve issues on their own. D. The team pushes authority to an organization's top levels.
B
Which of the following typically is considered a line department? A. Research and development B. Manufacturing C. Strategic planning D. Human resources
B
Which of the following would be characteristic of most service firms? A. Formal B. High horizontal communication C. Inflexible D. Centralized
B
Which of the following would typically be produced through continuous process production? A. Automobiles B. Chemicals C. Nike socks D. Custom clothing
B
The traditional approaches rely on the chain of command to define departmental groupings, and reporting relationships follow the hierarchy in the: A. team-based, matrix, and virtual network approaches. B. divisional, virtual network, and matrix. C. departmental, team-based, and divisional approaches. D. functional, matrix, and divisional approaches.
D
Werner has been hired as a project manager at a construction company. Which of the following statements is most likely true about Werner? A. He is a member of one of the departments begin coordinated. B. He will ensure outcomes but will have no input on setting budget goals, marketing targets, and strategies. C. His position is not included on the organization chart. D. He is responsible for coordinating several departments to achieve desired project outcomes.
D
When designing an organization, a strategic team should look out for which of the following bottom-up pressures? A. The political and legal environments in which the organization operates B. Organizational goals C. Economic conditions D. The work processes performed to produce the organization's products
D
Which of the following advantages is provided by a functional structure? A. A more flexible organization that is responsive to change B. Better communication across functions C. Better coordination across functional departments D. A unified direction from top managers
D
Which of the following factors is associated with less supervisor involvement and thus larger spans of control? A. Rules and procedures for task activities are not clearly defined. B. Subordinates are dispersed among numerous locations. C. Significant time is required to coordinate with other departments or planning. D. Work performed by subordinates is stable and routine.
D
Which of the following is characterized by intangible outputs? A. Continuous process production B. Mass production C. Small-batch production D. Service technology
D
Which of the following statements is NOT part of the definition of organization structure? A. The formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels, and span of managers' control B. The set of formal tasks assigned to individuals and departments C. The design of systems to ensure effective coordination of employees across departments D. The desired future circumstance or condition that the organization attempts to realize
D
Which of the following statements provides the best definition of accountability? A. It is the duty to perform the task that has been assigned. B. It is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources. C. It allows managers to transfer the rights and duties of decision making and action taking to those lower in the organizational hierarchy. D. It is the requirement to report and justify task outcomes to those higher in the chain of command.
D
Which of the following statements would be true of a centralized organization? A. It can respond more quickly to rapid change and uncertainty in the environment. B. It tends to relieve the burden on top managers, unlike decentralization. C. It makes greater use of employees' skills and abilities when compared with decentralization. D. Its decision authority is located near the top of an organization.
D
Which of the following would typically be produced through small-batch manufacturing? A. Automobiles B. Baseball gloves C. Nike socks D. Custom clothing
D
Within an organization, the intersection between authority and responsibility is: A. departmentalization. B. delegation. C. sustainability. A. accountability.
D
