MGT Final Ch 14-15 Quiz Questions

Most companies are not fully mechanistic or organically organized, but are on a continuum from one extreme to the other. Place these types of policies in a range from the most mechanistic structure (1) to most organic structure (6) 1. A highly rigid system of administration defined by strict policies and rules applied to the entire company. 2. Only the "C-Suite" (CFO, CEO, COO, etc.) control the way things are done, with some but limited input from others. 3. A controlling bureaucracy that functions by using cross-department meetings, creating task-specific teams, and issue-related task forces. 4. The company is controlled both vertically and horizontally in what is called a matrix-style management style. 5. The company has some structure, but the most important decisions come from project or product teams that are ongoing and have significant influence in how things are done. 6. The company operates in a loosely defined network of organic teams and groups that form, and dissolve as the needs of the company change.

1. A highly rigid system of administration defined by strict policies and rules applied to the entire company. 2. Only the "C-Suite" (CFO, CEO, COO, etc.) control the way things are done, with some but limited input from others. 3. A controlling bureaucracy that functions by using cross-department meetings, creating task-specific teams, and issue-related task forces. 4. The company is controlled both vertically and horizontally in what is called a matrix-style management style. 5. The company has some structure, but the most important decisions come from project or product teams that are ongoing and have significant influence in how things are done. 6. The company operates in a loosely defined network of organic teams and groups that form, and dissolve as the needs of the company change.

According to your textbook, which of the following statements are true about the term "span of control?" A. There is no specific agreed-upon number of people a manager can effectively manage, but most agree that any people more than ten will be a problem. B. Wider spans of control are possible with help from technology, such as monitoring a call center with the help of reporting software on the many call center people working under a manager's control. C. More narrow spans of control are possible when the tasks being managed are similar and when subordinates need less direction. D. The higher you go up in a company, the wider your span of control will be. Middle managers have wider span than first level. Upper managers have the widest span of control. E. Narrower spans of control are useful for managing complex and unique tasks.

A. There is no specific agreed-upon number of people a manager can effectively manage, but most agree that any people more than ten will be a problem. B. Wider spans of control are possible with help from technology, such as monitoring a call center with the help of reporting software on the many call center people working under a manager's control. E. Narrower spans of control are useful for managing complex and unique tasks

The use of corporate intranets can be used to help elevate corporate culture and to try to smooth out the natural differences between departments and divisions that are geographically dispersed. True False

True

Larger companies tend to have more specialization and greater hierarchy, along with more rules, than smaller firms. True False

True

The well-trained manager knows that a positive culture will not sustain itself without proper and continuous action by management. Which of the following items are shown to be effective at maintaining a positive culture? A. Keep the traditions to an absolute minimum and try to start new ones all the time. Corporate rituals should be avoided as they become stale, boring, and predictable and most employees react better to new initiatives and events rather than repeating old ones. B. Modify your annual review process to evaluate everyone's adherence and support of the firm''s positive culture. Penalize employees who violate the norms and values of the company. C. Create a laminated credit-card-sized list of the company's mission, vision, and values to have everyone keep in their wallet or purse. Financially reward employees who can produce the card when called to do so in the hallway, in the corporate cafeteria, or outside of work. D. Review your hiring practices and ensure that people are filtered out of the process if they don't exhibit the positive values the company espouses.

B. Modify your annual review process to evaluate everyone's adherence and support of the firm''s positive culture. Penalize employees who violate the norms and values of the company. D. Review your hiring practices and ensure that people are filtered out of the process if they don't exhibit the positive values the company espouses.

As companies grow, they tend to move people into sub-units based on the company's overall strategic direction. Which of the following are ways companies generally DON'T use to create sub-units? A. Business Function B. Technology C. Experience D. Geography E. Customer or Market F. Product

B. Technology C. Experience

If a manager wants to ensure the culture they have created is sustained and enhanced, they can do many things. Which of these is probably the most effective action a manager can take? A. Post weekly updates to the corporate intranet using the manager's tips on "How to Best Demonstrate Our Values." Reinforce these postings in emails sent around after the weekly status meeting. B. Hire an outside technology firm to create a phone app which is a game that reinforces the company's values and people can win rewards, prizes, and even days off. C. Create and share stories of behavior that current and past employees have done that are clear examples of times the values of the company were followed or enhanced. D. Post a time every week where people can come into the manager's office to privately talk about anything, but particularly of how they observed violations of the company's values in the offices or factory.

C. Create and share stories of behavior that current and past employees have done that are clear examples of times the values of the company were followed or enhanced.

When a new employee learns about the culture of their new company from attending a week-long orientation session , which includes a 1/2 day roundtable discussion with the CEO, this is most often called: A. Company culture indoctrination B. ethical and illegal action avoidance training C. sexual harassment awareness and recognition training D. Organizational socialization

D. Organizational socialization

From the textbook, which of the following statements about culture are true? A. If a company is trying to have a positive culture, they must have their core values and assumptions listed on posters within each of their offices . B. Companies that have a well-written code of ethics will have a strong professional culture. C. Cultural artifacts are the physical items in the company, (furniture, awards, ceremonies, office space) that help the company represent their values and culture. D. A positive culture takes a long time to form and requires a great deal of trust to be sustainable. E. When espoused values conflict with enacted values, employees' attitudes drop along with overall company performance. F. Some companies claim to have an "open door" policy but when the CEO, CFO, COO and other "C-Suite" executives have their headquarters in a separate office building in a large city by themselves, and rarely make themselves available, the enacted values conflict with the espoused values.

C. Cultural artifacts are the physical items in the company, (furniture, awards, ceremonies, office space) that help the company represent their values and culture. D. A positive culture takes a long time to form and requires a great deal of trust to be sustainable. E. When espoused values conflict with enacted values, employees' attitudes drop along with overall company performance. F. Some companies claim to have an "open door" policy but when the CEO, CFO, COO and other "C-Suite" executives have their headquarters in a separate office building in a large city by themselves, and rarely make themselves available, the enacted values conflict with the espoused values.

Which of the following are true about a "virtual organization" as described in your textbook? A. Virtual companies are able to exhibit a lot of control over the quality and priority of the work of their people because they have so many more choices of people who work for them. B. Virtual organizations need to file Federal tax returns but generally not state tax returns. C. For doing the exact same task, the virtual company has a distinct cost advantage and greater flexibility than their "brick and mortar" competitor. D. They contract out and use "1099 employees" for most of their functions. E. They often don't have a permanent office to work from, and are most often just linked together by technology.

C. For doing the exact same task, the virtual company has a distinct cost advantage and greater flexibility than their "brick and mortar" competitor. E. They often don't have a permanent office to work from, and are most often just linked together by technology.

A term often thrown around in business, is "Org Chart." What is an org chart? A. The "Organized Charter", or briefly referred to as the "org chart" is the document used to define the company at its inception. It is often required when a company files as a corporation or needs to get a license to operate from the government. B. The "org chart" is an antiquated term used in business when there were multiple layers and floors inside the office building where a company was housed. It worked as a map to let people know which floor to find someone. Now companies are not set up that way and people just send an email or text. C. The term "org chart" stands for "organizational chart" and it is a diagram of the various positions within the company. It lists the chain of command and reporting relationships. D. A company's organizational chart is a private and confidential document typically only shared with top management. It sets out the specific responsibilities of the CEO, CFO, CMO, and other "C-Suite" people and what their duties are.

C. The term "org chart" stands for "organizational chart" and it is a diagram of the various positions within the company. It lists the chain of command and reporting relationships.

The textbook uses a simile when describing organizational culture. If the organization's structure is like its skeleton, then the organization's culture is its: A. blood B. muscle C. brain D. personality

D. personality

If a company is said to be a decentralized organization, it means that their decision making is done at the headquarters and then the orders to execute that decision are decentralized out to the branches. True False

False