MGT305- Final Exam- Quizes on final 3 chapters

Chapter: "Adaptive Organisational Design"

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Chapter: "Basic Organisational Design"

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Chapter: "Managers as Leaders"

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Transactional and transformational leadership are opposing approaches to getting things done.

FALSE

Which of the following is included in the class of contingency variables termed "follower" by the path-goal theory?

locus of control

A dual chain of command is the key characteristic of the ________ structure.

matrix

The ________ structure assigns specialists from different functional departments to work on projects being led by a project manager.

matrix

A(n) ________ organization is highly specialized and rigidly departmentalized. ///// A(n) ________ organization is highly formalized and centralized.

mechanistic

Large organizations are more ________.

mechanistic

If top managers make key decisions with little input from below, then the organization is ________.

more centralized

A(n) ________ organization is highly adaptive, loose, and flexible.

organic

GlaxoSmithKline would become more ________ if it starts allowing its lab scientists to set the priorities and allocate the resources.

organic

In a matrix structure, a functional manager has authority over all of the following, EXCEPT ________.

the performance of functional members on projectsё

Coercive Power

the power a leader has as a result of his or her position in the organisation.

Referent Power

the power that arises because of a person's desirable resources or personal traits

A matrix structure violates which important element of organizational design?

unity of command

Which one of Fayol's 14 principles of management states that a person should report to only one manager?

unity of command

Which of the following factors would require a more decentralized organizational structure?

when the lower-level managers want a voice in decisions

Which of the following factors calls for a more centralized organizational structure?

when the organization is facing a crisis

The process of dividing work activities into separate job tasks is known as ________.

work specialization

________ is the degree to which decision making takes place at upper levels of the organization.

Centralization

Who developed the path-goal theory?

House

The ________ model proposed that effective group performance depended upon the proper match between the leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence.

Fiedler contingency

________ refers to how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedures.

Formalization

Which of the following statements accurately defines work specialization?

Individual employees specialize in doing part of an activity rather than the entire activity.

Which of the following is an advantage of a team structure?

It empowers employees and makes them more involved

Which of the following is a characteristic of a matrix organization?

It has formal departments to which employees return after completing a project

Which of the following is a characteristic of a project structure

It has no formal departments

Which of the following is a disadvantage of a matrix structure?

It increases the complexity of assigning people to projects.

________ is a type of technology that centers on large-batch production and requires moderate levels of complexity and sophistication.

Mass production

________ is the formal arrangement of jobs within an organization.

Organizational structure

Which leadership theory believes that a leader's job is to assist followers in attaining their goals and to ensure that their goals are compatible with the goals of the group or organization?

Path-Goal Theory

________ departmentalization is based on the product or customer flow through the organization.

Process

Transactional and Transformational Leader

Transactional- обменивает твои способности на вознаграждение Transformational- улучшает подчиненных через подход и тренинги

If Carol Reece is a charismatic leader, which of the following characteristics is she most likely to possess?

a willingness to take risks to achieve her vision

In which of the following organizational designs are employees most likely to experience communication difficulties?

boundaryless structures

The line of authority that extends from upper organizational levels to lower levels, clarifying who reports to whom, is known as the ________.

chain of command

Organizational design is a process that involves decisions about ________.

chain of command and span of control

Which of the following is a characteristic of a mechanistic organization?

clear chain of command

According to the Ohio State studies, the ________ dimension of leader behavior is defined as the extent to which a leader has job relationships characterized by mutual trust and respect for group members' ideas and feelings.

consideration

Susan Bones is the sales manager at the Ohio office of Alpha Inc. She has a reputation of being fair, helpful, and understanding. Laura, one of her subordinates, recalled how Susan had even helped her overcome a personal crisis. Which of the following dimensions of leadership is Susan displaying here?

consideration

Work teams composed of individuals from various functional specialties are known as ________ teams.

cross-functional

Which of the following is a characteristic of an organic organization?

cross-functional teams

As organizations become more flexible and responsive to environmental trends, there is a distinct shift toward ________ decision making.

decentralized

The process of grouping jobs together is known as ________.

departmentalisation

According to the path-goal theory, a leader who lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks is termed ________.

directive

All other things being equal, the wider or larger the span, the more ________ an organization is

efficient

Path-goal theory identifies two classes of situation variables that moderate the leadership-behavior outcome as ________.

environment and followers

According to the traditional view, managers could not—and should not—directly supervise more than ________ subordinates.

five or six

Fiedler assumed a person's leadership style was

fixed

Early research on leadership traits ________.

focused on characteristics that might differentiate leaders from nonleaders

In highly ________ organizations, there are explicit job descriptions, numerous organizational rules, and clearly defined procedures covering work processes.

formalized

A disadvantage of ________ departmentalization is poor communication across the different groups.

functional

Departmentalization based on ________ groups jobs on the basis of territory or physical location.

geography

Which of the following describes the leadership style in which the leader generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit?

laissez-faire style

Fiedler's dimension termed ________ is the degree of confidence, trust, and respect subordinates have for their leader.

leader-member relations

Fiedler would expect that the best leadership style was a function of ________.

leader-member relations, task structure, and position power

Persons who are able to influence others and who possess managerial authority are termed ________.

leaders

At Falcons Inc., Jeremy is the head of the marketing department. However, he is not in the habit of deciding everything on his own. He involves his team in the decision-making process as much as possible. He believes in communicating clearly and is always ready to help his team to get the best out of them. Jeremy's leadership style will be classified as which of the following?

participating

In Joan Woodward's study of the relationship between technology and structure, the structure that was the most technically complex was ________.

process production

Joan Woodward divided firms into three distinct technologies that had increasing levels of complexity and sophistication: unit production, mass production, and ________.

process production

Which of the following leadership styles describes a leader who provides both directive and supportive behavior?

selling

Research by Fiedler uncovered three contingency dimensions that define the key ________.

situational factors for determining leader effectiveness

The ________ theory is a contingency theory that focuses on followers' readiness.

situational leadership

The ________ determines the number of levels and managers in an organization.

span of control

Large organizations tend to have more ________ than smaller organizations.

specialization

8) All of the following are sources of leader power except ________.

status

What are the four contingency variables that an organization's structure depends on?

strategy, size, technology, and environmental uncertainty

The degree to which the job assignments are formalized and procedurized is the ________ contingency dimension identified by Fiedler.

task structure

In case of functional departmentalization, jobs are grouped according to ________.

tasks

In a ________ structure, no clear chain of command exists

team

Employee empowerment is a crucial aspect of which type of organizational design?

team structures

All work in project structures is performed by

teams

trust

the belief in the integrity, character, and ability of a leader

Credibility

the degree to which followers perceive someone as honest, competent, and able to inspire.

Trait theory ignores ________.

the interactions of leaders and their group members as well as situational factors