134. The is an unbroken line of authority that links all persons in an organization and shows who reports to
whom.
135. When each employee is held accountable to only one supervisor, it is called .
136. The refers to a clearly defined line of authority in the organization that includes all employees.
137. is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to
achieve organizationally desired outcomes.
138. The three characteristics of authority are that it must be , , and .
139. is the duty to perform the task or activity an employee has been assigned.
140. means that the people with authority and responsibility are subject to reporting and justifying task outcomes
to those above them in the chain of command.
141. is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
142. departments perform tasks that reflect the organization’s primary goal and mission, while
departments include all those that provide specialized skills in support of departments.
143. means that people in management positions have formal authority to direct and control immediate
subordinates.
144. The is the number of employees reporting to a supervisor.
145. A(n) structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels.
146. A(n) structure has an overall narrow span and more hierarchical levels.
147. With decision authority is pushed downward to lower organization levels.
148. means that decision authority is located near the top of the organization.
149. A(n) structure is the grouping of positions into departments based on similar skills, expertise, and resource
use.
150. The structure occurs when departments are grouped together based on organizational outputs.
151. The divisional structure is sometimes called a(n) , , or .
152. An alternative for assigning divisional responsibility is to group company activities by .
153. The combines aspects of both functional and divisional structures simultaneously, in the same part of the
organization.
154. teams consist of employees from various functional departments who are responsible to meet as a team and
resolve mutual problems.
155. In the approach of structural design, departments are independent, contracting services to the central hub
for a profit.
156. The structure means that the firm subcontracts many of its major functions to separate companies and
coordinates their activities from a small headquarters organization.
157. The approach is when a manufacturing company uses outside suppliers to provide large components of the
product, which are then assembled into a final product by a few workers.
158. A(n) is a temporary team designed to solve a short-term problem involving several departments.
159. A(n) is a person who is responsible for coordinating the activities of several departments for the completion
of a specific project.
160. is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and
speed.
161. A(n) structure is most appropriate when the external environment is stable.
162. refers to services that are perishable and, unlike physical products, cannot be stored in inventory.
Subjective Short Answer
Scenario – Javier Gomez
Javier is a veteran manager with Pixel International, Inc. (PII). Recently PII purchased a small business in the
printing industry. Javier has been assigned the task of managing this new acquisition and is currently deciding how
best to design its structure. Currently, employees are assigned to one of three departments, including sales,
production, and legal defense.
163. In determining Javier’s span of management, he should consider which of the following?
a. Is the work performed by subordinates stable and routine?
b. Do subordinates perform similar tasks?
c. Are rules and procedures defining task activities available?
d. Do Javier’s personal preferences and style favor a larger or small span?
e. All of these.
164. Current departmentalization of Javier‘s new division can be characterized primarily as:
a. vertical functional.
b. divisional.
c. horizontal matrix.
d. team-based.
e. none of these.
165. If Javier organizes with a horizontal matrix structure, some potential advantages that he could anticipate include all
of the following, EXCEPT:
a. a more efficient use of resources.
b. greater flexibility and adaptability to a changing environment.
c. development of both general and specialist management skills.
d. decreased need for coordination among managers.
e. all of these are potential advantages.
166. List the five approaches to departmentalization.
167. List three disadvantages of the divisional structure.
168. List the advantages of the virtual network structure.
169. List the three basic types of production technology.
170. Describe service technology.
Essay
171. Compare and contrast authority, responsibility, accountability, and delegation.
172. Briefly explain the concept of line and staff departments and authority.
173. Define span of management and explain if there is an ideal span of management.
174. List the factors that are associated with less supervisor involvement and thus larger spans of control.
175. Identify the three factors that typically influence centralization versus decentralization.
176. What is the horizontal matrix approach to departmentalization and what are its main advantages?
177. What is(are) the difference(s) between cross-functional and permanent teams?
178. What is the team approach to departmentalization and what are its main disadvantages?
179. Describe reengineering and what it involves.
180. Define task forces and project management.