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122. Which of the following is a contemporary approach to structural design in departmentalization?
a.
Functional
b.
Divisional
c.
Traditional divisions
d.
Teams
e.
Geographic-based
123. The team approach to departmentalization is a response to:
a.
lack of participative teams.
b.
centralized decision-making.
c.
the competitive global environment.
d.
all of these.
e.
both lack of participative teams and centralized decision-making.
124. 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.
125. Innovative Creations Corporation is designed along functional lines. New product development is very slow and the
process is plagued by many problems. One of the problems is that the people in marketing never communicate with the
people in production. This is an example of poor _____.
a.
coordination
b.
planning
c.
motivating
d.
leading
e.
controlling
126. Which of the following happens as organizations grow?
a.
Positions and departments are deleted.
b.
Management layers are eliminated to save cost.
c.
Managers have to find ways to tie different departments.
d.
Top management becomes more autocratic.
e.
None of these.
127. When the organization is structured along _____ lines, coordination is required.
a.
functional
b.
divisional
c.
team
d.
all of these
e.
functional or divisional
128. The outcome of information and cooperation is _____.
a.
organization
b.
planning
c.
coordination
d.
differentiation
e.
controlling
129. 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
130. 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
131. Which of the following leads to strong coordination across functional areas and greater flexibility in responding to
changes in the environments?
a.
Reengineering
b.
Layoffs
c.
Downsizing
d.
A temporary committee
e.
An ad hoc committee
132. Boars' Nest Distributors is continually hampered by an inability to adapt to an unstable environment. Which of the
following is a plausible explanation as to why?
a.
Boars' Nest's structure is too loose.
b.
Boars' Nest's structure is too horizontal.
c.
Boars' Nest uses a vertical structure.
d.
All of these.
e.
Both Boars' Nest's structure is too loose and structure is too horizontal.
133. 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.
horizontal, vertical
b.
team based, horizontal
c.
vertical, team based
d.
mechanistic, rigid
e.
team-based, virtual network
134. 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.
reengineering
c.
e-engineering
d.
strategic planning
e.
corporate structuring
135. A(n) ____ is responsible for coordinating the activities of several departments.
a.
department manager
b.
line manager
c.
project manager
d.
operative
e.
moderating manager
136. Lisa is responsible for coordinating the efforts of several different departments. Which of the following titles best
describes her position?
a.
Department manager
b.
Middle manager
c.
First-level supervisor
d.
Project manager
e.
Chairman of the board
137. Typically, project managers have authority over _____ but not over _____ assigned to it.
a.
people; the project
b.
the project; people
c.
resources; the project
d.
people; other resources
e.
finances; products
138. Which of the following is not an approach to structural design that reflects different uses of the chain of command?
a.
Matrix approach
b.
Team-based approach
c.
Process approach
d.
Divisional approach
e.
Virtual network approach
139. Kara's department is made up of people with similar skills and work activities. Her organization uses the _____
approach to departmentalization.
a.
team-based
b.
horizontal matrix
c.
divisional
d.
vertical functional
e.
process
140. Mondavi Corporation has a finance department, a marketing department, and a production department. Mondavi:
a.
uses a functional structure.
b.
has a geographic structure.
c.
uses a divisional structure.
d.
uses product-based structure.
e.
uses a matrix structure.
141. An organization strives for internal efficiency with a(n) _____ strategy.
a.
integration
b.
diversification
c.
differentiation
d.
defensive
e.
cost leadership
142. With a(n) _____ strategy, the organization attempts to develop innovative products unique to the market.
a.
differentiation
b.
integration
c.
reengineering
d.
cost leadership
e.
defensive
143. A pure functional structure is most appropriate for achieving:
a.
innovation.
b.
differentiation.
c.
internal efficiency goals.
d.
flexibility.
e.
all of these
144. Which of the following structures is most consistent with a strategy of stability?
a.
Team based structure
b.
Organic structure
c.
Matrix structure
d.
Functional structure
e.
Learning structure
145. The pure functional structure does not enable the organization to be:
a.
a cost leader.
b.
efficient.
c.
flexible.
d.
stable.
e.
all of these.
146. Which of the following structures works best in an uncertain organizational environment?
a.
A tight structure
b.
A mechanistic structure
c.
A horizontal structure
d.
A functional structure
e.
A vertical structure
147. A(n) _____ works best in a stable organizational environment.
a.
loose organizational structure
b.
vertical structure
c.
organic structure
d.
horizontal structure
e.
loose organizational structure or an organic structure
148. Which of the following is an incorrect fit in a stable organizational environment?
a.
A tight structure
b.
A rigid structure
c.
A functional structure
d.
A horizontal structure
e.
A vertical structure
149. In _____ production, firms produce goods in batches of one or a few products designed to customer specification.
a.
service
b.
customer-induced
c.
continuous process
d.
small batch
e.
mass
150. Swift Move Facilities manufacturers two different bicycle models. The company produces a high volume of products
using standardized production runs. The company does very little product customization. Swift Move uses what type of
technology structure?
a.
Service production
b.
Mass production
c.
Large-batch production
d.
Small-batch production
e.
Continuous process production
151. Organizations such as Amazon.com, Google, Facebook, and Priceline.com are examples of firms that are based on:
a.
digital technology.
b.
tangible output.
c.
direct contact with customers.
d.
mechanistic technology.
e.
products rather than services.
152. In a _____ organization, the entire work flow is mechanized in a sophisticated and complex form of production
technology.
a.
service production
b.
mass production
c.
large-batch production
d.
small-batch production
e.
continuous process production
153. _____ refers to the fact that services are perishable and cannot be stored in inventory.
a.
Boundarylessness
b.
Tangible output
c.
Intangible output
d.
Flexible operations
e.
Centralization
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.
154. In determining Javier's span of management, he should consider all of the following EXCEPT:
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.
155. The analysis of whether the new division should be centralized or decentralized should include all of the following
EXCEPT:
a.
the level of change and uncertainty in the environment.
b.
corporate history and culture.
c.
the threat of crisis or the risk of company failure.
d.
the structure of competitors and customers.
e.
all of these should be included.
156. 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.
157. 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.
158. The deployment of organizational resources to achieve strategic goals is known as _____.
159. The framework in which the organization defines how tasks are divided, resources are deployed, and departments are
coordinated is called _____.
160. The visual representation of an organization's structure is called the _____.
161. Division of labor is also known as _____.
162. The degree to which organizational tasks are subdivided into individual jobs is called _____.
163. The _____ is an unbroken line of authority that links all persons in an organization and shows who reports to whom.
164. When each employee is held accountable to only one supervisor, it is called _____.
165. The _____ refers to a clearly defined line of authority in the organization that includes all employees.
166. _____ is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to
achieve organizationally desired outcomes.
