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1. The deployment of organizational resources to achieve strategic goals refers to organizing.
a.
True
b.
False
2. Organizing defines what to do while strategy defines how to do it.
a.
True
b.
False
3. The framework in which the organization defines how tasks are divided, resources are deployed and departments are
coordinated is called organizational structure.
a.
True
b.
False
4. A organizational map is a visual representation of an organization's structure, showing communication and lines of
power.
a.
True
b.
False
5. Despite the apparent advantages of specialization, many organizations are moving away from this principle.
a.
True
b.
False
6. The principle of unity of command suggests that managers within an organization should reach agreement on the goals
and objectives of the organization.
a.
True
b.
False
7. Authority is the right to use resources, make decisions and issue orders in an organization.
a.
True
b.
False
8. The duty to perform the task or activity an employee has been assigned is called accountability.
a.
True
b.
False
9. Most organizations today discourage managers to delegate authority to the lower levels given the challenges to meet
customer needs and adapt to the environment.
a.
True
b.
False
10. The acceptance theory of authority argues that managers have authority because employees do not have a choice in
choosing to accept their commands.
a.
True
b.
False
11. Line departments perform tasks that reflect the organization’s primary goal and mission.
a.
True
b.
False
12. The right to advise, recommend, and counsel in the staff specialists' area of expertise is included in staff authority.
a.
True
b.
False
13. The number of employees reporting to a supervisor is his or her span of management.
a.
True
b.
False
14. Traditional views of organizational design recommend a span of management of about 7 to 10 subordinates per
manager.
a.
True
b.
False
15. Many hierarchical levels and a correspondingly narrow span of management refers to a flat structure.
a.
True
b.
False
16. The trend in recent years has been toward narrower spans of control as a way to facilitate delegation.
a.
True
b.
False
17. A tall structure is a management structure characterized by an overall narrow span of management and a relatively
large number of hierarchical levels.
a.
True
b.
False
18. Certainty in the environment is usually associated with decentralization.
a.
True
b.
False
19. The basis for grouping positions into departments and departments into the total organization is referred to as
departmentalization.
a.
True
b.
False
20. For companies to operate effectively, the amount of centralization or decentralization should fit the firm’s strategy.
a.
True
b.
False
21. At Fox End, people are grouped together in departments by common skills and work activities, including a sales
department and a production department. This is an example of vertical functional approach.
a.
True
b.
False
22. The functional structure offers a way to decentralize decision making and provide direction from the teams in the
field.
a.
True
b.
False
23. Because the chain of command converges at the top, the functional structure provides a way to decentralize decision
making and provide unified direction from all managers.
a.
True
b.
False
24. Quick response to external changes is an advantage of vertical functional structure.
a.
True
b.
False
25. Divisions are created, in functional structures, as self-contained units with separate functional departments for each
division.
a.
True
b.
False
26. The divisional structure encourages decentralization.
a.
True
b.
False
27. In a geographic-based structure, all functions in a specific country or region report to the same division manager.
a.
True
b.
False
28. With a matix structure, the entire organization is made up of horizontal teams that coordinate their work and work
directly with customers to accomplish the organization’s goals.
a.
True
b.
False
29. Aspects of both functional and divisional structures simultaneously in the same part of the organization are combined
in the virtual network approach.
a.
True
b.
False
30. The horizontal structure provides traditional control within functional departments, and the vertical structure provides
coordination across departments.
a.
True
b.
False
31. The confusion and frustration caused by the dual chain of command is a major problem of the matrix structure.
a.
True
b.
False
32. The overseer of both the product and functional chains of command, responsible for the entire matrix is the matrix
boss.
a.
True
b.
False
33. The modular approach is similar to virtual networking.
a.
True
b.
False
34. The divisional structure fosters excellent coordination within divisions, but coordination across divisions is often poor.
a.
True
b.
False
35. In the divisional approach, coordination across divisions is great whereas coordination within divisions is often poor.
a.
True
b.
False
36. The matrix approach can be highly effective in a complex, rapidly changing environment in which the organization
needs to be flexible and adaptable.
a.
True
b.
False
37. One major disadvantage of the virtual network approach is the lack of hands-on control.
a.
True
b.
False
38. Coordination is the quality of collaboration across departments.
a.
True
b.
False
39. Reengineering is the outcome of information and cooperation.
a.
True
b.
False
40. A project manager is a person responsible for coordinating the activities of several departments for the completion of a
specific project.
a.
True
b.
False
41. Reengineering basically means preserving the past by establishing the sequence of activities by how work was done.
a.
True
b.
False
42. The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed is
called reengineering.
a.
True
b.
False
43. The distinctive feature of the project manager position is that the person is not a member of one of the departments
begin coordinated.
a.
True
b.
False
44. When an organization uses a differentiation strategy, it strives for internal efficiency.
a.
True
b.
False
45. The pure functional structure is appropriate for achieving internal efficiency goals.
a.
True
b.
False
46. A vertical structure that emphasizes specialization and centralization is appropriate when environmental uncertainty is
high.
a.
True
b.
False
47. A rigid, vertical structure in an uncertain environment prevents the organization form adapting to change.
a.
True
b.
False
48. The functional structure is appropriate when the primary goal is innovation and flexibility.
a.
True
b.
False
49. Small-batch production is distinguished by standardized production runs.
a.
True
b.
False
50. Which of the following refers to the deployment of organizational resources to achieve strategic goals?
a.
Planning
b.
Controlling
c.
Organizing
d.
Leading
e.
Strategic management
51. Strategy defines _____ to do (it) while organizing defines _____ to do (it).
a.
how; what
b.
how; why
c.
what; how
d.
what; why
e.
when; what
52. Organizational structure includes which of these?
a.
The set of formal tasks assigned to individuals
b.
The set of formal tasks assigned to departments
c.
The design of systems to ensure effective coordination of employees across departments
d.
Formal reporting relationships
e.
All of these are part of organizational structure.
53. Organization structure is defined as the:
a.
visual representation of the organization.
b.
framework in which the organization defined how tasks are divided, resources are deployed, and departments
are coordinated.
c.
division of labor.
d.
unbroken line of authority that links all individuals in the organization.
e.
none of these.
54. The organization chart:
a.
shows the characteristics of the organization's vertical structure.
b.
is a visual representation of the organization's structure.
c.
details the formal reporting relationships that exist within an organization.
d.
all of these.
e.
both shows the characteristics of the organization's vertical structure and is a visual representation of the
organization's structure.
55. The _____ delineates the chain of command, indicates departmental tasks and how they fit together, and provides
order and logic for the organization.
a.
management chart
b.
employee directory
c.
structural table
d.
administrative chart
e.
organizational chart
56. Which of the following refers to the degree to which organizational tasks are subdivided into individual jobs?
a.
Multitasking
b.
Lines of authority
c.
Work specialization
d.
Autonomy
e.
Team structure
57. When work specialization is extensive:
a.
employees perform a single task.
b.
employees perform many tasks.
c.
employees are often highly challenged.
d.
employees are often inefficient.
e.
jobs tend to be large.
58. Louise works in the manufacturing department at Ice Sculptures. The work in Louise's department is low in task
specialization. As a result, Louise:
a.
usually performs a single task.
b.
does a variety of tasks and activities.
c.
is often bored.
d.
is rarely challenged.
e.
generally goofs-off.
59. _____ is also referred to as work specialization.
a.
Division of labor
b.
Unity of command
c.
Scalar chain
d.
Esprit de corps
e.
Virtual network approach
60. Jacob was recently looking at his company's organization chart in an attempt to discover who reports to whom. Jacob
is studying his organization's:
a.
degree of formalization.
b.
amount of differentiation.
c.
degree of centralization.
d.
chain of command.
e.
division of labor.
61. Unity of command and the scalar principle are both closely related to the:
a.
amount of work specialization in an organization.
b.
degree of formalization.
c.
chain of command.
d.
amount of bureaucracy in the organization.
e.
matrix structure.
62. _____ means that each employee is held accountable to only one supervisor.
a.
Scalar principle
b.
Unity of command
c.
Work specialization
d.
Division of labor
e.
Span of management
63. The formal and legitimate right of a manager to make decisions is _____.
a.
delegation
b.
responsibility
c.
authority
d.
span of management
e.
leadership
64. _____ refers to a clearly defined line of authority in the organization that includes all employees.
a.
Scalar principle
b.
Unity of command
c.
Work specialization
d.
Division of labor
e.
Span of management
65. Rebecca works for a company that has clearly defined lines of authority. Each employee knows that he or she has
authority and responsibility for a distinct set of tasks. Employees are also aware of the company’s reporting structure as
well as successive management levels all the way to the top. Rebecca’s company follows which principle?
a.
Specialization principle
b.
Unity of command principle
c.
Scalar principle
d.
Authority principle
e.
Responsibility principle
