1. The deployment of organizational resources to achieve strategic goals refers to organizing.
a.
True
b.
False
True
MGMT.DAFT.12.10-01 – 10–01
2. Organizing defines what to do while strategy defines how to do it.
a.
True
b.
False
False
308
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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
True
308
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4. A organizational map is a visual representation of an organization’s structure, showing communication and lines of
power.
a.
True
b.
False
False
308
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5. Despite the apparent advantages of specialization, many organizations are moving away from this principle.
a.
True
b.
False
True
310
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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
False
310
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7. Authority is the right to use resources, make decisions and issue orders in an organization.
a.
True
b.
False
True
310
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8. The duty to perform the task or activity an employee has been assigned is called accountability.
a.
True
b.
False
False
311
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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
False
311
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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
False
311
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11. Line departments perform tasks that reflect the organization’s primary goal and mission.
a.
True
b.
False
True
312
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12. The right to advise, recommend, and counsel in the staff specialists’ area of expertise is included in staff authority.
a.
True
b.
False
True
313
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13. The number of employees reporting to a supervisor is his or her span of management.
a.
True
b.
False
True
314
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14. Traditional views of organizational design recommend a span of management of about 7 to 10 subordinates per
manager.
a.
True
b.
False
True
314
MGMT.DAFT.12.10-01 – 10–01
15. Many hierarchical levels and a correspondingly narrow span of management refers to a flat structure.
a.
True
b.
False
False
314
MGMT.DAFT.12.10-01 – 10–01
16. The trend in recent years has been toward narrower spans of control as a way to facilitate delegation.
a.
True
b.
False
False
314
MGMT.DAFT.12.10-01 – 10–01
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
True
314
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18. Certainty in the environment is usually associated with decentralization.
a.
True
b.
False
False
315
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19. The basis for grouping positions into departments and departments into the total organization is referred to as
departmentalization.
a.
True
b.
False
True
316
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20. For companies to operate effectively, the amount of centralization or decentralization should fit the firm’s strategy.
a.
True
b.
False
True
316
MGMT.DAFT.12.10-01 – 10–01
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
318
MGMT.DAFT.12.10-02 – 10–02
A
22. The functional structure offers a way to decentralize decision making and provide direction from the teams in the
field.
a.
True
b.
False
False
318
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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
False
318
MGMT.DAFT.12.10-02 – 10–02
24. Quick response to external changes is an advantage of vertical functional structure.
a.
True
b.
False
False
318
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25. Divisions are created, in functional structures, as self-contained units with separate functional departments for each
division.
a.
True
b.
False
False
319
MGMT.DAFT.12.10-02 – 10–02
26. The divisional structure encourages decentralization.
a.
True
b.
False
True
320
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27. In a geographic-based structure, all functions in a specific country or region report to the same division manager.
a.
True
b.
False
True
320
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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
False
321
MGMT.DAFT.12.10-02 – 10–02
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
False
321
MGMT.DAFT.12.10-02 – 10–02
30. The horizontal structure provides traditional control within functional departments, and the vertical structure provides
coordination across departments.
a.
True
b.
False
False
321
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31. The confusion and frustration caused by the dual chain of command is a major problem of the matrix structure.
a.
True
b.
False
True
322
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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
False
322
MGMT.DAFT.12.10-03 – 10–03
33. The modular approach is similar to virtual networking.
a.
True
b.
False
True
MGMT.DAFT.12.10-04 – 10–04
34. The divisional structure fosters excellent coordination within divisions, but coordination across divisions is often poor.
a.
True
b.
False
True
328
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35. In the divisional approach, coordination across divisions is great whereas coordination within divisions is often poor.
a.
True
b.
False
False
328
MGMT.DAFT.12.10-02 – 10–02
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
True
328
MGMT.DAFT.12.10-03 – 10–03
37. One major disadvantage of the virtual network approach is the lack of hands-on control.
a.
True
b.
False
True
328
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38. Coordination is the quality of collaboration across departments.
a.
True
b.
False
True
329
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39. Reengineering is the outcome of information and cooperation.
a.
True
b.
False
False
330
MGMT.DAFT.12.10-05 – 10–05
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
True
331
MGMT.DAFT.12.10-05 – 10–05
41. Reengineering basically means preserving the past by establishing the sequence of activities by how work was done.
a.
True
b.
False
False
330
MGMT.DAFT.12.10-05 – 10–05
42. The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed is
called reengineering.
a.
True
b.
False
True
MGMT.DAFT.12.10-05 – 10–05
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
True
331
MGMT.DAFT.12.10-05 – 10–05
44. When an organization uses a differentiation strategy, it strives for internal efficiency.
a.
True
b.
False
False
334
MGMT.DAFT.12.10-06 – 10–06
45. The pure functional structure is appropriate for achieving internal efficiency goals.
a.
True
b.
False
True
334
MGMT.DAFT.12.10-06 – 10–06
46. A vertical structure that emphasizes specialization and centralization is appropriate when environmental uncertainty is
high.
a.
True
b.
False
False
334
MGMT.DAFT.12.10-06 – 10–06
47. A rigid, vertical structure in an uncertain environment prevents the organization form adapting to change.
a.
True
b.
False
334
MGMT.DAFT.12.10-06 – 10–06
48. The functional structure is appropriate when the primary goal is innovation and flexibility.
a.
True
b.
False
False
335
MGMT.DAFT.12.10-06 – 10–06
49. Small-batch production is distinguished by standardized production runs.
a.
True
b.
False
False
335
MGMT.DAFT.12.10-07 – 10–07
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
c
308
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United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
c
308
MGMT.DAFT.12.10-01 – 10–01
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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.
308
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Bloom’s: Knowledge
53. Organization structure is defined as the:
a.
b.
c.
d.
e.
308
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
54. The organization chart:
a.
b.
c.
d.
e.
308
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
e
309
MGMT.DAFT.12.10-01 – 10–01
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
c
309
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United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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.
a
309
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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.
309
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
309
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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.
310
MGMT.DAFT.12.10-01 – 10–01
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
A
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.
c
310
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United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
310
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United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
c
310
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United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
a
310
MGMT.DAFT.12.10-01 – 10–01
United States – BUSPROG: Analytic
United States – LA – DISC: Strategy
Bloom’s: Knowledge
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
c
310
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United States – LA – DISC: Strategy
Bloom’s: Knowledge
A