Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
41. To create an empowering environment, a manager should avoid:
a) allowing employees to make decisions themselves.
b) taking suggestions and ideas from subordinates.
c) giving workers a chance to take the initiative in solving problems.
d) closely supervising and regulating the work process.
42. A(n) __________ emphasizes formal authority, rules, order, fairness, and efficiency.
a) organic organization
b) horizontal structure
c) decentralized organization
d) bureaucratic organization
43. Which of the following organizational designs is more bureaucratic and has a vertical
structure?
a) Organic design
b) Mechanistic design
c) Matrix design
d) Empowered design
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
44. Organizations that are most likely to have centralized management are:
a) empowered organizations.
b) organic organizations.
c) mechanistic organizations.
d) matrix organizations.
45. __________ are adaptive, using a decentralized and horizontal structure.
a) Classical designs
b) Mechanistic designs
c) Bureaucracies designs
d) Organic designs
46. Which of the following statements is true of organizations with a mechanistic design?
a) They are not bureaucratic.
b) They are easily adaptable to less-predictable situations.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
c) They handle change better than organizations with an organic design.
d) They thrive in stable environments.
47. Informal structures and interpersonal networks are more likely to be the characteristics of
a(n) __________ .
a) functional design
b) vertical design
c) organic design
d) bureaucratic design.
48. __________ allows a worker to complete a full-time job in less than five days.
a) A flexible working hours policy
b) A compressed workweek
c) Job sharing
d) Telecommuting
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
49. Which of the following alternate work arrangements involves using information technology
to work at home or outside the office?
a) Job sharing
b) Telecommuting
c) Compressed workweeks
d) Flexible working hours
50. At AZN Media Inc., each job is split between at least two people. This scenario illustrates:
a) job enlargement.
b) job enrichment.
c) job sharing.
d) teamwork.
True/False
51. Controlling arranges people and resources to work toward a goal.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
52. An organization chart describes a company’s mission.
53. The informal structure of an organization is also known as a shadow organization.
54. The essence of the functional chimneys problem is that the subunits of an organization
compete among themselves.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
55. The three types of divisional structures are geographical structures, customer structures, and
functional structures.
56. A cross-functional team structure has no functional supervisor.
57. The key feature of a network structure is a minimal core staff, with as much of the support
activity contracted out as possible.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
58. A basic principal of management is that, “When delegating, authority should equal
responsibility.”
59. A flexible and adaptive organization is most likely the outcome of an organic design.
60. A flexible working hours policy allows employees to work whenever they want.
Fill-in
61. Once goals are set in the planning phase of an organization, __________ puts people and
resources in place to carry them out.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
62. A(n) __________ is a diagram of positions and reporting relationships within an
organization.
63. __________ identifies the informal structures and their embedded social relationships that
are active in an organization.
64. Separating people to perform different tasks that aggregate into a unified whole is known as
the __________.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
65. The shadow organization that operates within a formal organization is known as a(n)
__________.
66. A significant problem with functional organizations is the lack of communication between
the various functional areas. This problem is known as the __________.
67. The structural approach that attempts to generate the advantages of both the functional and
divisional forms is the __________.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
68. __________ combine members from different departments to work on a common task.
69. __________ group together people and jobs that serve the same customers or clients.
70. Network structures use __________ to dramatically reduce the need for full-time staff.
71. Network strategies implemented through the use of information technologies create
__________.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
72. A(n) __________ uses permanent and temporary cross-functional teams to improve lateral
relations.
73. With __________, top management allows lower levels to help make decisions on matters
where they are best prepared or informed.
74. __________ give employees some choice in daily work hours.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
75. A(n) __________ is a place where telecommuters share office space outside the home.
Essay
76. As a manager of a new marketing branch of a company, you will be supervising 30
employees that have been transferred from other branches of the company. These employees
have a preexisting structure of informal relationships because they have worked together in the
past. How will you identify and use this structure of informal relationships to effectively manage
this new branch?
77. Why are network structures, given their efficiency, not more prevalent? As a manager, would
you use a network structure? Give reasons.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
78. Describe a functional structure and some of its important advantages and disadvantages.
79. Describe a division structure and the various substructures within it.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
80. What is a matrix structure? What are the two structures from which it is formed? What are
the advantages and disadvantages of a matrix structure?
81. How is organizational height related to span of control?
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
82. How is decentralization related to delegation? Explain the three steps to be followed while
delegating jobs to others.
83. Discuss the differences between the mechanistic design and the organic design.
Schermerhorn & Bachrach / Exploring Management, 5th Edition Test Bank
84. Describe some common alternate work schedules employed by modern organizations. List
the advantages of each.