86. A manager with few subordinates is said to have a
a. narrow span of control.
b. flat organizational structure.
c. managerial hierarchy.
d. matrix structure.
e. wide span of control.
87. A span of control may be wide when
a. managers and workers are located far from one another.
b. a great deal of interaction among levels is needed.
c. few new problems are expected to arise.
d. the manager has a lot of work other than managing.
e. new problems arise frequently.
88. Mr. Kerr will manage employees throughout the northwestern region of the United States. His employees will
consist of most major nationalities and both males and females. In determining his span of control, you should
consider which of the following span factors?
a. The percentage of females
b. The percentage of minorities
c. The percentage with college degrees
d. The percentage who do not have college degrees
e. Whether the subordinates are physically located far from one another
89. George Brown is a regional sales manager for Unisys, a large manufacturer of computer systems. As such, George
is responsible for salespeople throughout the region, and he must interact with them frequently to solve problems.
Which of the following descriptions is most characteristic of Unisys and its sales managers?
a. Wide span of management control and flat organizational height
b. Narrow span of management control and flat organizational height
c. Wide span of management control and tall organizational height
d. Narrow span of management control and tall organizational height
e. Low administrative costs and clear communication
90. All of the following are reasons for a narrow span of management except
a. workers are located far from one another.
b. few new problems are expected.
c. the manager must do a lot of work other than managing.
d. a great deal of interaction between management and workers is needed.
e. new problems arise frequently.
91. A consulting manager at SAP America has a very wide span of control. This is probably because the
a. firm has a very loose, informal organizational structure.
b. consulting manager has a low level of accountability.
c. consulting manager is expected to delegate authority.
d. manager’s subordinates aren’t given much responsibility.
e. manager and his or her subordinates are very competent.
92. A manager with many subordinates is said to have a
a. tall organizational structure.
b. narrow span of control.
c. managerial hierarchy.
d. wide span of control.
e. matrix structure.
93. The number of layers in the organizational structure of Dayton Hudson Corporation indicates the company’s
a. chain of command.
b. organizational height.
c. line authority.
d. organizational structure.
e. management hierarchy.
94. In an organization with a
employees.
, a manager is most likely to spend considerable time supervising and working with
a. flat organizational width and a wide height span
b. narrow span of control and a tall organizational height
c. flat organizational height and a wide span of control
d. wide span of control and a tall organizational height
e. narrow span of control and a flat organizational height
95. The number of layers, or levels, in a firm is referred to as the firm’s
a. organizational structure.
b. managerial hierarchy.
c. cluster structure.
d. organizational height.
e. bureaucratic structure.
96. Generally speaking, a narrow span of management implies that the height of the organization will be ; a wide
span of management implies that the height of the organization will be .
a. tall; flat
b. tall; sloped
c. flat; tall
d. short; tall
e. long; short
97. Which of the following is not one of the four basic forms of organizational structure?
a. Informal
b. Network
c. Line
d. Line-and-staff
e. Matrix
98. A small restaurant with wait staff that reports to staff manager who reports to a floor manager who reports to the
restaurant manager is a clear example of a(n) organizational structure.
a. matrix
b. line
c. line-and-staff
d. informal
e. network
99. Which of the following is most characteristic of a line structure in an organization?
a. Flexibility that allows an organization to adjust quickly
b. Raises moral and nurtures creativity
c. Teams that may be temporary or disbanded upon an accomplished mission
d. Education decision-making with expert advice from outside sources
e. Quick decision-making and direct accountability
100. Which of the following is considered a downside of a line structure for an organization?
a. The vast array of expertise brings a wide array of knowledge to a line structure.
b. Slow decision-making by managers is typical of a line structure.
c. Confusion about who is in charge causes grave drawbacks for this structure.
d. Boredom and dissatisfaction is commonplace for managers in a line structure organization.
e. Managers are responsible for a wide range of activities and, therefore, must have vast knowledge about all
of these activities.
101. The structure is considered the simplest and the oldest form of organizational structure.
a. cross-functional team
b. matrix
c. formal
d. line-and-staff
e. line
102. A line-and-staff structure tends to work best for organizations.
a. medium and large size
b. small to medium size
c. informal
d. flat
e. tall
103. A basic difference between line managers and staff managers is that line managers have
managers rarely have.
a. authority
b. expertise
c. decision–making skills
d. experience
e. responsibility
which staff
104. When line managers in an organization encounter issues that a staff member with specialized expertise can assist
with, the staff member they consult with has authority.
a. advisory
b. centralized
c. functional
d. line
e. decentralized
105. In an organization with a matrix structure, authority flows both
a. down and across.
b. up and down.
c. up and across.
d. in lines and in circles.
e. through groups and individuals.
106. Sherry, a sales representative, is placed in a group with an engineer from operations, a human resource specialist,
and a financial manager to develop new uses for one of the company‘s existing products in order to increase sales.
This group is a
a. standing committee.
b. task force.
c. special project team.
d. cross-functional team.
e. multifaceted work group.
107. Airo Corporation has a traditional structure. It wants to change to a project structure that will allow more
interaction among functional groups. Which structure would you suggest?
a. Network
b. Formal
c. Matrix
d. Informal
e. Line
108. When a functional structure is combined with a project structure, the resulting structure is called a(n)
structure.
a. line-and-staff
b. network
c. integrated
d. matrix
e. hybrid
109. An analyst in the corporate finance department at Chase Manhattan Bank has been assigned to an
interdepartmental project involving a major client. He must report to two different supervisors the project manager
and the manager of his department. This sort of organizational structure is called a structure.
a. network
b. matrix
c. line
d. functional
e. hybrid
110. Probably the most obvious advantage of a matrix structure is that of
a. added flexibility.
b. improved motivation.
c. improved communication within the organization.
d. more personal growth and development of employees.
e. lower salary expenses; because people are doing more work, the organization does not need to hire as many
people.
111. A disadvantage of the matrix structure is that
a. people have more work to do because they are assigned to special projects in addition to their regular tasks.
b. the quality of work decreases due to project teams’ lack of attention to regular job duties.
c. employees’ supervisors change, which can cause confusion.
d. teams may be too decentralized and incapable of making a decision.
e. employees have to report to more than one supervisor, which can cause confusion about who is in charge of
certain situations.
112. Which organizational structure is also called a virtual organization?
a. Matrix
b. Informal
c. Line-and-staff
d. Network
e. Line
113. Galvin Corporation provides institutional food facilities with bread and other baked goods. The company does not
actually produce or market the bread, and it has very few employees, most of whom are top executives or clerical
workers. Galvin Corporation has a(n) organizational structure.
a. matrix
b. line-and-staff
c. network
d. informal
e. line
114. A corporate culture is generally defined as the
a. manner in which employees interact with each other and with management.
b. incorporation of company policies and procedures into employee activities.
c. inner rites, rituals, heroes, and values of a firm.
d. management philosophy pertaining to customer service.
e. informal interaction of employees outside work during nonbusiness hours.
115. Many online companies strive to have a corporate culture based on trust and friendship among employees, a strong
commitment to the company, and a relaxed and informal atmosphere. This is a culture.
a. communal
b. fragmented
c. networked
d. family
e. mercenary
116. The two types of corporate culture that have low levels of sociability among employees are
a. networked and communal.
b. fragmented and networked.
c. family and communal.
d. mercenary and networked.
e. fragmented and mercenary.
117. An organization with a(n)
of autonomy and flexibility.
a. communal
b. networked
c. informal
d. mercenary
e. fragmented
culture is characterized by employees not becoming friends and having a high degree
118. When you encounter an organization where employees are quite intense, focused, and determined to win, you have
encountered an organization with a(n) culture.
a. fragmented
b. networked
c. informal
d. mercenary
e. communal
119. culture is represented by friendship, commitment, and high focus on performance.
a. Corporate
b. Mercenary
c. Networked
d. Fragmented
e. Communal
120. A committee created for a specific short-term purpose is called a(n)
a. task force.
b. standing committee.
c. ad hoc committee.
d. informal group.
e. organic structure.
121. A committee was organized at Xerox to study the company’s hiring, promotion, and compensation policies. The
group will review corporate procedures in these areas for the next six months and disband thereafter. This type of
committee is referred to as a(n)
a. standing committee.
b. task force.
c. ad hoc committee.
d. integrative team.
e. liaison committee.
122. A relatively permanent committee charged with performing some recurring task is called a(n)
a. cluster structure.
b. ad hoc committee.
c. informal group.
d. task force.
e. standing committee.
123. A group of managers from various departments is in charge of evaluating the performance of the staff employees
every year. This is a(n)
a. ad hoc committee.
b. permanent committee.
c. task force.
d. standing committee.
e. organizational review committee.
124. A committee created to investigate a major problem or pending decision is called a(n)
a. ad hoc committee.
b. standing committee.
c. task force.
d. work team.
e. venture committee.
125. A(n) has been appointed to investigate the pending merger of your company and the Tandy Corporation.
a. standing committee
b. task force
c. standing force
d. ad hoc committee
e. grievance committee