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| 1 | |
______ is a formal system of relationships that determine lines of authority and the tasks assigned to individuals and units. |
| | A) | Unity of command |
| | B) | Organizing |
| | C) | Vertical dimension |
| | D) | Span of control |
| | E) | Organization structure |
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| 2 | |
Regina is the only direct supervisor for all fourteen employees within her department. The practices of her company stipulate that employees only have to report to one immediate supervisor. This concept is referred to as ____. |
| | A) | unity of command |
| | B) | span of control |
| | C) | departmentalization |
| | D) | decentralization |
| | E) | formalization |
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| 3 | |
Monica is a worker for the State of Maryland License Division. While at her job, it is Monica's _______ to handle her assigned tasks. |
| | A) | assigned authority |
| | B) | responsibility |
| | C) | right of accountability |
| | D) | prerogative |
| | E) | line of authority |
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| 4 | |
Norman is a new manager at the BB&T Firm. He is feeling very overwhelmed by the amount of workload he has to deal with on a daily basis. Of the following, which one would not be considered an effective way for Norman to better organize his time as a manager? |
| | A) | Norman could purchase the very newest personal organizer even though it has not proven to work consistently. |
| | B) | Norman could begin to respond to e-mail messages using his laptop computer while on the airplane trip to his next meeting. |
| | C) | Norman could prepare priority lists for what he must get accomplished. |
| | D) | Norman could practice the art of multitasking. |
| | E) | Norman could begin to keep a work journal in order to keep track of his days to help him become better organized for the future. |
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| 5 | |
______ entitles a manager to directly control the work of subordinates by hiring, discharging, evaluating, and rewarding them. |
| | A) | Chain of command |
| | B) | Line of authority |
| | C) | Staff authority |
| | D) | Unity of command |
| | E) | Accountability |
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| 6 | |
Veronica is a production manager for an automaker. Her accomplishments as a manager contribute directly to the bottom line profits of the company. Veronica most probably is classed as a(n) _________________. |
| | A) | staff manager |
| | B) | authority figure |
| | C) | line authority |
| | D) | staff authority |
| | E) | line manager |
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| 7 | |
Which of these describes a goal setting program for managers and subordinates? |
| | A) | Accountability |
| | B) | Line authority |
| | C) | Management by objectives |
| | D) | Chain of command |
| | E) | Staff authority |
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| 8 | |
Which of the following outlines the number of subordinates who report to a manager as well as the number of managers available? |
| | A) | Unity of command |
| | B) | Span of control |
| | C) | Departmentalization |
| | D) | Vision statement |
| | E) | Chain of command |
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| 9 | |
Maintaining a large span of control within an organization is most effective in all but which of the following situations? |
| | A) | When subordinates prefer autonomy |
| | B) | When tasks are routine |
| | C) | When jobs are similar but have varying performance measures |
| | D) | When subordinates are highly trained |
| | E) | When managers are competent |
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| 10 | |
If decision making authority is primarily located at the top of the organizational hierarchy, it can be stated the organization is _________. |
| | A) | under the divisional approach |
| | B) | primarily centralized |
| | C) | operating under a coordination mechanism |
| | D) | operating under the matrix approach |
| | E) | partly decentralized |
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| 11 | |
If an organization has a high degree of written documentation that it utilizes in order to direct and control its employees, the organization is most probably high in which of the following? |
| | A) | Formalization |
| | B) | Span of control |
| | C) | Horizontal dimension |
| | D) | Decentralization |
| | E) | Vertical dimension |
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| 12 | |
Which one of the following statements is not considered to be true about the utilization of the functional approach within an organization? |
| | A) | It works best in small to medium sized companies. |
| | B) | Decision authority is centralized. |
| | C) | Employees more easily develop specialized skills. |
| | D) | It works best when the company operates in a stable environment without a great deal of change or uncertainty. |
| | E) | Decentralization enables employees at lower levels to make decisions. |
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| 13 | |
The ______ organizes employees into units based on common products, services, or markets. |
| | A) | divisional approach |
| | B) | departmentalization |
| | C) | functional structure |
| | D) | chain of command |
| | E) | unity of command |
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| 14 | |
The Big Burger Fast Food Company desires to focus on the varying customer needs found at its many operations across the country. This organization would probably derive the most benefit from engaging in ______ within its structure. |
| | A) | departmentalization |
| | B) | customer-based divisions |
| | C) | geographic-based divisions |
| | D) | coordination mechanisms |
| | E) | vertical dimensions |
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| 15 | |
The benefits associated with engaging in the divisional approach include all but which one of the following? |
| | A) | Development of managers' skills |
| | B) | Reduced specialization |
| | C) | Improved service |
| | D) | Coordination among business functions |
| | E) | Accountability for performance |
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| 16 | |
Which one of the following is not considered to be an advantage to an organization that uses a matrix approach? |
| | A) | Efficient utilization of scarce, expensive specialists |
| | B) | Flexibility that facilitates starting new projects and ventures quickly |
| | C) | Development of specialized skills by employees |
| | D) | Increased employee involvement in management decisions affecting project or product assignment |
| | E) | Development of cross-functional skills by employees |
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| 17 | |
Of the following list, which one is not considered to be a disadvantage to an organization that uses a matrix approach? |
| | A) | Employee confusion and frustration |
| | B) | Too much time spent on coordinating decisions |
| | C) | Inability to reach agreement on resource allocation |
| | D) | Development of cross-functional skills by employees |
| | E) | Conflicts between functional and product managers over deadlines |
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| 18 | |
All of the following except ______ are considered coordination mechanisms. |
| | A) | delegation |
| | B) | teams |
| | C) | task forces |
| | D) | profit sharing |
| | E) | liaisons |
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| 19 | |
A _______ is a temporary interdepartmental group formed to study and issue and make recommendations. |
| | A) | parallel team |
| | B) | problem-solving team |
| | C) | task force |
| | D) | delegation |
| | E) | vertical dimension |
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| 20 | |
Which type of manager is attributed with coordinating work on a scientific, aerospace, or construction project? |
| | A) | Integrating |
| | B) | Proactive |
| | C) | Product |
| | D) | Project |
| | E) | Brand |
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| 21 | |
Which of the following is not considered a strategic factor that affects the choices of organization design? |
| | A) | Government regulations |
| | B) | Organization capabilities |
| | C) | Technology |
| | D) | Organization size |
| | E) | Environmental turbulence |
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| 22 | |
An organization that possesses a rigid hierarchy, top-down communication, specialized jobs, and centralized decision authority is most probably ______. |
| | A) | vertical |
| | B) | organic |
| | C) | boundaryless |
| | D) | mechanistic |
| | E) | nonconforming |
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