Question 1

In the process of delegating, which of the following is the next step once a supervisor decides what tasks to delegate?

Accepted Answer

A)  Creating an obligation 
B)  Assigning the work 
C)  Following up 
D)  Granting authority 
A)  Creating an obligation 
B)  Assigning the work 
C)  Following up 
D)  Granting authority

Question 2

An organizational structure in which the boundaries between jobs continually shift and people pitch in wherever their contributions are needed is known as a(n) ________ structure.

Accepted Answer

A)  functional 
B)  geographic 
C)  customer 
D)  organic 
A)  functional 
B)  geographic 
C)  customer 
D)  organic

Question 3

Peter is the human resource manager of Voir Power Company, which manufactures rotors for alternators. He has the authority to ensure that all departments in the company adhere to the United States labor laws and ensure fair employment practices. Identify the authority that Peter has in this scenario.

Accepted Answer

A)  Decentralized authority 
B)  Line authority 
C)  Functional authority 
D)  Centralized authority 
A)  Decentralized authority 
B)  Line authority 
C)  Functional authority 
D)  Centralized authority

Question 4

In the process of delegating, once a supervisor assigns the work to selected employees, the next step is to

Accepted Answer

A)  create an obligation. 
B)  decide what work to delegate. 
C)  grant authority. 
D)  follow up. 
A)  create an obligation. 
B)  decide what work to delegate. 
C)  grant authority. 
D)  follow up.

Question 5

The lesser the staff specialists available to provide support in a variety of areas, the larger the span of control.

Accepted Answer

A) True 
 B)False

Question 6

According to research, a top challenge of the organic structure is that

Accepted Answer

A)  employees may become confused about the details of their roles and responsibilities. 
B)  an inflexible structure is rarely suitable for a very small organization. 
C)  rigid boundaries between jobs make it difficult for employees to contribute. 
D)  it is not well-suited for dynamic environments where decisions must be made quickly. 
A)  employees may become confused about the details of their roles and responsibilities. 
B)  an inflexible structure is rarely suitable for a very small organization. 
C)  rigid boundaries between jobs make it difficult for employees to contribute. 
D)  it is not well-suited for dynamic environments where decisions must be made quickly.

Question 7

John is an AutoCAD designer with MotoCorp Ltd. He reports to the research and development manager as well as the operations manager of his company. He often receives conflicting directions from both these departments, which severely impact his productivity as he must redo machine designs every time. Which of the following is violated in this scenario?

Accepted Answer

A)  Parity principle 
B)  Chain of command 
C)  Unity of command 
D)  Controlling principle 
A)  Parity principle 
B)  Chain of command 
C)  Unity of command 
D)  Controlling principle

Question 8

________ authority is the right to advise or assist those with line authority.

Accepted Answer

A)  Functional 
B)  Centralized 
C)  Decentralized 
D)  Staff 
A)  Functional 
B)  Centralized 
C)  Decentralized 
D)  Staff

Question 9

The management at Pine Inc. reduces the size of the company's workforce in order to become more flexible. For specific project requirements, it arranges alliances. In this case, Pine Inc. is an example of a(n) ________ organization.

Accepted Answer

A)  centralized 
B)  bureaucratic 
C)  network 
D)  organic 
A)  centralized 
B)  bureaucratic 
C)  network 
D)  organic

Question 10

A(n) ________ provides a visual representation of the overall structure of a company.

Accepted Answer

A)  organization chart 
B)  corporate portfolio 
C)  Gantt chart 
D)  PERT network 
A)  organization chart 
B)  corporate portfolio 
C)  Gantt chart 
D)  PERT network

Question 11

What involves giving a small team or group within a company the resources to develop new ideas and new ventures without leaving the parent organization?

Accepted Answer

A)  Joint ventures 
B)  Intrapreneurships 
C)  Strategic alliances 
D)  Subsidiaries 
A)  Joint ventures 
B)  Intrapreneurships 
C)  Strategic alliances 
D)  Subsidiaries

Question 12

Which of the following best describes an organic structure?

Accepted Answer

A)  It is an organizational structure where boundaries between jobs continually shift and people pitch in wherever their contributions are needed. 
B)  It is an organizational structure where work and resources are assigned to departments responsible for all the activities related to producing and delivering a particular product. 
C)  It is an organizational structure where an organization is departmentalized according to the type of customer served. 
D)  It is an organizational structure where the departmentalization is done by combining both product and geographical structures. 
A)  It is an organizational structure where boundaries between jobs continually shift and people pitch in wherever their contributions are needed. 
B)  It is an organizational structure where work and resources are assigned to departments responsible for all the activities related to producing and delivering a particular product. 
C)  It is an organizational structure where an organization is departmentalized according to the type of customer served. 
D)  It is an organizational structure where the departmentalization is done by combining both product and geographical structures.

Question 13

Which of the following is true of centralized and decentralized authority?

Accepted Answer

A)  Organizations that share relatively little authority are said to be decentralized, and those that share a lot of authority are said to be centralized. 
B)  Most organizations either tend to have a completely centralized or a completely decentralized authority depending on the type of organizational structure. 
C)  Supervisors who know whether their employer has a centralized or decentralized structure understand how much authority they can expect to have. 
D)  An organization cannot make changes in the degree to which it decentralizes or centralizes authority depending on its strategic plan and goals. 
A)  Organizations that share relatively little authority are said to be decentralized, and those that share a lot of authority are said to be centralized. 
B)  Most organizations either tend to have a completely centralized or a completely decentralized authority depending on the type of organizational structure. 
C)  Supervisors who know whether their employer has a centralized or decentralized structure understand how much authority they can expect to have. 
D)  An organization cannot make changes in the degree to which it decentralizes or centralizes authority depending on its strategic plan and goals.

Question 14

Power is best defined as the

Accepted Answer

A)  obligation to perform assigned activities. 
B)  duty to advise or assist those with line authority. 
C)  ability to get others to act in a certain way. 
D)  duty to advise or assist those with functional authority. 
A)  obligation to perform assigned activities. 
B)  duty to advise or assist those with line authority. 
C)  ability to get others to act in a certain way. 
D)  duty to advise or assist those with functional authority.

Question 15

Which of the following is true according to the principle of unity of command in an organization?

Accepted Answer

A)  A supervisor's manager should direct the employees who report to the supervisor. 
B)  A supervisor should take action only when variance is meaningful. 
C)  Power should be concentrated only at the hands of supervisors. 
D)  Each employee should have only one supervisor. 
A)  A supervisor's manager should direct the employees who report to the supervisor. 
B)  A supervisor should take action only when variance is meaningful. 
C)  Power should be concentrated only at the hands of supervisors. 
D)  Each employee should have only one supervisor.

Question 16

A ________ structure results when an organization is departmentalized according to the location of the customers served or the goods or services produced.

Accepted Answer

A)  functional 
B)  geographic 
C)  customer 
D)  product 
A)  functional 
B)  geographic 
C)  customer 
D)  product

Question 17

The positions at the top of an organization chart are those with the

Accepted Answer

A)  highest workload and commitment. 
B)  least responsibility and experience. 
C)  most authority and responsibility. 
D)  least efficiency and productivity. 
A)  highest workload and commitment. 
B)  least responsibility and experience. 
C)  most authority and responsibility. 
D)  least efficiency and productivity.

Question 18

What is the next step after defining the objectives in the organizing process?

Accepted Answer

A)  Assigning duties 
B)  Defining the objective 
C)  Grouping activities 
D)  Determining the needed resources 
A)  Assigning duties 
B)  Defining the objective 
C)  Grouping activities 
D)  Determining the needed resources

Question 19

A manager's span of control is most likely to be greater when

Accepted Answer

A)  employees perform similar functions. 
B)  subordinates are physically farther apart. 
C)  subordinates perform complex functions. 
D)  standards for performance are unclear. 
A)  employees perform similar functions. 
B)  subordinates are physically farther apart. 
C)  subordinates perform complex functions. 
D)  standards for performance are unclear.

Question 20

A department is best defined as a

Accepted Answer

A)  unique group of resources that management has assigned to carry out a particular task. 
B)  group of employees upon whom the decision-making authority resides. 
C)  group that is formed among employees of an organization who have similar interests. 
D)  subgroup that is formed when members in formal groups feel uncomfortable with the way they are expected to behave. 
A)  unique group of resources that management has assigned to carry out a particular task. 
B)  group of employees upon whom the decision-making authority resides. 
C)  group that is formed among employees of an organization who have similar interests. 
D)  subgroup that is formed when members in formal groups feel uncomfortable with the way they are expected to behave.

In the process of delegating, which of the following is the next step once a supervisor decides what tasks to delegate?

An organizational structure in which the boundaries between jobs continually shift and people pitch in wherever their contributions are needed is known as a(n) ________ structure.

In the process of delegating, once a supervisor assigns the work to selected employees, the next step is to

The lesser the staff specialists available to provide support in a variety of areas, the larger the span of control.

According to research, a top challenge of the organic structure is that

________ authority is the right to advise or assist those with line authority.

The management at Pine Inc. reduces the size of the company's workforce in order to become more flexible. For specific project requirements, it arranges alliances. In this case, Pine Inc. is an example of a(n) ________ organization.

A(n) ________ provides a visual representation of the overall structure of a company.

What involves giving a small team or group within a company the resources to develop new ideas and new ventures without leaving the parent organization?

Which of the following best describes an organic structure?

Which of the following is true of centralized and decentralized authority?

Power is best defined as the

Which of the following is true according to the principle of unity of command in an organization?

A ________ structure results when an organization is departmentalized according to the location of the customers served or the goods or services produced.

The positions at the top of an organization chart are those with the

What is the next step after defining the objectives in the organizing process?

A manager's span of control is most likely to be greater when

A department is best defined as a

Supervision Tradition and Contemporary Trends

The Supervisor As Leader

Groups, Teams, and Powerful Meetings

Corporate Social Responsibility, Ethics, and Sustainability

Managing Diversity

Reaching Goals Plans and Controls

Problem Solving, Decision Making, and Creativity

Ensuring High Quality and Productivity

Communication Theory and Modern Media

Motivating Employees

Problem Employees Counseling and Discipline

Managing Time and Stress

Managing Conflict, Change, and Politics

Selecting Employees

Providing Orientation and Training

Appraising Performance

Filters

Exam 7: Organizing and Authority

In the process of delegating, which of the following is the next step once a supervisor decides what tasks to delegate?

An organizational structure in which the boundaries between jobs continually shift and people pitch in wherever their contributions are needed is known as a(n) ________ structure.

In the process of delegating, once a supervisor assigns the work to selected employees, the next step is to

The lesser the staff specialists available to provide support in a variety of areas, the larger the span of control.

According to research, a top challenge of the organic structure is that

________ authority is the right to advise or assist those with line authority.

The management at Pine Inc. reduces the size of the company's workforce in order to become more flexible. For specific project requirements, it arranges alliances. In this case, Pine Inc. is an example of a(n) ________ organization.

A(n) ________ provides a visual representation of the overall structure of a company.

What involves giving a small team or group within a company the resources to develop new ideas and new ventures without leaving the parent organization?

Which of the following best describes an organic structure?

Which of the following is true of centralized and decentralized authority?

Power is best defined as the

Which of the following is true according to the principle of unity of command in an organization?

A ________ structure results when an organization is departmentalized according to the location of the customers served or the goods or services produced.

The positions at the top of an organization chart are those with the

What is the next step after defining the objectives in the organizing process?

A manager's span of control is most likely to be greater when

A department is best defined as a

Supervision Tradition and Contemporary Trends

The Supervisor As Leader

Groups, Teams, and Powerful Meetings

Corporate Social Responsibility, Ethics, and Sustainability

Managing Diversity

Reaching Goals Plans and Controls

Problem Solving, Decision Making, and Creativity

Ensuring High Quality and Productivity

Communication Theory and Modern Media

Motivating Employees

Problem Employees Counseling and Discipline

Managing Time and Stress

Managing Conflict, Change, and Politics

Selecting Employees

Providing Orientation and Training

Appraising Performance

Filters