Question 1

Functional departmentalization:

Accepted Answer

A)  Maintains the power and prestige of the major functions. 
B)  Creates efficiency through the principles of specialization. 
C)  Permits tighter top-management control. 
D)  All of the above. 
A)  Maintains the power and prestige of the major functions. 
B)  Creates efficiency through the principles of specialization. 
C)  Permits tighter top-management control. 
D)  All of the above.

Question 2

The process of determining how activities are to be grouped is called:

Accepted Answer

A)  Responsibility. 
B)  Departmentalization. 
C)  leadership. 
D)  Production. 
A)  Responsibility. 
B)  Departmentalization. 
C)  leadership. 
D)  Production.

Question 3

Discuss the benefits and costs of downsizing an organization.

Accepted Answer

The benefits of downsizing to the organi

Question 4

A matrix organizational structure brings together personnel from several specializations to complete limited tasks.

Accepted Answer

A) True 
 B)False

Question 5

When an organization adds specialists to improve operations, a line-and-staff organization results.

Accepted Answer

A) True 
 B)False

Question 6

Use of the unity of command principle lowers morale in organizations that follow it.

Accepted Answer

A) True 
 B)False

Question 7

With appropriate techniques, the conflict between line and staff people can be completely eliminated.

Accepted Answer

A) True 
 B)False

Question 8

List and explain the four stages of the growth of an organization.

Accepted Answer

Stage 1:
The one-person organization, wh

Question 9

Why is a manager's span of control limited?

Accepted Answer

A manager's mental reach can span only a

Question 10

One benefit of downsizing is immediate, tremendous cost reductions.

Accepted Answer

A) True 
 B)False

Question 11

Line-and-staff organizations:

Accepted Answer

A)  Have fewer employees than line organizations. 
B)  Have specialists in certain positions to assist the line personnel. 
C)  Violate the span of management principle. 
D)  All of the above. 
A)  Have fewer employees than line organizations. 
B)  Have specialists in certain positions to assist the line personnel. 
C)  Violate the span of management principle. 
D)  All of the above.

Question 12

The first stage in the growth of an organization is:

Accepted Answer

A)  When managers are placed in charge of each of the three basic functions. 
B)  When assistants are hired. 
C)  A one-person organization. 
D)  A line-and-staff organization. 
A)  When managers are placed in charge of each of the three basic functions. 
B)  When assistants are hired. 
C)  A one-person organization. 
D)  A line-and-staff organization.

Question 13

What are the advantages and disadvantages of the functional approach to departmentalization?

Accepted Answer

Advantages of the functional approach:
(

Question 14

The inverted pyramid structure is a very flat organization with few management levels.

Accepted Answer

A) True 
 B)False

Question 15

When a quality control specialist tells a production manager to adjust a machine to increase the quality of the product, he or she is using:

Accepted Answer

A)  Advisory authority. 
B)  Unity of command. 
C)  Functional authority. 
D)  Line authority. 
A)  Advisory authority. 
B)  Unity of command. 
C)  Functional authority. 
D)  Line authority.

Question 16

If the top managers of an organization need to keep tight control, they will probably create a decentralized organization.

Accepted Answer

A) True 
 B)False

Question 17

If there has been a strong history of growth in an organization, where mergers and acquisitions have occurred, that organization will most likely be:

Accepted Answer

A)  Centralized. 
B)  Causal. 
C)  Decentralized. 
D)  None of the above. 
A)  Centralized. 
B)  Causal. 
C)  Decentralized. 
D)  None of the above.

Question 18

The span of control principle states that there is a limit to the number of people an individual can manage.

Accepted Answer

A) True 
 B)False

Question 19

These individuals use their expertise to assist others in various areas of business activities:

Accepted Answer

A)  Line personnel. 
B)  Staff personnel. 
C)  Operative personnel. 
D)  Decentralized personnel. 
A)  Line personnel. 
B)  Staff personnel. 
C)  Operative personnel. 
D)  Decentralized personnel.

Question 20

In ____ organizations, middle and lower levels of management make broader, more important decisions about their units.

Accepted Answer

A)  Decentralized. 
B)  Centralized. 
C)  Tightly controlled. 
D)  Functional. 
A)  Decentralized. 
B)  Centralized. 
C)  Tightly controlled. 
D)  Functional.

Functional departmentalization:

The process of determining how activities are to be grouped is called:

Discuss the benefits and costs of downsizing an organization.

A matrix organizational structure brings together personnel from several specializations to complete limited tasks.

When an organization adds specialists to improve operations, a line-and-staff organization results.

Use of the unity of command principle lowers morale in organizations that follow it.

With appropriate techniques, the conflict between line and staff people can be completely eliminated.

List and explain the four stages of the growth of an organization.

Why is a manager's span of control limited?

One benefit of downsizing is immediate, tremendous cost reductions.

Line-and-staff organizations:

The first stage in the growth of an organization is:

What are the advantages and disadvantages of the functional approach to departmentalization?

The inverted pyramid structure is a very flat organization with few management levels.

When a quality control specialist tells a production manager to adjust a machine to increase the quality of the product, he or she is using:

If the top managers of an organization need to keep tight control, they will probably create a decentralized organization.

If there has been a strong history of growth in an organization, where mergers and acquisitions have occurred, that organization will most likely be:

The span of control principle states that there is a limit to the number of people an individual can manage.

These individuals use their expertise to assist others in various areas of business activities:

In ____ organizations, middle and lower levels of management make broader, more important decisions about their units.

Supervisory Management Roles and Challenges

Fundamentals of Planning

Decision Making, Problem Solving, and Ethics

Delegating Authority and Empowering Employees

Communication

Motivation

Leadership

Group Development and Team Building

Meetings and Facilitation Skills

Coaching for Higher Performance

Managing Conflict, Stress, and Time

Exercising Control

Controlling Productivity, Quality and Safety

Selecting, Appraising and Disciplining Employees

The Supervisor, Labor Relations, and Legal Issues

Filters

Exam 4: Fundamentals of Organizing

Functional departmentalization:

The process of determining how activities are to be grouped is called:

Discuss the benefits and costs of downsizing an organization.

A matrix organizational structure brings together personnel from several specializations to complete limited tasks.

When an organization adds specialists to improve operations, a line-and-staff organization results.

Use of the unity of command principle lowers morale in organizations that follow it.

With appropriate techniques, the conflict between line and staff people can be completely eliminated.

List and explain the four stages of the growth of an organization.

Why is a manager's span of control limited?

One benefit of downsizing is immediate, tremendous cost reductions.

Line-and-staff organizations:

The first stage in the growth of an organization is:

What are the advantages and disadvantages of the functional approach to departmentalization?

The inverted pyramid structure is a very flat organization with few management levels.

When a quality control specialist tells a production manager to adjust a machine to increase the quality of the product, he or she is using:

If the top managers of an organization need to keep tight control, they will probably create a decentralized organization.

If there has been a strong history of growth in an organization, where mergers and acquisitions have occurred, that organization will most likely be:

The span of control principle states that there is a limit to the number of people an individual can manage.

These individuals use their expertise to assist others in various areas of business activities:

In ____ organizations, middle and lower levels of management make broader, more important decisions about their units.

Supervisory Management Roles and Challenges

Fundamentals of Planning

Decision Making, Problem Solving, and Ethics

Delegating Authority and Empowering Employees

Communication

Motivation

Leadership

Group Development and Team Building

Meetings and Facilitation Skills

Coaching for Higher Performance

Managing Conflict, Stress, and Time

Exercising Control

Controlling Productivity, Quality and Safety

Selecting, Appraising and Disciplining Employees

The Supervisor, Labor Relations, and Legal Issues

Filters