Question 1

The chain of command in an organization is the hierarchy of authority for the organization.

Accepted Answer

A) True 
 B)False

Question 2

The relative authority that each manager in the organization has, from the CEO down to the lowest-level employees, is called the:

Accepted Answer

A)  market structure of the organization. 
B)  autonomy of the organization. 
C)  synergy of the organization. 
D)  equity of the organization. 
E)  chain of command of the organization. 
A)  market structure of the organization. 
B)  autonomy of the organization. 
C)  synergy of the organization. 
D)  equity of the organization. 
E)  chain of command of the organization.

Question 3

The idea behind the concept of job enrichment is that:

Accepted Answer

A)  increasing workers' responsibility increases their involvement in their jobs. 
B)  increasing the range of tasks performed by a worker reduces boredom and fatigue. 
C)  increasing the number of tasks performed by a worker reduces the need for additional human resources. 
D)  reducing the number of tasks that each worker performs simplifies their jobs. 
E)  reducing workers' responsibility reduces the work-related stress accompanying their jobs. 
A)  increasing workers' responsibility increases their involvement in their jobs. 
B)  increasing the range of tasks performed by a worker reduces boredom and fatigue. 
C)  increasing the number of tasks performed by a worker reduces the need for additional human resources. 
D)  reducing the number of tasks that each worker performs simplifies their jobs. 
E)  reducing workers' responsibility reduces the work-related stress accompanying their jobs.

Question 4

Which of the following organizing choices are managers most likely to make to obtain scarce resources under a rapidly changing external environment?

Accepted Answer

A)  Establish restrictive norms that guide and govern employees' activities 
B)  Centralize authority 
C)  Use a mechanistic form of organizing 
D)  Establish values that emphasize obedience 
E)  Create an entrepreneurial culture 
A)  Establish restrictive norms that guide and govern employees' activities 
B)  Centralize authority 
C)  Use a mechanistic form of organizing 
D)  Establish values that emphasize obedience 
E)  Create an entrepreneurial culture

Question 5

The shared set of beliefs, expectations, values, and norms in an organization is known as organizational architecture.

Accepted Answer

A) True 
 B)False

Question 6

The process by which managers decide how to divide tasks into specific jobs is known as _____.

Accepted Answer

A)  job design 
B)  job procurement 
C)  span of control 
D)  task analyzability 
E)  integrating mechanization 
A)  job design 
B)  job procurement 
C)  span of control 
D)  task analyzability 
E)  integrating mechanization

Question 7

Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased?

Accepted Answer

A)  Encouraging workers to stick to the established method of doing the job 
B)  Allowing workers to monitor and measure their own performance 
C)  Encouraging workers to hone their current skills rather than develop new skills 
D)  Giving workers detailed instructions about how to do their work 
E)  Encouraging workers to turn to their superiors when faced with unexpected situations 
A)  Encouraging workers to stick to the established method of doing the job 
B)  Allowing workers to monitor and measure their own performance 
C)  Encouraging workers to hone their current skills rather than develop new skills 
D)  Giving workers detailed instructions about how to do their work 
E)  Encouraging workers to turn to their superiors when faced with unexpected situations

Question 8

A product structure makes it necessary for corporate managers to supervise directly each division's day-to-day operations.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is true of a functional structure in an organization?

Accepted Answer

A)  It allows managers to adequately respond to a changing competitive environment. 
B)  As the organization grows, it becomes more effective. 
C)  It makes monitoring and evaluating the performance of workers difficult. 
D)  It results in workers performing at a low level. 
E)  It eliminates the need for cooperation within a function. 
A)  It allows managers to adequately respond to a changing competitive environment. 
B)  As the organization grows, it becomes more effective. 
C)  It makes monitoring and evaluating the performance of workers difficult. 
D)  It results in workers performing at a low level. 
E)  It eliminates the need for cooperation within a function.

Question 10

It's easier for managers to gain access to scarce resources when the external environment is changing quickly.

Accepted Answer

A) True 
 B)False

The chain of command in an organization is the hierarchy of authority for the organization.

The relative authority that each manager in the organization has, from the CEO down to the lowest-level employees, is called the:

The idea behind the concept of job enrichment is that:

Which of the following organizing choices are managers most likely to make to obtain scarce resources under a rapidly changing external environment?

The shared set of beliefs, expectations, values, and norms in an organization is known as organizational architecture.

The process by which managers decide how to divide tasks into specific jobs is known as _____.

Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased?

A product structure makes it necessary for corporate managers to supervise directly each division's day-to-day operations.

Which of the following is true of a functional structure in an organization?

It's easier for managers to gain access to scarce resources when the external environment is changing quickly.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 10: Managing Organizational Structure and Culture

The chain of command in an organization is the hierarchy of authority for the organization.

The relative authority that each manager in the organization has, from the CEO down to the lowest-level employees, is called the:

The idea behind the concept of job enrichment is that:

Which of the following organizing choices are managers most likely to make to obtain scarce resources under a rapidly changing external environment?

The shared set of beliefs, expectations, values, and norms in an organization is known as organizational architecture.

The process by which managers decide how to divide tasks into specific jobs is known as _____.

Which of the following is an example of the means by which the degree of responsibility workers have over their jobs can be increased?

A product structure makes it necessary for corporate managers to supervise directly each division's day-to-day operations.

Which of the following is true of a functional structure in an organization?

It's easier for managers to gain access to scarce resources when the external environment is changing quickly.

Managers and Managing

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters