Question 1

_______ is the process by which managers decide how to divide tasks into specific jobs.

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 2

As the hierarchy of an organization becomes taller, the organization may become less flexible.

Accepted Answer

A) True 
 B)False

Question 3

Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as

Accepted Answer

A) aggressive cultures. 
B) entrepreneurial cultures. 
C) inert cultures. 
D) normative cultures. 
E) adaptive cultures. 
A) aggressive cultures. 
B) entrepreneurial cultures. 
C) inert cultures. 
D) normative cultures. 
E) adaptive cultures.

Question 4

_____ is the process by which managers create a specific type of organizational structure and culture.

Accepted Answer

A) Forward vertical integration 
B) Tactical planning 
C) Contingency planning 
D) Economies of scale 
E) Organizational design 
A) Forward vertical integration 
B) Tactical planning 
C) Contingency planning 
D) Economies of scale 
E) Organizational design

Question 5

________ cultures are those whose values and norms fail to motivate or inspire employees and lead to stagnation and, often, failure over time.

Accepted Answer

A) Aggressive 
B) Flexible 
C) Inert 
D) Normative 
E) Adaptive 
A) Aggressive 
B) Flexible 
C) Inert 
D) Normative 
E) Adaptive

Question 6

When managers organize divisions based solely on the type of customer they focus on, they adopt a

Accepted Answer

A) product structure. 
B) geographic structure. 
C) market structure. 
D) functional structure. 
E) product team structure. 
A) product structure. 
B) geographic structure. 
C) market structure. 
D) functional structure. 
E) product team structure.

Question 7

The degree to which a job gives an employee the freedom to schedule different tasks and decide how to carry them out is known as task significance.

Accepted Answer

A) True 
 B)False

Question 8

The degree to which programmed solutions are available to people or functions to solve the problems they encounter is known as

Accepted Answer

A) task identity. 
B) task specialization. 
C) task autonomy. 
D) task variety. 
E) task analyzability. 
A) task identity. 
B) task specialization. 
C) task autonomy. 
D) task variety. 
E) task analyzability.

Question 9

RST Consulting has offices in different locations around the country.Each division is self-contained and caters to the needs of the specific region in which it is located.This is an example of a ______ structure.

Accepted Answer

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

Question 10

Gabriela is a manager at a restaurant that just started offering drive-through pickup for its customers.While many people enjoy eating meals at the restaurant, the drive-through business has been growing quickly.Gabriela is deciding how to divide specific tasks among her employees to become more efficient.Gabriela is changing the

Accepted Answer

A) division of labor. 
B) job simplification. 
C) job design. 
D) job enlargement. 
E) job enrichment. 
A) division of labor. 
B) job simplification. 
C) job design. 
D) job enlargement. 
E) job enrichment.

Question 11

An organizational structure composed of all the departments that an organization requires to produce its goods or services is known as a functional structure.

Accepted Answer

A) True 
 B)False

Question 12

__________ of the organization is the relative authority that each manager in the organization has, from the CEO down to the lowest-level employees.

Accepted Answer

A) Market structure 
B) Autonomy 
C) Synergy 
D) Equity 
E) Chain of command 
A) Market structure 
B) Autonomy 
C) Synergy 
D) Equity 
E) Chain of command

Question 13

A large organization recently adopted a divisional structure, and there are a number of divisions in the organization.To increase communication and coordination between divisions, the top managers should use

Accepted Answer

A) liaison roles. 
B) task forces. 
C) cross-functional teams. 
D) integrating roles. 
E) ad hoc committees. 
A) liaison roles. 
B) task forces. 
C) cross-functional teams. 
D) integrating roles. 
E) ad hoc committees.

Question 14

Which of the following is true about an organization with a stable external environment and readily available resources?

Accepted Answer

A) Less coordination and communication are needed among people and functions to obtain resources. 
B) Managers face greater problems in trying to gain access to resources. 
C) Managers typically make organizing choices that result in more flexible structures. 
D) Authority is likely to be decentralized. 
E) Lower-level employees are encouraged to make important operating decisions. 
A) Less coordination and communication are needed among people and functions to obtain resources. 
B) Managers face greater problems in trying to gain access to resources. 
C) Managers typically make organizing choices that result in more flexible structures. 
D) Authority is likely to be decentralized. 
E) Lower-level employees are encouraged to make important operating decisions.

Question 15

Alex started working as a server at a local restaurant two weeks ago._____ from her supervisor gives her direct and clear information about how well she is performing the job.

Accepted Answer

A) Task identity 
B) Feedback 
C) Autonomy 
D) Task significance 
E) Skill variety 
A) Task identity 
B) Feedback 
C) Autonomy 
D) Task significance 
E) Skill variety

Question 16

The result of the job design process is a(n)

Accepted Answer

A) decrease in efficiency and effectiveness. 
B) division of labor among employees. 
C) decrease in employee productivity. 
D) increase in the number of tasks that each employee has to perform. 
E) decrease in job specialization. 
A) decrease in efficiency and effectiveness. 
B) division of labor among employees. 
C) decrease in employee productivity. 
D) increase in the number of tasks that each employee has to perform. 
E) decrease in job specialization.

Question 17

Typically, direct contact and liaison roles provide sufficient coordination when more than two functions or divisions share many common problems.

Accepted Answer

A) True 
 B)False

Question 18

Managers increase coordination among functions and divisions by

Accepted Answer

A) establishing liaison roles. 
B) creating more managerial levels. 
C) developing a taller organizational structure. 
D) reducing the span of control. 
E) implementing a mechanistic organizational structure. 
A) establishing liaison roles. 
B) creating more managerial levels. 
C) developing a taller organizational structure. 
D) reducing the span of control. 
E) implementing a mechanistic organizational structure.

Question 19

Which of the following is an example of how managers can increase the degree of responsibility workers have over their jobs?

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 20

Managers who make design choices that increase job enlargement are likely to increase the degree to which people behave mechanically.

Accepted Answer

A) True 
 B)False

_______ is the process by which managers decide how to divide tasks into specific jobs.

As the hierarchy of an organization becomes taller, the organization may become less flexible.

Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as

_____ is the process by which managers create a specific type of organizational structure and culture.

________ cultures are those whose values and norms fail to motivate or inspire employees and lead to stagnation and, often, failure over time.

When managers organize divisions based solely on the type of customer they focus on, they adopt a

The degree to which a job gives an employee the freedom to schedule different tasks and decide how to carry them out is known as task significance.

The degree to which programmed solutions are available to people or functions to solve the problems they encounter is known as

RST Consulting has offices in different locations around the country.Each division is self-contained and caters to the needs of the specific region in which it is located.This is an example of a ______ structure.

An organizational structure composed of all the departments that an organization requires to produce its goods or services is known as a functional structure.

__________ of the organization is the relative authority that each manager in the organization has, from the CEO down to the lowest-level employees.

A large organization recently adopted a divisional structure, and there are a number of divisions in the organization.To increase communication and coordination between divisions, the top managers should use

Which of the following is true about an organization with a stable external environment and readily available resources?

Alex started working as a server at a local restaurant two weeks ago._____ from her supervisor gives her direct and clear information about how well she is performing the job.

The result of the job design process is a(n)

Typically, direct contact and liaison roles provide sufficient coordination when more than two functions or divisions share many common problems.

Managers increase coordination among functions and divisions by

Which of the following is an example of how managers can increase the degree of responsibility workers have over their jobs?

Managers who make design choices that increase job enlargement are likely to increase the degree to which people behave mechanically.

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

Exam 10: Managing Organizational Structure and Culture

_______ is the process by which managers decide how to divide tasks into specific jobs.

As the hierarchy of an organization becomes taller, the organization may become less flexible.

Cultures whose values and norms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective are referred to as

_____ is the process by which managers create a specific type of organizational structure and culture.

________ cultures are those whose values and norms fail to motivate or inspire employees and lead to stagnation and, often, failure over time.

When managers organize divisions based solely on the type of customer they focus on, they adopt a

The degree to which a job gives an employee the freedom to schedule different tasks and decide how to carry them out is known as task significance.

The degree to which programmed solutions are available to people or functions to solve the problems they encounter is known as

RST Consulting has offices in different locations around the country.Each division is self-contained and caters to the needs of the specific region in which it is located.This is an example of a ______ structure.

An organizational structure composed of all the departments that an organization requires to produce its goods or services is known as a functional structure.

__________ of the organization is the relative authority that each manager in the organization has, from the CEO down to the lowest-level employees.

A large organization recently adopted a divisional structure, and there are a number of divisions in the organization.To increase communication and coordination between divisions, the top managers should use

Which of the following is true about an organization with a stable external environment and readily available resources?

Alex started working as a server at a local restaurant two weeks ago._____ from her supervisor gives her direct and clear information about how well she is performing the job.

The result of the job design process is a(n)

Typically, direct contact and liaison roles provide sufficient coordination when more than two functions or divisions share many common problems.

Managers increase coordination among functions and divisions by

Which of the following is an example of how managers can increase the degree of responsibility workers have over their jobs?

Managers who make design choices that increase job enlargement are likely to increase the degree to which people behave mechanically.

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