Question 1

Andy,the CEO for ABC Inc. ,structured his organization according to the product lines offered.What type of structure is the organization using?

Accepted Answer

A) Geographic structure 
B) Market structure 
C) Product structure 
D) Functional structure 
E) Process structure 
A) Geographic structure 
B) Market structure 
C) Product structure 
D) Functional structure 
E) Process structure

Question 2

The shared set of beliefs,expectations,values,and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals is referred to as:

Accepted Answer

A) Organizational behavior 
B) Organizational structure 
C) Organizational design 
D) Organizational culture 
E) Organizational architecture 
A) Organizational behavior 
B) Organizational structure 
C) Organizational design 
D) Organizational culture 
E) Organizational architecture

Question 3

The degree to which a job design gives the manager the freedom to schedule his tasks and to decide how to carry them out is known as task identity.

Accepted Answer

A) True 
 B)False

Question 4

An air traffic controller whose mistakes may result in a midair collision receives ______ on job performance than a person who compiles statistics for a business magazine who often has little idea of when he or she makes a mistake.

Accepted Answer

A) More task identity 
B) More feedback 
C) Less autonomy 
D) Less task significance 
E) More task significance 
A) More task identity 
B) More feedback 
C) Less autonomy 
D) Less task significance 
E) More task significance

Question 5

Discuss the advantages and disadvantages of decentralizing authority.

Accepted Answer

Advantages:Supports a flat organization,

Andy,the CEO for ABC Inc. ,structured his organization according to the product lines offered.What type of structure is the organization using?

The shared set of beliefs,expectations,values,and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals is referred to as:

The degree to which a job design gives the manager the freedom to schedule his tasks and to decide how to carry them out is known as task identity.

An air traffic controller whose mistakes may result in a midair collision receives ______ on job performance than a person who compiles statistics for a business magazine who often has little idea of when he or she makes a mistake.

Discuss the advantages and disadvantages of decentralizing authority.

Managers and Managing

The Evolution of Management Thought

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 Strategist

Value-Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict,politics,and Negotiation

Using Advanced Information Technology to Increase Performance

Filters

Exam 10: Managing Organizational Structure and Culture

Andy,the CEO for ABC Inc. ,structured his organization according to the product lines offered.What type of structure is the organization using?

The shared set of beliefs,expectations,values,and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals is referred to as:

The degree to which a job design gives the manager the freedom to schedule his tasks and to decide how to carry them out is known as task identity.

An air traffic controller whose mistakes may result in a midair collision receives ______ on job performance than a person who compiles statistics for a business magazine who often has little idea of when he or she makes a mistake.

Discuss the advantages and disadvantages of decentralizing authority.

Managers and Managing

The Evolution of Management Thought

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 Strategist

Value-Chain Management: Functional Strategies for Competitive Advantage

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict,politics,and Negotiation

Using Advanced Information Technology to Increase Performance

Filters