Question 1

If John is supervised by a project manager and his functional manager, this violates the concept of

Accepted Answer

A)  authority. 
B)  unity of command. 
C)  accountability. 
D)  responsibility. 
A)  authority. 
B)  unity of command. 
C)  accountability. 
D)  responsibility.

Question 2

Which dimension of organizational structure indicates who has the authority to make decisions and who is expected to supervise which subordinates?

Accepted Answer

A)  Unity of command 
B)  Responsibility 
C)  Horizontal dimension 
D)  Vertical dimension 
A)  Unity of command 
B)  Responsibility 
C)  Horizontal dimension 
D)  Vertical dimension

Question 3

An organization with high formalization

Accepted Answer

A)  concentrates decisions at the top of the organizational hierarchy. 
B)  pushes decision making to lower levels in the organization. 
C)  has a large number of management levels in the organization. 
D)  provides employees with many documents that specify the right way to conduct business through such things as policy manuals. 
A)  concentrates decisions at the top of the organizational hierarchy. 
B)  pushes decision making to lower levels in the organization. 
C)  has a large number of management levels in the organization. 
D)  provides employees with many documents that specify the right way to conduct business through such things as policy manuals.

Question 4

Which approach to departmentalization violates the unity of command?

Accepted Answer

A)  Functional 
B)  Divisional 
C)  Matrix 
D)  Product 
A)  Functional 
B)  Divisional 
C)  Matrix 
D)  Product

Question 5

A change in organization structure might be triggered by a

Accepted Answer

A)  merger. 
B)  acquisition. 
C)  divestiture. 
D)  all of the above 
A)  merger. 
B)  acquisition. 
C)  divestiture. 
D)  all of the above

Question 6

What are the three key strategic events that are likely to trigger change in the structure and design of an organization?

Accepted Answer

The three key strategic events that are

Question 7

What are the three basic organization designs? Describe their features.

Accepted Answer

The three basic organization designs are

Question 8

Which approach to departmentalization works best in small to medium-sized companies operating in somewhat stable business environments without a great deal of change and uncertainty?

Accepted Answer

A)  Functional 
B)  Span of control 
C)  Divisional 
D)  Matrix 
A)  Functional 
B)  Span of control 
C)  Divisional 
D)  Matrix

Question 9

A manager may delegate responsibility to a subordinate, but the manager is still in control because the subordinate is subject to the manager's authority.

Accepted Answer

A) True 
 B)False

Question 10

The number of subordinates and the number of manager levels in the organization is determined by

Accepted Answer

A)  unity of command. 
B)  span of control. 
C)  the organization chart. 
D)  the chain of command. 
A)  unity of command. 
B)  span of control. 
C)  the organization chart. 
D)  the chain of command.

Question 11

Managers who assist others in achieving bottom-line results, but don't contribute directly to the outcomes might include which of the following?

Accepted Answer

A)  Accounting managers 
B)  Legal department managers 
C)  Human resource managers 
D)  all of the above 
A)  Accounting managers 
B)  Legal department managers 
C)  Human resource managers 
D)  all of the above

Question 12

While strategy indicates what needs to be done in the organization, organizing shows

Accepted Answer

A)  how much to spend. 
B)  when to do it. 
C)  how to do it. 
D)  if it can be done. 
A)  how much to spend. 
B)  when to do it. 
C)  how to do it. 
D)  if it can be done.

Question 13

What is the key advantage of the matrix structure?

Accepted Answer

A)  Flexibility makes it easier to start new projects or business ventures quickly with a minimum of bureaucratic inertia. 
B)  The dual chain of command provides for better training. 
C)  The conflict between product and functional managers creates faster delivery deadlines. 
D)  Meeting time is minimized since decisions are already coordinated. 
A)  Flexibility makes it easier to start new projects or business ventures quickly with a minimum of bureaucratic inertia. 
B)  The dual chain of command provides for better training. 
C)  The conflict between product and functional managers creates faster delivery deadlines. 
D)  Meeting time is minimized since decisions are already coordinated.

Question 14

The matrix organization structure utilizes ________ managers.

Accepted Answer

A)  integrating 
B)  project 
C)  product 
D)  brand 
A)  integrating 
B)  project 
C)  product 
D)  brand

Question 15

A large span of control works best when

Accepted Answer

A)  there are routine tasks. 
B)  there are highly trained subordinates. 
C)  there are similar jobs with comparable performance measures. 
D)  all of the above 
A)  there are routine tasks. 
B)  there are highly trained subordinates. 
C)  there are similar jobs with comparable performance measures. 
D)  all of the above

Question 16

Organization culture

Accepted Answer

A)  gives employees an internal gyroscope that directs them to do things that make the organization more effective. 
B)  is the system of shared values, assumptions, and beliefs that unite members of the organization. 
C)  reflects employees' views about the "way we do things around here." 
D)  all of the above 
A)  gives employees an internal gyroscope that directs them to do things that make the organization more effective. 
B)  is the system of shared values, assumptions, and beliefs that unite members of the organization. 
C)  reflects employees' views about the "way we do things around here." 
D)  all of the above

Question 17

What is span of control? How does it impact management levels?

Accepted Answer

Span of control is the feature of the ve

Question 18

The "we're in this together" mentality of profit sharing is an example of a

Accepted Answer

A)  coordinating mechanism. 
B)  centralization mechanism. 
C)  Formalization mechanism. 
D)  task force. 
A)  coordinating mechanism. 
B)  centralization mechanism. 
C)  Formalization mechanism. 
D)  task force.

Question 19

Which of the following is a symptom of a malfunctioning organization design?

Accepted Answer

A)  The organization design focuses employees on work that uses noncritical skills rather than emphasizing the opportunity to use their strengths. 
B)  The organization design has too few levels in the hierarchy. 
C)  The organization design is too flexible to deal with changes in strategy or the environment. 
D)  all of the above 
A)  The organization design focuses employees on work that uses noncritical skills rather than emphasizing the opportunity to use their strengths. 
B)  The organization design has too few levels in the hierarchy. 
C)  The organization design is too flexible to deal with changes in strategy or the environment. 
D)  all of the above

Question 20

Fayol's concept that a subordinate should have only one direct supervisor is referred to as

Accepted Answer

A)  authority. 
B)  accountability. 
C)  unity of command. 
D)  organization structure. 
A)  authority. 
B)  accountability. 
C)  unity of command. 
D)  organization structure.

If John is supervised by a project manager and his functional manager, this violates the concept of

Which dimension of organizational structure indicates who has the authority to make decisions and who is expected to supervise which subordinates?

An organization with high formalization

Which approach to departmentalization violates the unity of command?

A change in organization structure might be triggered by a

What are the three key strategic events that are likely to trigger change in the structure and design of an organization?

What are the three basic organization designs? Describe their features.

Which approach to departmentalization works best in small to medium-sized companies operating in somewhat stable business environments without a great deal of change and uncertainty?

A manager may delegate responsibility to a subordinate, but the manager is still in control because the subordinate is subject to the manager's authority.

The number of subordinates and the number of manager levels in the organization is determined by

Managers who assist others in achieving bottom-line results, but don't contribute directly to the outcomes might include which of the following?

While strategy indicates what needs to be done in the organization, organizing shows

What is the key advantage of the matrix structure?

The matrix organization structure utilizes ________ managers.

A large span of control works best when

Organization culture

What is span of control? How does it impact management levels?

The "we're in this together" mentality of profit sharing is an example of a

Which of the following is a symptom of a malfunctioning organization design?

Fayol's concept that a subordinate should have only one direct supervisor is referred to as

Management and Its Evolution

The Culture of Management

Managing Social Responsibility and Ethics

Managing Organizational Culture and Change

Managing the Planning Process

Decision Making

Strategic Management

Entrepreneurship and Innovation

Human Resource Management

Managing Employee Diversity

Leadership in Management

Managing Teams

Managing Communication

Operation and Information System Management

Filters

Exam 9: Managing the Structure and Design of Organizations

If John is supervised by a project manager and his functional manager, this violates the concept of

Which dimension of organizational structure indicates who has the authority to make decisions and who is expected to supervise which subordinates?

An organization with high formalization

Which approach to departmentalization violates the unity of command?

A change in organization structure might be triggered by a

What are the three key strategic events that are likely to trigger change in the structure and design of an organization?

What are the three basic organization designs? Describe their features.

Which approach to departmentalization works best in small to medium-sized companies operating in somewhat stable business environments without a great deal of change and uncertainty?

A manager may delegate responsibility to a subordinate, but the manager is still in control because the subordinate is subject to the manager's authority.

The number of subordinates and the number of manager levels in the organization is determined by

Managers who assist others in achieving bottom-line results, but don't contribute directly to the outcomes might include which of the following?

While strategy indicates what needs to be done in the organization, organizing shows

What is the key advantage of the matrix structure?

The matrix organization structure utilizes ________ managers.

A large span of control works best when

Organization culture

What is span of control? How does it impact management levels?

The "we're in this together" mentality of profit sharing is an example of a

Which of the following is a symptom of a malfunctioning organization design?

Fayol's concept that a subordinate should have only one direct supervisor is referred to as

Management and Its Evolution

The Culture of Management

Managing Social Responsibility and Ethics

Managing Organizational Culture and Change

Managing the Planning Process

Decision Making

Strategic Management

Entrepreneurship and Innovation

Human Resource Management

Managing Employee Diversity

Leadership in Management

Managing Teams

Managing Communication

Operation and Information System Management

Filters