Question 1

As large companies try to regain the responsiveness of small companies, they often consider

Accepted Answer

A)  downsizing. 
B)  more bureaucracy. 
C)  becoming organic. 
D)  micromanagement. 
E)  upgrading. 
A)  downsizing. 
B)  more bureaucracy. 
C)  becoming organic. 
D)  micromanagement. 
E)  upgrading.

Question 2

In the context of horizontal structure of a firm, _____ are those that have responsibility for the principal activities of the firm.

Accepted Answer

A)  staff departments 
B)  public relation divisions 
C)  geographic divisions 
D)  line departments 
E)  human resource divisions 
A)  staff departments 
B)  public relation divisions 
C)  geographic divisions 
D)  line departments 
E)  human resource divisions

Question 3

What are the advantages of the traditional functional approach to departmentalization?

Accepted Answer

The traditional func

Question 4

_______ is the production of both high-volume and high-variety products at the same time.

Accepted Answer

A)  Lean manufacturing 
B)  Mass customization 
C)  Just-in-time production 
D)  Large batch technology 
E)  Continuous process technology 
A)  Lean manufacturing 
B)  Mass customization 
C)  Just-in-time production 
D)  Large batch technology 
E)  Continuous process technology

Question 5

In the context of a firm's vertical structure, a powerful trend for U.S. businesses over the past few decades has been to

Accepted Answer

A)  reduce the number of hierarchical layers. 
B)  replace flat organizational structures with tall organizational structures. 
C)  increase the number of reporting levels. 
D)  increase formalization. 
E)  limit decision-making authority to top management. 
A)  reduce the number of hierarchical layers. 
B)  replace flat organizational structures with tall organizational structures. 
C)  increase the number of reporting levels. 
D)  increase formalization. 
E)  limit decision-making authority to top management.

Question 6

If a manager delegates responsibility to a subordinate, he or she is

Accepted Answer

A)  relieved of accountability for the actions of his or her subordinate. 
B)  responsible for the actions of his or her subordinate. 
C)  not evaluated on the actions of his or her subordinate. 
D)  managed by his or her subordinate. 
E)  free to move on to other work. 
A)  relieved of accountability for the actions of his or her subordinate. 
B)  responsible for the actions of his or her subordinate. 
C)  not evaluated on the actions of his or her subordinate. 
D)  managed by his or her subordinate. 
E)  free to move on to other work.

Question 7

Which of the following conditions should be met for the lean manufacturing approach to result in more effective operations?

Accepted Answer

A)  Specific-purpose equipment must be used. 
B)  Product development should be sequential rather than concurrent. 
C)  Supplier relationships should be short term. 
D)  Communication must be formal among line workers. 
E)  People should be broadly trained rather than specialized. 
A)  Specific-purpose equipment must be used. 
B)  Product development should be sequential rather than concurrent. 
C)  Supplier relationships should be short term. 
D)  Communication must be formal among line workers. 
E)  People should be broadly trained rather than specialized.

Question 8

Subdividing an organization into smaller units in a horizontal structure is

Accepted Answer

A)  departmentalization. 
B)  positioning. 
C)  decentralization. 
D)  delegating. 
E)  standardization. 
A)  departmentalization. 
B)  positioning. 
C)  decentralization. 
D)  delegating. 
E)  standardization.

Question 9

Which of the following statements about matrix organization is true?

Accepted Answer

A)  It creates an environment in which the unity-of-command principle is strictly followed. 
B)  It is a collection of independent, mostly single-function firms that collaborate to produce a good or service. 
C)  It is composed of dual reporting relationships in which some employees report to two superiors. 
D)  It involves holding employees together by contracts that stipulate results expected, rather than by hierarchy and authority. 
E)  It results in a centralized decision-making system. 
A)  It creates an environment in which the unity-of-command principle is strictly followed. 
B)  It is a collection of independent, mostly single-function firms that collaborate to produce a good or service. 
C)  It is composed of dual reporting relationships in which some employees report to two superiors. 
D)  It involves holding employees together by contracts that stipulate results expected, rather than by hierarchy and authority. 
E)  It results in a centralized decision-making system.

Question 10

David, a human resource intern, was given an assignment by his manager. He needed to obtain information from other departments to complete the assignment. But, some departments refused to share information with an intern. David was frustrated because he did not have the power to get the information he needed. In the context of this situation, David's manager made the mistake of

Accepted Answer

A)  delegating inappropriate tasks to an intern. 
B)  assigning responsibility without delegating adequate authority. 
C)  "passing the buck" for David's performance. 
D)  becoming accountable for David's work. 
E)  overestimating David's capabilities. 
A)  delegating inappropriate tasks to an intern. 
B)  assigning responsibility without delegating adequate authority. 
C)  "passing the buck" for David's performance. 
D)  becoming accountable for David's work. 
E)  overestimating David's capabilities.

Question 11

Which of the following is true of just-in-time JIT)?

Accepted Answer

A)  JIT calls for subassemblies and components to be manufactured in very large volumes. 
B)  JIT offers efficiency only when the costs of storing items are lower than the costs of frequent delivery. 
C)  JIT is limited to the production department and cannot be applied as a companywide philosophy. 
D)  In JIT, a customer order triggers a factory order and the production process. 
E)  In JIT, external suppliers deliver raw materials to the company at least three months before production. 
A)  JIT calls for subassemblies and components to be manufactured in very large volumes. 
B)  JIT offers efficiency only when the costs of storing items are lower than the costs of frequent delivery. 
C)  JIT is limited to the production department and cannot be applied as a companywide philosophy. 
D)  In JIT, a customer order triggers a factory order and the production process. 
E)  In JIT, external suppliers deliver raw materials to the company at least three months before production.

Question 12

In the context of delegation, a problem faced by a subordinate in carrying out a delegated task is

Accepted Answer

A)  having the power to take corrective action. 
B)  being given more responsibility than authority. 
C)  depending on autonomy than close supervisory control. 
D)  eliminating any opportunity for creativity. 
E)  having to report to the manager about the status and quality of performance. 
A)  having the power to take corrective action. 
B)  being given more responsibility than authority. 
C)  depending on autonomy than close supervisory control. 
D)  eliminating any opportunity for creativity. 
E)  having to report to the manager about the status and quality of performance.

Question 13

In organizing, coordination is

Accepted Answer

A)  the expectation that employees will perform a job and take corrective action when necessary. 
B)  a process in which different individuals and units perform different tasks. 
C)  the procedures that link the various parts of an organization to achieve the organization's overall mission. 
D)  the legitimate right to make decisions and to dictate to other people what to do. 
E)  a process that separates units based on products, customers, or geographic regions to reduce integration among the units. 
A)  the expectation that employees will perform a job and take corrective action when necessary. 
B)  a process in which different individuals and units perform different tasks. 
C)  the procedures that link the various parts of an organization to achieve the organization's overall mission. 
D)  the legitimate right to make decisions and to dictate to other people what to do. 
E)  a process that separates units based on products, customers, or geographic regions to reduce integration among the units.

Question 14

________ is the assignment of different tasks to different people or groups in an organization.

Accepted Answer

A)  Locus of control 
B)  Standardization 
C)  Division of labor 
D)  Value chain 
E)  Supply chain 
A)  Locus of control 
B)  Standardization 
C)  Division of labor 
D)  Value chain 
E)  Supply chain

Question 15

Technology supports agility through

Accepted Answer

A)  low volume of production. 
B)  technologies that start and do not stop. 
C)  methods, processes, systems, and skills. 
D)  inflexible manufacturing. 
E)  calamity. 
A)  low volume of production. 
B)  technologies that start and do not stop. 
C)  methods, processes, systems, and skills. 
D)  inflexible manufacturing. 
E)  calamity.

Question 16

What are the conditions under which the span of control should be wide?

Accepted Answer

The span of control

Question 17

Which of the following approaches to departmentalization requires proper management of all the issues surrounding decentralization and delegation for it to be effective?

Accepted Answer

A)  functional 
B)  product 
C)  network 
D)  bureaucratic 
E)  mechanistic 
A)  functional 
B)  product 
C)  network 
D)  bureaucratic 
E)  mechanistic

Question 18

Differentiate between traditional factories and flexible factories.

Accepted Answer

As the name implies, flexible

Question 19

__________ is a structure with authority directly related to the three broad levels of the organizational pyramid.

Accepted Answer

A)  Hierarchy 
B)  Value chain 
C)  Locus of control 
D)  Specialization 
E)  Division of labor 
A)  Hierarchy 
B)  Value chain 
C)  Locus of control 
D)  Specialization 
E)  Division of labor

Question 20

In the context of coordination in an organization, explain the two strategies that can be used by managers to cope with high uncertainty and heavy information demands.

Accepted Answer

To cope with high uncertainty

As large companies try to regain the responsiveness of small companies, they often consider

In the context of horizontal structure of a firm, _____ are those that have responsibility for the principal activities of the firm.

What are the advantages of the traditional functional approach to departmentalization?

_______ is the production of both high-volume and high-variety products at the same time.

In the context of a firm's vertical structure, a powerful trend for U.S. businesses over the past few decades has been to

If a manager delegates responsibility to a subordinate, he or she is

Which of the following conditions should be met for the lean manufacturing approach to result in more effective operations?

Subdividing an organization into smaller units in a horizontal structure is

Which of the following statements about matrix organization is true?

Which of the following is true of just-in-time JIT)?

In the context of delegation, a problem faced by a subordinate in carrying out a delegated task is

In organizing, coordination is

________ is the assignment of different tasks to different people or groups in an organization.

Technology supports agility through

What are the conditions under which the span of control should be wide?

Which of the following approaches to departmentalization requires proper management of all the issues surrounding decentralization and delegation for it to be effective?

Differentiate between traditional factories and flexible factories.

__________ is a structure with authority directly related to the three broad levels of the organizational pyramid.

In the context of coordination in an organization, explain the two strategies that can be used by managers to cope with high uncertainty and heavy information demands.

Managing Effectively in a Global World

The Evolution of Management

The Organizational Environment and Culture

Ethics and Corporate Responsibility

Planning and Decision Making

Entrepreneurship

Managing Human Resources

Managing Diversity and Inclusion

Leadership

Motivating People

Teamwork

Communicating

Managerial Control

Innovating and Changing

Filters

Exam 7: Organizing for Success

As large companies try to regain the responsiveness of small companies, they often consider

In the context of horizontal structure of a firm, _____ are those that have responsibility for the principal activities of the firm.

What are the advantages of the traditional functional approach to departmentalization?

_______ is the production of both high-volume and high-variety products at the same time.

In the context of a firm's vertical structure, a powerful trend for U.S. businesses over the past few decades has been to

If a manager delegates responsibility to a subordinate, he or she is

Which of the following conditions should be met for the lean manufacturing approach to result in more effective operations?

Subdividing an organization into smaller units in a horizontal structure is

Which of the following statements about matrix organization is true?

Which of the following is true of just-in-time JIT)?

In the context of delegation, a problem faced by a subordinate in carrying out a delegated task is

In organizing, coordination is

________ is the assignment of different tasks to different people or groups in an organization.

Technology supports agility through

What are the conditions under which the span of control should be wide?

Which of the following approaches to departmentalization requires proper management of all the issues surrounding decentralization and delegation for it to be effective?

Differentiate between traditional factories and flexible factories.

__________ is a structure with authority directly related to the three broad levels of the organizational pyramid.

In the context of coordination in an organization, explain the two strategies that can be used by managers to cope with high uncertainty and heavy information demands.

Managing Effectively in a Global World

The Evolution of Management

The Organizational Environment and Culture

Ethics and Corporate Responsibility

Planning and Decision Making

Entrepreneurship

Managing Human Resources

Managing Diversity and Inclusion

Leadership

Motivating People

Teamwork

Communicating

Managerial Control

Innovating and Changing

Filters