Question 1

Which of the following is an advantage of delegation?

Accepted Answer

A)  It helps managers develop skills and knowledge. 
B)  It reduces accountability of the manager. 
C)  It conserves managers' most valuable asset: time. 
D)  It increases managers' influence over their subordinates. 
E)  It improves the ethical climate of organizations. 
A)  It helps managers develop skills and knowledge. 
B)  It reduces accountability of the manager. 
C)  It conserves managers' most valuable asset: time. 
D)  It increases managers' influence over their subordinates. 
E)  It improves the ethical climate of organizations.

Question 2

One of the strengths of a matrix organization is that decision making is decentralized to a level where information is processed properly and relevant knowledge is applied.

Accepted Answer

A) True 
 B)False

Question 3

Sharon, an accounting intern, was given an assignment by her manager. She needed to obtain information from other departments to complete her assignment. But, some departments refused to share information with an intern. She was frustrated because she did not have the influence to get the information she needed. In the context of this situation, Sharon's manager made the mistake of:

Accepted Answer

A)  delegating inappropriate tasks to an intern. 
B)  delegating responsibility without adequate authority. 
C)  "passing the buck" for Sharon's performance. 
D)  taking credit for Sharon's accomplishments. 
E)  overestimating Sharon's capabilities. 
A)  delegating inappropriate tasks to an intern. 
B)  delegating responsibility without adequate authority. 
C)  "passing the buck" for Sharon's performance. 
D)  taking credit for Sharon's accomplishments. 
E)  overestimating Sharon's capabilities.

Question 4

In the context of organizational integration, _____ refers to a situation when interdependent units are required to meet deadlines and objectives that contribute to a common goal.

Accepted Answer

A)  coordination by plan 
B)  communication 
C)  standardization 
D)  formalization 
E)  collaboration 
A)  coordination by plan 
B)  communication 
C)  standardization 
D)  formalization 
E)  collaboration

Question 5

The ISO 9001 standards apply to management systems at any organization and address eight principles.

Accepted Answer

A) True 
 B)False

Question 6

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)  product divisions 
C)  geographic divisions 
D)  line departments 
E)  customer divisions 
A)  staff departments 
B)  product divisions 
C)  geographic divisions 
D)  line departments 
E)  customer divisions

Question 7

In the context of total quality management, which of the following is one of Deming's "14 points" of quality?

Accepted Answer

A)  Strive for short-term improvement rather than long-term profit. 
B)  Ensure compliance by punishing those who deviate from process. 
C)  Eliminate slogans, exhortations, and arbitrary targets. 
D)  Use numerical quotas. 
E)  Mass inspection is the best way to ensure quality. 
A)  Strive for short-term improvement rather than long-term profit. 
B)  Ensure compliance by punishing those who deviate from process. 
C)  Eliminate slogans, exhortations, and arbitrary targets. 
D)  Use numerical quotas. 
E)  Mass inspection is the best way to ensure quality.

Question 8

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)  reduce standardization. 
C)  do away with middle management. 
D)  increase formalization. 
E)  limit decision-making authority to top management. 
A)  reduce the number of hierarchical layers. 
B)  reduce standardization. 
C)  do away with middle management. 
D)  increase formalization. 
E)  limit decision-making authority to top management.

Question 9

When delegating responsibilities, the manager should not delegate to the subordinate any authority in order to get the job done.

Accepted Answer

A) True 
 B)False

Question 10

In the context of integration, which of the following is true of the findings of Lawrence and Lorsch?

Accepted Answer

A)  The more highly differentiated the firm, the lesser the need for integration among its units. 
B)  Focusing on integration may speed up innovation for a while in an organization. 
C)  Highly differentiated firms were more likely to fail in a complex environment if they failed to integrate their activities adequately. 
D)  Companies with more structural integration were more likely to introduce new products soon after acquisition. 
E)  Highly differentiated firms were successful if they had low levels of integration. 
A)  The more highly differentiated the firm, the lesser the need for integration among its units. 
B)  Focusing on integration may speed up innovation for a while in an organization. 
C)  Highly differentiated firms were more likely to fail in a complex environment if they failed to integrate their activities adequately. 
D)  Companies with more structural integration were more likely to introduce new products soon after acquisition. 
E)  Highly differentiated firms were successful if they had low levels of integration.

Question 11

In a(n) _____ organization, top managers make all the decisions and pass them down to lower levels for implementation.

Accepted Answer

A)  informal 
B)  centralized 
C)  organic 
D)  decentralized 
E)  horizontal 
A)  informal 
B)  centralized 
C)  organic 
D)  decentralized 
E)  horizontal

Question 12

Use the information given to answer the questions that follow.
Scenario A. You have been promoted to a managerial position in Cookie Capers, a private company selling bakery products. You are pleased with your new job but are concerned about some problems you have been facing. You are required to determine the leave schedules of employees. However, the owner of the company overrides your decisions. Consequently, your subordinates do not respect your position as a manager. Also, the owner holds you responsible when subordinates fail to perform satisfactorily.
-In the context of the above scenario, which of the following is the reason for the problem you are facing?

Accepted Answer

A)  The owner is displeased with your work. 
B)  The owner has not delegated enough authority to enable you to do your work. 
C)  The employees prefer to be guided by another manager. 
D)  The employees feel that you are inexperienced. 
E)  The owner does not have enough faith in your work. 
A)  The owner is displeased with your work. 
B)  The owner has not delegated enough authority to enable you to do your work. 
C)  The employees prefer to be guided by another manager. 
D)  The employees feel that you are inexperienced. 
E)  The owner does not have enough faith in your work.

Question 13

The board of directors, led by the chairperson, makes major decisions affecting the organization, subject to corporate charter and bylaw provisions.

Accepted Answer

A) True 
 B)False

Question 14

The assignment of a task that an employee is supposed to carry out is known as:

Accepted Answer

A)  responsibility. 
B)  authority. 
C)  coordination. 
D)  accountability. 
E)  span of control. 
A)  responsibility. 
B)  authority. 
C)  coordination. 
D)  accountability. 
E)  span of control.

Question 15

In the context of organizational integration, establishing common routines and standard operating procedures that apply uniformly to everyone is known as:

Accepted Answer

A)  formalization. 
B)  accountability. 
C)  responsibility. 
D)  authority. 
E)  standardization. 
A)  formalization. 
B)  accountability. 
C)  responsibility. 
D)  authority. 
E)  standardization.

Question 16

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

Accepted Answer

A)  being restrained by frequent checks. 
B)  being given more responsibility than authority. 
C)  having too many details spelled out. 
D)  eliminating any opportunity for creativity. 
E)  having to report to the manager frequently. 
A)  being restrained by frequent checks. 
B)  being given more responsibility than authority. 
C)  having too many details spelled out. 
D)  eliminating any opportunity for creativity. 
E)  having to report to the manager frequently.

Question 17

Mallory, the manager of a branch of Simply Sweet Bakery, leads a group of ten people. She reports directly to the owner of Simply Sweet. Thus, in the context of span of control, Simply Sweet is a tall organization.

Accepted Answer

A) True 
 B)False

Question 18

Total quality management reorients managers toward involving people across departments in improving all aspects of the business.

Accepted Answer

A) True 
 B)False

Question 19

Compare and contrast centralized and decentralized organizations.

Accepted Answer

The answer of Compare and contrast centralized and decentralized organizations....

Question 20

If a manager delegates responsibility to a subordinate, he or she is relieved of accountability for the actions of his or her subordinate.

Accepted Answer

A) True 
 B)False

Which of the following is an advantage of delegation?

One of the strengths of a matrix organization is that decision making is decentralized to a level where information is processed properly and relevant knowledge is applied.

In the context of organizational integration, _____ refers to a situation when interdependent units are required to meet deadlines and objectives that contribute to a common goal.

The ISO 9001 standards apply to management systems at any organization and address eight principles.

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

In the context of total quality management, which of the following is one of Deming's "14 points" of quality?

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

When delegating responsibilities, the manager should not delegate to the subordinate any authority in order to get the job done.

In the context of integration, which of the following is true of the findings of Lawrence and Lorsch?

In a(n) _____ organization, top managers make all the decisions and pass them down to lower levels for implementation.

The board of directors, led by the chairperson, makes major decisions affecting the organization, subject to corporate charter and bylaw provisions.

The assignment of a task that an employee is supposed to carry out is known as:

In the context of organizational integration, establishing common routines and standard operating procedures that apply uniformly to everyone is known as:

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

Mallory, the manager of a branch of Simply Sweet Bakery, leads a group of ten people. She reports directly to the owner of Simply Sweet. Thus, in the context of span of control, Simply Sweet is a tall organization.

Total quality management reorients managers toward involving people across departments in improving all aspects of the business.

Compare and contrast centralized and decentralized organizations.

If a manager delegates responsibility to a subordinate, he or she is relieved of accountability for the actions of his or her subordinate.

Managing 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

Managing Control

Innovating and Changing

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Exam 7: Organizing for Success

Which of the following is an advantage of delegation?

One of the strengths of a matrix organization is that decision making is decentralized to a level where information is processed properly and relevant knowledge is applied.

In the context of organizational integration, _____ refers to a situation when interdependent units are required to meet deadlines and objectives that contribute to a common goal.

The ISO 9001 standards apply to management systems at any organization and address eight principles.

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

In the context of total quality management, which of the following is one of Deming's "14 points" of quality?

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

When delegating responsibilities, the manager should not delegate to the subordinate any authority in order to get the job done.

In the context of integration, which of the following is true of the findings of Lawrence and Lorsch?

In a(n) _____ organization, top managers make all the decisions and pass them down to lower levels for implementation.

The board of directors, led by the chairperson, makes major decisions affecting the organization, subject to corporate charter and bylaw provisions.

The assignment of a task that an employee is supposed to carry out is known as:

In the context of organizational integration, establishing common routines and standard operating procedures that apply uniformly to everyone is known as:

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

Mallory, the manager of a branch of Simply Sweet Bakery, leads a group of ten people. She reports directly to the owner of Simply Sweet. Thus, in the context of span of control, Simply Sweet is a tall organization.

Total quality management reorients managers toward involving people across departments in improving all aspects of the business.

Compare and contrast centralized and decentralized organizations.

If a manager delegates responsibility to a subordinate, he or she is relieved of accountability for the actions of his or her subordinate.

Managing 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

Managing Control

Innovating and Changing

Filters