Deck 4: Organizing

Question 1

When an entire job is broken down into a number of steps,rather than being done by one individual,and each step is completed by a separate individual,it is called:

A)work coordination.
B)work specialization.
C)job rotation.
D)contingency planning.
E)management by objectives.

Answer 1

B

Question 2

The process that gives the supervisor the right to direct the work of his or her employees and make certain decisions without consulting others is:

A)staff authority.
B)line authority.
C)functional authority.
D)chain of command.
E)work simplification.

Answer 2

B

Question 3

Decision-making responsibility in the hands of top management is called is called:

A)empowerment.
B)functionalization.
C)centralization.
D)defunctionalization.
E)decentralization.

Answer 3

C

Question 4

The structure of an organization made up of self-contained units that focus on results is referred to as:

A)formal structure.
B)simple structure.
C)informal structure.
D)functional structure.
E)divisional structure.

Question 5

The supervisor in the matrix structure with authority over the functional members of the team is called a:

A)functional supervisor.
B)job specialist.
C)project supervisor.
D)presiding supervisor.
E)dual supervisor.

Question 6

Organizations have cut costs and streamlined their organizational design to respond better to customer needs by:

A)pushing decision-making authority down to the lowest level.
B)delegating authority to support groups.
C)requiring supervisors to maintain authority due to accountability.
D)centralizing authority at the top.
E)making middle managers less responsible.

Question 7

Supervisory obligations such as achieving a unit's goals,keeping costs within budget,following organizational policies,and motivating employees fall under the heading of:

A)accountability.
B)responsibility.
C)functional authority.
D)line authority.
E)units of command.

Question 8

The problems of work specialization include:

A)boredom and fatigue.
B)stress and low productivity.
C)poor quality and increased absenteeism.
D)all of the above.

Question 9

A technique that can be used for processing customers as well as products is known as:

A)unity of command.
B)scalar chain.
C)process departmentalization.
D)control departmentalization.
E)individualized departmentalization.

Question 10

Responsibility without authority creates:

A)frustration and the feeling of powerlessness.
B)excessive demands and coerciveness.
C)a feeling of control and exploitiveness.
D)dominance and decisiveness.
E)confidence and satisfaction.

Question 11

The process of arranging and grouping jobs,allocating resources,and assigning work in a department so that activities can be accomplished as planned is:

A)commanding.
B)planning.
C)controlling.
D)organizing.
E)leading.

Question 12

The concept referring to the rights inherent in a supervisory position to give orders and expect the orders to be obeyed is:

A)responsibility.
B)work simplification.
C)authority.
D)coordination.
E)accountability.

Question 13

A principle that states that a subordinate has only one supervisor to whom he or she is directly responsible is called:

A)functional authority.
B)span of control.
C)division of work.
D)work simplification.
E)unity of command.

Question 14

The number of employees a supervisor can efficiently and effectively direct is called:

A)span of control.
B)re-engineering of work.
C)work simplification.
D)total quality management.
E)division of work.

Question 15

Organizations are departmentalized based on the following EXCEPT FOR:

A)functional.
B)product.
C)customer.
D)specialization.
E)geographic.

Question 16

A supervisor who represents rights over individuals outside one's own direct areas of responsibility has:

A)staff authority.
B)line authority.
C)functional authority.
D)unity of command.
E)chain of command.

Question 17

When top management creates organizational units like divisions,regions,territories,and departments-and allocates supervisory personnel to each with specific goals to achieve and other
Responsibilities-it must also give these supervisors enough:

A)span of management to exercise the chain of command.
B)authority to successfully carry out those responsibilities.
C)restructuring of work to implement job specialization.
D)decentralization to maintain authority within the management hierarchy.
E)work simplification to implement management by objectives.

Question 18

A nonelaborate structure,low in complexity,with little formalization,and with authority centralized in a single person;a "flat" organization with only two or three levels is referred to as a:

A)chain of command.
B)simple structure.
C)scalar chain.
D)bureaucratic organization.
E)massive,multi-leveled structure.

Question 19

The organizational structure that breaks the rule and creates a dual chain of command is called the:

A)simple structure.
B)matrix structure.
C)divisional structure.
D)functional structure.
E)complex structure.

Question 20

Staff authority supports line authority in all of the following EXCEPT FOR:

A)assisting.
B)advising.
C)directing.
D)servicing.

Question 21

The three types of authority include all of the following EXCEPT:

A)functional.
B)line.
C)staff.
D)nonfunctional.

Question 22

Authority without responsibility creates opportunities for abuse.

Question 23

Employees in a matrix structure have two managers: their functional departmental supervisor,and their product or project supervisor.

Question 24

An organization in which similar and related occupational specialties are grouped together is referred to as a:

A)mechanistic organization.
B)quality circle.
C)functional structure.
D)self-managed teams.
E)bureaucratic organization.

Question 25

Factors that help determine the span of control are:

A)complexity of employee's activities.
B)varied job duties.
C)department's formal rules and regulations.
D)employee's abilities.
E)All of the above

Question 26

An organization that has developed a capacity to continuously adapt and change because all its members take an active role in identifying and resolving work-related issues is referred to as a(n):

A)diverse organization.
B)boundaryless organization.
C)learning organization.
D)changing organization.
E)modern organization.

Question 27

Today,supervisors understand that while division of labor provides economic efficiencies,it is also an unending source of increased productivity.

Question 28

In the 1920s and 1930s,as organizations got bigger and more formal,supervisors felt a need to provide more coordination of activities and tighter control over operations.

Question 29

An important trend currently taking place in organizations is that spans of control are almost unanimously being expanded.

Question 30

The four-step process of delegation includes all of the following EXCEPT:

A)allocation of duties.
B)delegation of authority.
C)assignment of responsibility.
D)creation of accountability.
E)transfer of blame.

Question 31

As many organizations have cut costs and streamlined their organizational design to respond better to customer needs,they have pushed decision-making authority down to the lowest levels in the organization.

Question 32

The structure most widely used in smaller businesses in which the supervisor and the owner are often the same person is called a:

A)simple structure.
B)line structure.
C)process layout.
D)geographic structure.
E)line and staff structure.

Question 33

The simple structure of management is used in what size business?

A)Large
B)Mega-size
C)Mid-size
D)Small
TRUE/FALSE.Write 'T' if the statement is true and 'F' if the statement is false.

Question 34

Once the organization structure is in place,a supervisor must identify the tasks to be done, combine them into jobs,and then formalize the process through a:

A)matrix organization.
B)bureaucratic organization.
C)scalar chain.
D)job description.
E)chain of command.

Question 35

Individuals and groups will develop formal alliances that are informally structured and organizationally determined.

Question 36

A job description is a written statement of what a jobholder does,how the job is done,and why it is done.

Question 37

Supervisors increasing their employee's involvement in their work through greater participation in decisions that control their work and by expanding responsibility for work outcomes is called:

A)empowerment.
B)unity of command.
C)organization structure.
D)chain of command.
E)scalar chain.

Question 38

According to the unity of command principle you should ensure that each employee has one manager to whom he or she directly reports when allocating tasks to individuals in your department.

Question 39

There are three different types of authority: functional,line,and unity of command.

Question 40

A written statement of what a jobholder does,how the job is done,and why it is done is called a:

A)job specification.
B)work standard.
C)job classification method.
D)chain of command.
E)job description.