Question 1

An organization that doesn't have a conventional structure,but instead assembles talent as needed from the open market,is called a(n)________ organization.

Accepted Answer

A)  unstructured 
B)  functional 
C)  informal 
D)  line-and-staff 
E)  line 
A)  unstructured 
B)  functional 
C)  informal 
D)  line-and-staff 
E)  line

Question 2

Which of the following is a defining characteristic of a command team?

Accepted Answer

A)  It is organized along the lines of the organization's vertical structure. 
B)  It manages its own activities and requires minimal supervision. 
C)  It uses communication technology to bring together geographically distant employees to achieve goals. 
D)  It is comprised of people from several departments who are temporarily brought together to address a specific issue. 
E)  It draws together employees from various functional areas and expertise. 
A)  It is organized along the lines of the organization's vertical structure. 
B)  It manages its own activities and requires minimal supervision. 
C)  It uses communication technology to bring together geographically distant employees to achieve goals. 
D)  It is comprised of people from several departments who are temporarily brought together to address a specific issue. 
E)  It draws together employees from various functional areas and expertise.

Question 3

Which of the following is a defining characteristic of unstructured organizations?

Accepted Answer

A)  It takes the virtual and networked organizational concepts to an extreme. 
B)  It decreases division of labor and work specialization. 
C)  It has a chain-of-command system that establishes a clear line of authority flowing from the top down. 
D)  It involves grouping employees according to their skills. 
E)  It involves using product divisions, grouping departments around each of the company's products. 
A)  It takes the virtual and networked organizational concepts to an extreme. 
B)  It decreases division of labor and work specialization. 
C)  It has a chain-of-command system that establishes a clear line of authority flowing from the top down. 
D)  It involves grouping employees according to their skills. 
E)  It involves using product divisions, grouping departments around each of the company's products.

Question 4

A diagram that shows how employees and tasks are grouped and where the lines of communication and authority flow is called a(n)________.

Accepted Answer

A)  positional depiction 
B)  matrix structure 
C)  network structure 
D)  organization chart 
E)  functional chart 
A)  positional depiction 
B)  matrix structure 
C)  network structure 
D)  organization chart 
E)  functional chart

Question 5

Core competencies are those activities in which a company excels and has the potential to create competitive advantages.

Accepted Answer

A) True 
 B)False

Question 6

A team is a unit of two or more people who work together to achieve a shared goal.

Accepted Answer

A) True 
 B)False

Question 7

Define span of management.How does the span of management in flat organizations differ from that in tall organizations.

Accepted Answer

The number of people a manager directly

Question 8

A company whose structure,policies,and capabilities allow employees to respond quickly to customer needs and changes in the business environment is termed as a(n)________.

Accepted Answer

A)  agile organization 
B)  hyperspecialized organization 
C)  formal organization 
D)  umbrella organization 
E)  mechanistic organization 
A)  agile organization 
B)  hyperspecialized organization 
C)  formal organization 
D)  umbrella organization 
E)  mechanistic organization

Question 9

Linda,a marketing analyst at Chase Manufacturing,has been assigned to work on a new project team that includes employees from engineering,accounting,and manufacturing teams.Linda will continue to report to the marketing manager,and she will also report to the team leader for the new project team.Thus,she would be a part of a functional group as well as a project team.It would appear that Chase Manufacturing has a(n)________ organizational structure.

Accepted Answer

A)  matrix 
B)  flat 
C)  informal 
D)  line 
E)  network 
A)  matrix 
B)  flat 
C)  informal 
D)  line 
E)  network

Question 10

From the perspective of companies,which of the following is a potential benefit of an unstructured firm?

Accepted Answer

A)  Companies are more certain that they will be able to get the talent they need. 
B)  Companies have a workforce with increased sense of loyalty. 
C)  Companies find it easier to groom replacement managers and executives. 
D)  Companies have clear built-in lines of accountability up and down the chain of command. 
E)  Companies can ramp capacity up and down more quickly and with less trauma. 
A)  Companies are more certain that they will be able to get the talent they need. 
B)  Companies have a workforce with increased sense of loyalty. 
C)  Companies find it easier to groom replacement managers and executives. 
D)  Companies have clear built-in lines of accountability up and down the chain of command. 
E)  Companies can ramp capacity up and down more quickly and with less trauma.

Question 11

Compare and contrast an unstructured organization with a conventional organization.

Accepted Answer

An unstructured organization is an organ

Question 12

A network structure stretches beyond the boundaries of a company to connect a variety of partners and suppliers that perform selected tasks for a headquarters organization.

Accepted Answer

A) True 
 B)False

Question 13

From the perspective of workers,which of the following is a potential drawback of working for an unstructured organization?

Accepted Answer

A)  Worker's evaluations are subjective and based almost entirely on the manager's impressions. 
B)  Workers have reduced flexibility and freedom. 
C)  Workers lack access to more interesting and more fulfilling work. 
D)  Workers have a sense of working with a team for a larger, shared purpose. 
E)  Workers are left to fend for themselves and to keep their skills current at their own expense. 
A)  Worker's evaluations are subjective and based almost entirely on the manager's impressions. 
B)  Workers have reduced flexibility and freedom. 
C)  Workers lack access to more interesting and more fulfilling work. 
D)  Workers have a sense of working with a team for a larger, shared purpose. 
E)  Workers are left to fend for themselves and to keep their skills current at their own expense.

Question 14

Identify and define the stages of team development according to Bruce Tuckman.

Accepted Answer

Several models have been proposed to des

Question 15

At Meyer Department Store,employees are encouraged to make certain decisions without consulting their managers.For example,cashiers are allowed to make price adjustments for customers without consulting the store manager as long as the amount of the adjustment is less than $10.Meyer Department Store is most likely to have which of the following organizational structures?

Accepted Answer

A)  departmentalized decision making 
B)  structured decision making 
C)  decentralized decision making 
D)  informal organization 
E)  tall organization 
A)  departmentalized decision making 
B)  structured decision making 
C)  decentralized decision making 
D)  informal organization 
E)  tall organization

Question 16

In a furniture factory,one worker cuts the wood according to the design,another worker glues and screws the pieces together,and another worker stains and polishes the wood.This is an example of ________.

Accepted Answer

A)  core competencies 
B)  decentralization 
C)  work specialization 
D)  chain of command 
E)  centralization 
A)  core competencies 
B)  decentralization 
C)  work specialization 
D)  chain of command 
E)  centralization

Question 17

A team that may become permanent in order to deal with regularly recurring tasks is called a task force.

Accepted Answer

A) True 
 B)False

Question 18

Compare and contrast functional structure with divisional structure.

Accepted Answer

The functional structure groups employee

Question 19

A self-managed team requires little supervision,controls the pace of its work and determines work assignments.

Accepted Answer

A) True 
 B)False

Question 20

Groupthink occurs when ________.

Accepted Answer

A)  managers favour employees who don't compete with their own particular strengths. 
B)  employees judge a decision by its eventual outcome instead of based on the quality of the decision at the time it was made. 
C)  peer pressures cause individual team members to withhold contrary or unpopular opinions. 
D)  a team places too much importance on one aspect of an event, which causes errors in accurately predicting the utility of a future outcome. 
E)  employees rely too heavily, or "anchor," on one trait or piece of information when making decisions about team members. 
A)  managers favour employees who don't compete with their own particular strengths. 
B)  employees judge a decision by its eventual outcome instead of based on the quality of the decision at the time it was made. 
C)  peer pressures cause individual team members to withhold contrary or unpopular opinions. 
D)  a team places too much importance on one aspect of an event, which causes errors in accurately predicting the utility of a future outcome. 
E)  employees rely too heavily, or "anchor," on one trait or piece of information when making decisions about team members.

An organization that doesn't have a conventional structure,but instead assembles talent as needed from the open market,is called a(n)________ organization.

Which of the following is a defining characteristic of a command team?

Which of the following is a defining characteristic of unstructured organizations?

A diagram that shows how employees and tasks are grouped and where the lines of communication and authority flow is called a(n)________.

Core competencies are those activities in which a company excels and has the potential to create competitive advantages.

A team is a unit of two or more people who work together to achieve a shared goal.

Define span of management.How does the span of management in flat organizations differ from that in tall organizations.

A company whose structure,policies,and capabilities allow employees to respond quickly to customer needs and changes in the business environment is termed as a(n)________.

From the perspective of companies,which of the following is a potential benefit of an unstructured firm?

Compare and contrast an unstructured organization with a conventional organization.

A network structure stretches beyond the boundaries of a company to connect a variety of partners and suppliers that perform selected tasks for a headquarters organization.

From the perspective of workers,which of the following is a potential drawback of working for an unstructured organization?

Identify and define the stages of team development according to Bruce Tuckman.

In a furniture factory,one worker cuts the wood according to the design,another worker glues and screws the pieces together,and another worker stains and polishes the wood.This is an example of ________.

A team that may become permanent in order to deal with regularly recurring tasks is called a task force.

Compare and contrast functional structure with divisional structure.

A self-managed team requires little supervision,controls the pace of its work and determines work assignments.

Groupthink occurs when ________.

Developing a Business Mindset

Understanding Basic Economics

The Global Marketplace

Business Ethics and Corporate Social Responsibility

Forms of Ownership

Entrepreneurship and Small Business Ownership

Management Roles, Functions, and Skills

Production Systems

Employee Motivation

Human Resources Management

Labor Relations

The Art and Science of Marketing

Product and Pricing Strategies

Distribution and Marketing Logistics

Customer Communication

Financial Information and Accounting Concepts

Financial Management

Financial Markets and Investment Strategies

The Money Supply and Banking Systems

Filters

Exam 8: Organization and Teamwork

An organization that doesn't have a conventional structure,but instead assembles talent as needed from the open market,is called a(n)________ organization.

Which of the following is a defining characteristic of a command team?

Which of the following is a defining characteristic of unstructured organizations?

A diagram that shows how employees and tasks are grouped and where the lines of communication and authority flow is called a(n)________.

Core competencies are those activities in which a company excels and has the potential to create competitive advantages.

A team is a unit of two or more people who work together to achieve a shared goal.

Define span of management.How does the span of management in flat organizations differ from that in tall organizations.

A company whose structure,policies,and capabilities allow employees to respond quickly to customer needs and changes in the business environment is termed as a(n)________.

From the perspective of companies,which of the following is a potential benefit of an unstructured firm?

Compare and contrast an unstructured organization with a conventional organization.

A network structure stretches beyond the boundaries of a company to connect a variety of partners and suppliers that perform selected tasks for a headquarters organization.

From the perspective of workers,which of the following is a potential drawback of working for an unstructured organization?

Identify and define the stages of team development according to Bruce Tuckman.

In a furniture factory,one worker cuts the wood according to the design,another worker glues and screws the pieces together,and another worker stains and polishes the wood.This is an example of ________.

A team that may become permanent in order to deal with regularly recurring tasks is called a task force.

Compare and contrast functional structure with divisional structure.

A self-managed team requires little supervision,controls the pace of its work and determines work assignments.

Groupthink occurs when ________.

Developing a Business Mindset

Understanding Basic Economics

The Global Marketplace

Business Ethics and Corporate Social Responsibility

Forms of Ownership

Entrepreneurship and Small Business Ownership

Management Roles, Functions, and Skills

Production Systems

Employee Motivation

Human Resources Management

Labor Relations

The Art and Science of Marketing

Product and Pricing Strategies

Distribution and Marketing Logistics

Customer Communication

Financial Information and Accounting Concepts

Financial Management

Financial Markets and Investment Strategies

The Money Supply and Banking Systems

Filters