Question 1

Which of the following is NOT a process characterized by Likert?

Accepted Answer

A)  Leadership 
B)  Decision making 
C)  Planning 
D)  Controlling 
E)  Communication 
A)  Leadership 
B)  Decision making 
C)  Planning 
D)  Controlling 
E)  Communication

Question 2

Bully Hill is a New York wine maker. It uses ____________________ technology to transform investment grapes into wine.

Accepted Answer

The answer of Bully Hill is a New York wine...

Question 3

In a(n) _____ organization, when the needs of the organization change, its managers bring in temporary workers, lease facilities, and outsource basic support services to meet the demands of each unique situation.

Accepted Answer

A)  team 
B)  hybrid 
C)  nonfunctional 
D)  virtual 
E)  e-created 
A)  team 
B)  hybrid 
C)  nonfunctional 
D)  virtual 
E)  e-created

Question 4

The Landon Corporation has three divisions that are very closely related and functional departments for personnel and information systems. Landon is using a hybrid design.

Accepted Answer

A) True 
 B)False

Question 5

Heinrich works for Siemens Corporation. He lives in New York City and reports to both the communications president in Munich and the president in charge of Siemens Americas. He works in a ____ design organization.

Accepted Answer

A)  conglomerate (H-form) 
B)  divisional (M-form) 
C)  functional (U-form) 
D)  hybrid 
E)  matrix 
A)  conglomerate (H-form) 
B)  divisional (M-form) 
C)  functional (U-form) 
D)  hybrid 
E)  matrix

Question 6

A strength of Likert's System design is that it finds one best way to design an organization.

Accepted Answer

A) True 
 B)False

Question 7

If a firm is using related diversification, there must be a high level of coordination among the various units to capitalize on the presumed  ____________________ inherent in this strategy.

Accepted Answer

The answer of If a firm is using related diversification,...

Question 8

The two universal approaches to organization design that represent the foundation of what we know about organization design are

Accepted Answer

A)  classical and scientific. 
B)  administrative and classical. 
C)  bureaucratic and behavioral. 
D)  bureaucratic and scientific. 
E)  behavioral and administrative. 
A)  classical and scientific. 
B)  administrative and classical. 
C)  bureaucratic and behavioral. 
D)  bureaucratic and scientific. 
E)  behavioral and administrative.

Question 9

Some fast-food restaurants introduced healthier food options in response to lawsuits. This reactor strategy indicates that those fast-food restaurants

Accepted Answer

A)  were probably not connected logically to their organization design. 
B)  were likely to have either a System 2 or a System 3 design. 
C)  were likely to have a flat and decentralized organization design. 
D)  were likely to have a tall and centralized organization design. 
E)  were likely to have flexible organization design. 
A)  were probably not connected logically to their organization design. 
B)  were likely to have either a System 2 or a System 3 design. 
C)  were likely to have a flat and decentralized organization design. 
D)  were likely to have a tall and centralized organization design. 
E)  were likely to have flexible organization design.

Question 10

Firms using unrelated diversification more likely rely on a strong hierarchical reporting system, so that corporate managers can better monitor the performance of individual units within the firm.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following statements does NOT describe a shortcoming of bureaucratic organizations?

Accepted Answer

A)  With bureaucratic organizations, social processes are ignored. 
B)  Organizational efficiency is reduced in a bureaucratic organization. 
C)  There is extensive use of division of labor in a bureaucratic organization. 
D)  With bureaucratic organizations, assumptions about employee loyalty are unrealistic. 
E)  Bureaucratic organizations tend to be rigid and inflexible. 
A)  With bureaucratic organizations, social processes are ignored. 
B)  Organizational efficiency is reduced in a bureaucratic organization. 
C)  There is extensive use of division of labor in a bureaucratic organization. 
D)  With bureaucratic organizations, assumptions about employee loyalty are unrealistic. 
E)  Bureaucratic organizations tend to be rigid and inflexible.

Question 12

The matrix organization design violates Fayol's principle of unity of command, which states that each subordinate should report to one and only one superior.

Accepted Answer

A) True 
 B)False

Question 13

Employees at Recordings for the Blind and Dyslexic met at a minor league baseball game to do an offsite meeting and enjoy a relaxed, friendly environment Which bureaucratic characteristic does this violate?

Accepted Answer

A)  Too many rules 
B)  No specialization of labor 
C)  No clear chain of command 
D)  A narrow span of management 
E)  An appropriate social distance between supervisor and subordinate 
A)  Too many rules 
B)  No specialization of labor 
C)  No clear chain of command 
D)  A narrow span of management 
E)  An appropriate social distance between supervisor and subordinate

Question 14

In a bureaucracy, rules, division of labor, and hierarchies of authority

Accepted Answer

A)  affect goal setting. 
B)  restrict the flow of information. 
C)  increase the number of lateral relationships. 
D)  improve organizational efficiency. 
E)  reduce the need to process information. 
A)  affect goal setting. 
B)  restrict the flow of information. 
C)  increase the number of lateral relationships. 
D)  improve organizational efficiency. 
E)  reduce the need to process information.

Question 15

When people float from project to project with little or no underlying functional authority in organizational units, a(n) ____________________ organization design is said to exist.

Accepted Answer

The answer of When people float from project to project...

Question 16

The CEO of Abercrombie and Fitch, Michael Jeffries, personally interviews ad models and approves every detail of store operations-actions typical of CEOs of smaller companies. Based on Jeffries' level of control, which of the following organization designs would you expect it to use?

Accepted Answer

A)  Functional (U-form) 
B)  Divisional (M-form) 
C)  Conglomerate (H-form) 
D)  Matrix 
E)  High-tech involvement 
A)  Functional (U-form) 
B)  Divisional (M-form) 
C)  Conglomerate (H-form) 
D)  Matrix 
E)  High-tech involvement

Question 17

Most organizations change almost ____________________ as a result of factors such as situations and people.

Accepted Answer

The answer of Most organizations change almost ____________________ as a...

Question 18

A dental office with one dentist will likely follow

Accepted Answer

A)  functional departmentalization. 
B)  mechanistic design. 
C)  single-product strategy. 
D)  related diversification to spur growth. 
E)  All of these choices 
A)  functional departmentalization. 
B)  mechanistic design. 
C)  single-product strategy. 
D)  related diversification to spur growth. 
E)  All of these choices

Question 19

Automakers build prototype vehicles first. This requires ____ technology.

Accepted Answer

A)  large-batch 
B)  continuous-process 
C)  standardized 
D)  small-batch 
E)  mass-production 
A)  large-batch 
B)  continuous-process 
C)  standardized 
D)  small-batch 
E)  mass-production

Question 20

When Kellogg's makes cereal and cereal bars, it uses ____ technology.

Accepted Answer

A)  continuous-process 
B)  unit 
C)  specialization 
D)  large-batch 
E)  niche 
A)  continuous-process 
B)  unit 
C)  specialization 
D)  large-batch 
E)  niche

Which of the following is NOT a process characterized by Likert?

Bully Hill is a New York wine maker. It uses ____________________ technology to transform investment grapes into wine.

In a(n) _____ organization, when the needs of the organization change, its managers bring in temporary workers, lease facilities, and outsource basic support services to meet the demands of each unique situation.

The Landon Corporation has three divisions that are very closely related and functional departments for personnel and information systems. Landon is using a hybrid design.

Heinrich works for Siemens Corporation. He lives in New York City and reports to both the communications president in Munich and the president in charge of Siemens Americas. He works in a ____ design organization.

A strength of Likert's System design is that it finds one best way to design an organization.

If a firm is using related diversification, there must be a high level of coordination among the various units to capitalize on the presumed ____________________ inherent in this strategy.

The two universal approaches to organization design that represent the foundation of what we know about organization design are

Some fast-food restaurants introduced healthier food options in response to lawsuits. This reactor strategy indicates that those fast-food restaurants

Firms using unrelated diversification more likely rely on a strong hierarchical reporting system, so that corporate managers can better monitor the performance of individual units within the firm.

Which of the following statements does NOT describe a shortcoming of bureaucratic organizations?

The matrix organization design violates Fayol's principle of unity of command, which states that each subordinate should report to one and only one superior.

Employees at Recordings for the Blind and Dyslexic met at a minor league baseball game to do an offsite meeting and enjoy a relaxed, friendly environment Which bureaucratic characteristic does this violate?

In a bureaucracy, rules, division of labor, and hierarchies of authority

When people float from project to project with little or no underlying functional authority in organizational units, a(n) ____________________ organization design is said to exist.

The CEO of Abercrombie and Fitch, Michael Jeffries, personally interviews ad models and approves every detail of store operations-actions typical of CEOs of smaller companies. Based on Jeffries' level of control, which of the following organization designs would you expect it to use?

Most organizations change almost ____________________ as a result of factors such as situations and people.

A dental office with one dentist will likely follow

Automakers build prototype vehicles first. This requires ____ technology.

When Kellogg's makes cereal and cereal bars, it uses ____ technology.

Managing and the Managers Job

Traditional and Contemporary Opportunitieschallenges

Understanding the Organizations Environment

Responding to the Ethical and Social Environment

Navigating the Global Environment

Basic Elements of Planning and Decision Making

Managing Strategy and Strategic Planning

Managing Decision Making and Problem Solving

Managing Start-Ups and New Ventures

Basic Elements of Organizing

Managing Organization Change and Innovation

Managing Human Resources

Basic Elements of Individual and Interpersonal Behavior

Managing Employee Motivation and Performance

Managing Leadership and Influence Process

Managing Interpersonal Relations and Communication

Managing Work Groups and Teams

Basic Elements of Control

Managing Operations, Quality and Productivity

Filters

Exam 11: Managing Organization Design

Which of the following is NOT a process characterized by Likert?

Bully Hill is a New York wine maker. It uses ____________________ technology to transform investment grapes into wine.

In a(n) _____ organization, when the needs of the organization change, its managers bring in temporary workers, lease facilities, and outsource basic support services to meet the demands of each unique situation.

The Landon Corporation has three divisions that are very closely related and functional departments for personnel and information systems. Landon is using a hybrid design.

Heinrich works for Siemens Corporation. He lives in New York City and reports to both the communications president in Munich and the president in charge of Siemens Americas. He works in a ____ design organization.

A strength of Likert's System design is that it finds one best way to design an organization.

If a firm is using related diversification, there must be a high level of coordination among the various units to capitalize on the presumed ____________________ inherent in this strategy.

The two universal approaches to organization design that represent the foundation of what we know about organization design are

Some fast-food restaurants introduced healthier food options in response to lawsuits. This reactor strategy indicates that those fast-food restaurants

Firms using unrelated diversification more likely rely on a strong hierarchical reporting system, so that corporate managers can better monitor the performance of individual units within the firm.

Which of the following statements does NOT describe a shortcoming of bureaucratic organizations?

The matrix organization design violates Fayol's principle of unity of command, which states that each subordinate should report to one and only one superior.

Employees at Recordings for the Blind and Dyslexic met at a minor league baseball game to do an offsite meeting and enjoy a relaxed, friendly environment Which bureaucratic characteristic does this violate?

In a bureaucracy, rules, division of labor, and hierarchies of authority

When people float from project to project with little or no underlying functional authority in organizational units, a(n) ____________________ organization design is said to exist.

The CEO of Abercrombie and Fitch, Michael Jeffries, personally interviews ad models and approves every detail of store operations-actions typical of CEOs of smaller companies. Based on Jeffries' level of control, which of the following organization designs would you expect it to use?

Most organizations change almost ____________________ as a result of factors such as situations and people.

A dental office with one dentist will likely follow

Automakers build prototype vehicles first. This requires ____ technology.

When Kellogg's makes cereal and cereal bars, it uses ____ technology.

Managing and the Managers Job

Traditional and Contemporary Opportunitieschallenges

Understanding the Organizations Environment

Responding to the Ethical and Social Environment

Navigating the Global Environment

Basic Elements of Planning and Decision Making

Managing Strategy and Strategic Planning

Managing Decision Making and Problem Solving

Managing Start-Ups and New Ventures

Basic Elements of Organizing

Managing Organization Change and Innovation

Managing Human Resources

Basic Elements of Individual and Interpersonal Behavior

Managing Employee Motivation and Performance

Managing Leadership and Influence Process

Managing Interpersonal Relations and Communication

Managing Work Groups and Teams

Basic Elements of Control

Managing Operations, Quality and Productivity

Filters