Question 1

____________________ is the extent to which the worker knows how well the job is being performed.

Accepted Answer

The answer of ____________________ is the extent to which the...

Question 2

No organization is ever completely decentralized or completely centralized; some firms position themselves toward one end of the continuum,and some lean the other way.

Accepted Answer

A) True 
 B)False

Question 3

____ is the systematic distribution of power and authority to middle and lower-level managers throughout the organization.

Accepted Answer

A) Decentralization 
B) Delegation 
C) Specialization 
D) Job design 
E) Centralization 
A) Decentralization 
B) Delegation 
C) Specialization 
D) Job design 
E) Centralization

Question 4

If new problems arise frequently,a manager's span will be ____________________.

Accepted Answer

The answer of If new problems arise frequently,a manager's span...

Question 5

Task variety is the perceived importance of the task.

Accepted Answer

A) True 
 B)False

Question 6

Job specialization evolved from the concept of division of labor.

Accepted Answer

A) True 
 B)False

Question 7

____ requires line managers to at least listen to comments and suggestions from staff agencies even if they do not take the advice.

Accepted Answer

A) Functional authority 
B) Staff authority 
C) Compulsory advice 
D) Line authority 
E) Advice authority 
A) Functional authority 
B) Staff authority 
C) Compulsory advice 
D) Line authority 
E) Advice authority

Question 8

Which of the following is most likely to cause line managers to see staff members as a threat to their authority?

Accepted Answer

A) Functional authority 
B) Staff authority 
C) Compulsory advice 
D) Line authority 
E) Pooled coordination 
A) Functional authority 
B) Staff authority 
C) Compulsory advice 
D) Line authority 
E) Pooled coordination

Question 9

In Organization A,three people are assigned to each supervisor.In Organization B,six people are assigned to each supervisor.Assuming that the number of people in both organizations is the same,which of the following relationships exists?

Accepted Answer

A) Organization A is flatter than Organization B. 
B) Organization A will be more successful than B. 
C) Organization A is more decentralized than Organization B. 
D) The span of management in Organization A is narrower than in Organization B. 
E) More delegation will take place in Organization A than in Organization B. 
A) Organization A is flatter than Organization B. 
B) Organization A will be more successful than B. 
C) Organization A is more decentralized than Organization B. 
D) The span of management in Organization A is narrower than in Organization B. 
E) More delegation will take place in Organization A than in Organization B.

Question 10

Organization charts look clear and concise.However,in reality the number of subordinates reporting to a manager depends much more heavily on the skills and talents of the individual rather than the definition described in a book.Why does this happen? Does it make the organization more or less effective?

Accepted Answer

This happens because the skills and tale

Question 11

A regional manufacturing operation has the following divisions: manufacturing,finance,human resources,marketing,and shipping/receiving.This is an example of ____ departmentalization.

Accepted Answer

A) functional 
B) location 
C) product 
D) customer 
E) sequential 
A) functional 
B) location 
C) product 
D) customer 
E) sequential

Question 12

A municipal government has departments for construction,fire,first aid,schools,taxes,public works,and recreation.It uses ____ departmentalization.

Accepted Answer

A) product 
B) functional 
C) location 
D) customer 
E) sequential 
A) product 
B) functional 
C) location 
D) customer 
E) sequential

Question 13

With respect to their use as coordinating devices,what is the difference between a task force and an integrating department?

Accepted Answer

A) Task forces are more temporary. 
B) Task forces are used with more complex forms of interdependence. 
C) Task forces require the use of more people. 
D) Task forces are more permanent. 
E) Task forces require fewer people. 
A) Task forces are more temporary. 
B) Task forces are used with more complex forms of interdependence. 
C) Task forces require the use of more people. 
D) Task forces are more permanent. 
E) Task forces require fewer people.

Question 14

If Joe works as a welder today,a drill press operator tomorrow,a lathe operator on the third day,and is back to welding again on the fourth day,his supervisor is using the alternative to job specialization known as ____________________.

Accepted Answer

The answer of If Joe works as a welder today,a...

Question 15

A staff position is responsible for the achievement of an organization's goals.

Accepted Answer

A) True 
 B)False

Question 16

Over the past few years,the trend in many organizations has been to decrease administrative intensity.

Accepted Answer

A) True 
 B)False

Question 17

When departments or units operate with little interaction,and the profits and losses are simply added together,the units operate with ____ interdependence.

Accepted Answer

A) pooled 
B) mixed 
C) functional 
D) hierarchical 
E) sequential 
A) pooled 
B) mixed 
C) functional 
D) hierarchical 
E) sequential

Question 18

Standardized procedures lead to narrower spans of control.

Accepted Answer

A) True 
 B)False

Question 19

The most common base for departmentalization,especially among smaller organizations,is by product.

Accepted Answer

A) True 
 B)False

Question 20

Skill variety is the ____________________ of things a person does in a job.

Accepted Answer

The answer of Skill variety is the ____________________ of things...

Exam 11: Basic Elements of Organizing

____________________ is the extent to which the worker knows how well the job is being performed.

No organization is ever completely decentralized or completely centralized; some firms position themselves toward one end of the continuum,and some lean the other way.

____ is the systematic distribution of power and authority to middle and lower-level managers throughout the organization.

If new problems arise frequently,a manager's span will be ____________________.

Task variety is the perceived importance of the task.

Job specialization evolved from the concept of division of labor.

____ requires line managers to at least listen to comments and suggestions from staff agencies even if they do not take the advice.

Which of the following is most likely to cause line managers to see staff members as a threat to their authority?

In Organization A,three people are assigned to each supervisor.In Organization B,six people are assigned to each supervisor.Assuming that the number of people in both organizations is the same,which of the following relationships exists?

A regional manufacturing operation has the following divisions: manufacturing,finance,human resources,marketing,and shipping/receiving.This is an example of ____ departmentalization.

A municipal government has departments for construction,fire,first aid,schools,taxes,public works,and recreation.It uses ____ departmentalization.

With respect to their use as coordinating devices,what is the difference between a task force and an integrating department?

If Joe works as a welder today,a drill press operator tomorrow,a lathe operator on the third day,and is back to welding again on the fourth day,his supervisor is using the alternative to job specialization known as ____________________.

A staff position is responsible for the achievement of an organization's goals.

Over the past few years,the trend in many organizations has been to decrease administrative intensity.

When departments or units operate with little interaction,and the profits and losses are simply added together,the units operate with ____ interdependence.

Standardized procedures lead to narrower spans of control.

The most common base for departmentalization,especially among smaller organizations,is by product.

Skill variety is the ____________________ of things a person does in a job.

Managing and the Managers Job

Traditional and Contemporary Issues and Challenges

The Environment and Culture of Organizations

The Ethical and Social Environment

The Global Environment

The Multicultural Environment

Basic Elements of Planning and Decision Making

Managing Strategy and Strategic Planning

Managing Decision Making and Problem Solving

Managing New Venture Formation and Entrepreneurship

Managing Organization Design

Managing Organization Change and Innovation

Managing Human Resources in Organizations

Basic Elements of Individual Behavior in Organizations

Managing Employee Motivation and Performance

Managing Leadership and Influence Processes

Managing Interpersonal Relations and Communication

Managing Work Groups and Teams

Basic Elements of Control

Managing Operations, Quality, and Productivity

Managing Information and Information Technology

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