Question 1

The number of new or unexpected problems or situations that a person or function encounters in performing tasks or jobs is task:

Accepted Answer

A)  uncertainty 
B)  stability 
C)  analyzability 
D)  creativity 
E)  variety 
A)  uncertainty 
B)  stability 
C)  analyzability 
D)  creativity 
E)  variety E

Question 2

A strategic alliance is a formal agreement that commits two or more companies to exchange or share their resources in order to produce and market a product.

Accepted Answer

A) True 
 B)False  True

Question 3

CoreSol Ltd. ,gives one manager in each of three departments (marketing,engineering,and production)the responsibility of coordinating with each other to brainstorm new product ideas.The department managers can increase coordination by establishing:

Accepted Answer

A)  horizontal integration. 
B)  decentralization. 
C)  a liaison role. 
D)  vertical integration. 
E)  product departmental structure. 
A)  horizontal integration. 
B)  decentralization. 
C)  a liaison role. 
D)  vertical integration. 
E)  product departmental structure. C

Question 4

Which of the following is often known as the ad hoc committee?

Accepted Answer

A)  Functional team 
B)  Cross-functional team 
C)  Managers with liaison roles 
D)  Managers with integrating roles 
E)  Task force 
A)  Functional team 
B)  Cross-functional team 
C)  Managers with liaison roles 
D)  Managers with integrating roles 
E)  Task force

Question 5

Fern Motor Co.brings together senior managers from its marketing,R&D,manufacturing,accounting,and finance departments to work on a project as a team,to design a new type of sport utility vehicle.In this scenario,Fern Motor Co.creates a:

Accepted Answer

A)  cross-functional team. 
B)  vertically integrated team. 
C)  mass-production team. 
D)  standing committee. 
E)  confederate committee. 
A)  cross-functional team. 
B)  vertically integrated team. 
C)  mass-production team. 
D)  standing committee. 
E)  confederate committee.

Question 6

Liaison roles increase the coordination among the business units of an organization.

Accepted Answer

A) True 
 B)False

Question 7

Identify the four factors that are important determinants of an organizational structure.

Accepted Answer

The four factors that are important dete

Question 8

The kitchen workers at Joe's Coffee Shop and Bakery report directly to Sue,the kitchen manager.Sue is a(n)__________________ manager.

Accepted Answer

A)  line 
B)  product 
C)  staff 
D)  task force 
E)  operations 
A)  line 
B)  product 
C)  staff 
D)  task force 
E)  operations

Question 9

Managers are able to be responsive to the needs of their customers and maintain flexibility in making decisions regarding customers' changing needs with a ________________ structure.

Accepted Answer

A)  market 
B)  geographic 
C)  functional 
D)  matrix 
E)  transitional 
A)  market 
B)  geographic 
C)  functional 
D)  matrix 
E)  transitional

Question 10

Managers should choose a structure that fits the circumstances affecting their organization the most,according to the __________________ theory.

Accepted Answer

A)  contingency 
B)  design 
C)  agency 
D)  equity 
E)  expectancy 
A)  contingency 
B)  design 
C)  agency 
D)  equity 
E)  expectancy

Question 11

When managers pursue a multidomestic strategy,they most likely use a _________________ strategy.

Accepted Answer

A)  market 
B)  customer 
C)  global geographic 
D)  global transitional 
E)  global product 
A)  market 
B)  customer 
C)  global geographic 
D)  global transitional 
E)  global product

Question 12

Write a brief note on liaison roles,task forces,and cross-functional teams.

Accepted Answer

Liaison roles,task forces,and cross-func

Question 13

A differentiation strategy aimed at increasing the customer's perception of an organization services usually succeeds even with an inflexible structure.

Accepted Answer

A) True 
 B)False

Question 14

The relative authority that each manager in the organization has from the CEO down to the lowest-level manager is called the ________________.

Accepted Answer

A)  span of control 
B)  unity of command 
C)  corporate ladder 
D)  unity of direction 
E)  chain of command 
A)  span of control 
B)  unity of command 
C)  corporate ladder 
D)  unity of direction 
E)  chain of command

Question 15

Organizations can keep their hierarchy flat by:

Accepted Answer

A)  decreasing the span of control. 
B)  increasing the number of levels of management. 
C)  decentralizing authority. 
D)  centralizing authority. 
E)  decreasing autonomy. 
A)  decreasing the span of control. 
B)  increasing the number of levels of management. 
C)  decentralizing authority. 
D)  centralizing authority. 
E)  decreasing autonomy.

Question 16

Team members in a market structure are known as two-boss employees.

Accepted Answer

A) True 
 B)False

Question 17

Decentralization makes an organization flexible as the organization grows and becomes taller.

Accepted Answer

A) True 
 B)False

Question 18

To satisfy the needs of diverse customers,a company might adopt a customer structure,which groups divisions according to the particular kinds of customers they serve.

Accepted Answer

A) True 
 B)False

Question 19

The number of subordinates who report directly to a manager is known as the manager's:

Accepted Answer

A)  unity of command. 
B)  hierarchy of authority. 
C)  chain of command. 
D)  span of control. 
E)  pecking order. 
A)  unity of command. 
B)  hierarchy of authority. 
C)  chain of command. 
D)  span of control. 
E)  pecking order.

Question 20

The job characteristics model explains how managers can make jobs more interesting and motivating.
G.R.Oldham's job characteristics model is an influential model of job design that explains in detail how managers can make jobs more interesting and motivating.

Accepted Answer

A) True 
 B)False

The number of new or unexpected problems or situations that a person or function encounters in performing tasks or jobs is task:

A strategic alliance is a formal agreement that commits two or more companies to exchange or share their resources in order to produce and market a product.

CoreSol Ltd. ,gives one manager in each of three departments (marketing,engineering,and production)the responsibility of coordinating with each other to brainstorm new product ideas.The department managers can increase coordination by establishing:

Which of the following is often known as the ad hoc committee?

Fern Motor Co.brings together senior managers from its marketing,R&D,manufacturing,accounting,and finance departments to work on a project as a team,to design a new type of sport utility vehicle.In this scenario,Fern Motor Co.creates a:

Liaison roles increase the coordination among the business units of an organization.

Identify the four factors that are important determinants of an organizational structure.

The kitchen workers at Joe's Coffee Shop and Bakery report directly to Sue,the kitchen manager.Sue is a(n)__________________ manager.

Managers are able to be responsive to the needs of their customers and maintain flexibility in making decisions regarding customers' changing needs with a ________________ structure.

Managers should choose a structure that fits the circumstances affecting their organization the most,according to the __________________ theory.

When managers pursue a multidomestic strategy,they most likely use a _________________ strategy.

Write a brief note on liaison roles,task forces,and cross-functional teams.

A differentiation strategy aimed at increasing the customer's perception of an organization services usually succeeds even with an inflexible structure.

The relative authority that each manager in the organization has from the CEO down to the lowest-level manager is called the ________________.

Organizations can keep their hierarchy flat by:

Team members in a market structure are known as two-boss employees.

Decentralization makes an organization flexible as the organization grows and becomes taller.

To satisfy the needs of diverse customers,a company might adopt a customer structure,which groups divisions according to the particular kinds of customers they serve.

The number of subordinates who report directly to a manager is known as the manager's:

The job characteristics model explains how managers can make jobs more interesting and motivating. G.R.Oldham's job characteristics model is an influential model of job design that explains in detail how managers can make jobs more interesting and motivating.

The Management Process Today

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Managing Ethics and Diversity

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Planning, Strategy, and Competitive Advantage

Control, Change, and Entrepreneurship

Motivation

Leaders and Leadership

Effective Team Management

Building and Managing Human Resources

Communication and Information Technology Management

Operations Management: Managing Vital Operations and Processes

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Exam 7: Designing Organizational Structure

The number of new or unexpected problems or situations that a person or function encounters in performing tasks or jobs is task:

A strategic alliance is a formal agreement that commits two or more companies to exchange or share their resources in order to produce and market a product.

CoreSol Ltd. ,gives one manager in each of three departments (marketing,engineering,and production)the responsibility of coordinating with each other to brainstorm new product ideas.The department managers can increase coordination by establishing:

Which of the following is often known as the ad hoc committee?

Fern Motor Co.brings together senior managers from its marketing,R&D,manufacturing,accounting,and finance departments to work on a project as a team,to design a new type of sport utility vehicle.In this scenario,Fern Motor Co.creates a:

Liaison roles increase the coordination among the business units of an organization.

Identify the four factors that are important determinants of an organizational structure.

The kitchen workers at Joe's Coffee Shop and Bakery report directly to Sue,the kitchen manager.Sue is a(n)__________________ manager.

Managers are able to be responsive to the needs of their customers and maintain flexibility in making decisions regarding customers' changing needs with a ________________ structure.

Managers should choose a structure that fits the circumstances affecting their organization the most,according to the __________________ theory.

When managers pursue a multidomestic strategy,they most likely use a _________________ strategy.

Write a brief note on liaison roles,task forces,and cross-functional teams.

A differentiation strategy aimed at increasing the customer's perception of an organization services usually succeeds even with an inflexible structure.

The relative authority that each manager in the organization has from the CEO down to the lowest-level manager is called the ________________.

Organizations can keep their hierarchy flat by:

Team members in a market structure are known as two-boss employees.

Decentralization makes an organization flexible as the organization grows and becomes taller.

To satisfy the needs of diverse customers,a company might adopt a customer structure,which groups divisions according to the particular kinds of customers they serve.

The number of subordinates who report directly to a manager is known as the manager's:

The job characteristics model explains how managers can make jobs more interesting and motivating. G.R.Oldham's job characteristics model is an influential model of job design that explains in detail how managers can make jobs more interesting and motivating.

The Management Process Today

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Managing Ethics and Diversity

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Planning, Strategy, and Competitive Advantage

Control, Change, and Entrepreneurship

Motivation

Leaders and Leadership

Effective Team Management

Building and Managing Human Resources

Communication and Information Technology Management

Operations Management: Managing Vital Operations and Processes

Filters