Q&A Hero

Q: A narrow span of management is needed by middle managers because they must spend much of their time in long- range planning and working with outside interest groups. a. True b. False

Q: Ideally, the top managers in an organization should have the least number of people directly reporting to them. a. True b. False

Q: The morale in organizations following the unity of command principle is higher than in those organizations which do not follow this principle. a. True b. False

Q: In an organization following the unity of command principle, there always tends to be duplication of orders and instructions. a. True b. False

Q: In an organization following the unity of command principle, the operating employees are themselves responsible for motivating the other employees and achieving effective results without any supervisors overseeing their work. a. True b. False

Q: The unity of command principle states that everyone in an organization should report to and be accountable to only one boss for performing a given activity. a. True b. False

Q: Job assignments in a matrix departmentalization structure are temporary. a. True b. False

Q: The matrix organization permits an organization to respond more quickly to change than the functional approach does. a. True b. False

Q: A matrix organizational structure brings together personnel from several specializations to complete limited-life tasks. a. True b. False

Q: Product departmentalization requires more personnel and material resources than does functional departmentalization. a. True b. False

Q: Functional departmentalization helps in centralizing an organizations expertise. a. True b. False

Q: Most organizations use the matrix approach at the top and other approaches at lower levels. a. True b. False

Q: The functional approach to departmentalization creates efficiency through the principles of specialization. a. True b. False

Q: A given organization can use only a single approach to departmentalization. a. True b. False

Q: The process of determining how activities are to be grouped is called departmentalization. a. True b. False

Q: When an organization adds specialists to improve operations, a line-and-staff organization results. a. True b. False

Q: In line organizations, responsibility and authority are not clearly defined. a. True b. False

Q: All organizations inevitably go through all four stages of growth. a. True b. False

Q: Line organization is the first stage of growth of an organization. a. True b. False

Q: In the first stage of organizational growth, the owner/manager performs all the organizational activities. a. True b. False

Q: What are the three types of variables identified in Likert's internal systems model? How are they related?

Q: In describing a wagon wheel organizational structure, who is at its hub, who is on its spokes, and who is on its rim?

Q: Discuss the inverted pyramid organizational structure.

Q: Discuss reengineering.

Q: Discuss the benefits and costs of downsizing an organization.

Q: Describe the difference between centralization and decentralization. What drives some organizations to become decentralized?

Q: Why should the use of functional authority be limited?

Q: What are the three types of authority? Give an example of each.

Q: Discuss the functions of both line and staff personnel and how each group contributes to the organization's effectiveness.

Q: Explain the principle of unity of command. Why is this principle important?

Q: Explain the principle of the span of control. Why is it related to management level?

Q: Describe what matrix departmentalization is, and some of the advantages of a matrix structure.

Q: What are the advantages and disadvantages of the product approach to departmentalization?

Q: What are the advantages and disadvantages of the functional approach to departmentalization?

Q: List and explain the four stages of growth of an organization.

Q: According to the internal systems model developed by Likert, reflect the internal state and health of the organization. a. causal variables b. end-result variables c. intervening variables d. structural variables

Q: In a(n) organization form, "helping hands" symbolize that all other levels of the organization are there to help and support the sales personnel to better serve and satisfy the customer. a. "Hands On" b. wagon wheel c. network d. inverted pyramid

Q: In the wagon wheel organizational structure, the form the hub of the wheel. a. suppliers b. customers c. middle managers d. top-level managers

Q: Reengineering: a. should be used only when the focus of the organization is to improve the quality of products. b. should be used by companies while planning new product development. c. means merging with another company and adopting its organizational structure. d. means closing down the organization and selling its shares to a larger company.

Q: All of the following are benefits of downsizing EXCEPT: a. tremendous cost reductions. b. improved management of operations. c. constant and close supervision on each level. d. higher profits.

Q: The process of eliminating unnecessary levels of management, and thus reducing the number of staff personnel and supervisors, is: a. decentralization. b. delegation. c. downsizing. d. partnering.

Q: In organizations, middle and lower levels of management make broader, more important decisions about their units. a. decentralized b. centralized c. tightly controlled d. one-person

Q: If there has been a strong history of growth in an organization, where mergers and acquisitions have occurred, then such an organization will most likely be: a. centralized. b. causal. c. decentralized. d. inflexible.

Q: Which of the following violates the unity of command principle? a. Span of management b. Line management c. Functional authority d. Centralization

Q: When a quality control specialist tells a production manager to adjust a machine to increase the quality of the product, he or she is using: a. advisory authority. b. unity of command. c. functional authority. d. line authority.

Q: A restricted kind of authority which gives a staff person authority over a given operation is called: a. advisory authority. b. command authority. c. line authority. d. functional authority.

Q: The authority of most staff departments to serve and suggest ideas to line departments is called: a. line authority. b. functional authority. c. advisory authority. d. network authority.

Q: use their expertise to assist others in the organization in various areas of business activities. a. Line personnel b. Staff personnel c. Operative personnel d. Rank-and-file employees

Q: carry out the primary activities of a business such as producing or selling products and/or services. a. Line personnel b. Chief executive officers c. Staff personnel d. Chairpersons

Q: Line-and-staff organizations: a. have fewer employees than line organizations. b. have specialists in certain positions to assist the line personnel. c. have a large number of employees and do not face any conflicts between departments or between employees. d. consider line personnel as more important than staff personnel.

Q: Over the years, companies have tended to: a. narrow their span of control at all levels. b. broaden their span of control at all levels. c. create new unity of command principles. d. ignore the principle of span of control as it it is outdated.

Q: Which of the following is an ideal way for an organization to apply the span of control principle? a. Top-level managers should have the highest number of people directly reporting to them. b. Middle managers should have the highest number of people directly reporting to them. c. First-level managers should have the highest number of people directly reporting to them. d. Every manager in the organization should have not more than two employees reporting directly to him/her.

Q: The number of people a given manager directly supervises is called the: a. chain of command. b. span of management. c. unity of command. d. division of labor.

Q: The unity of command principle: a. prevents line employees from coming in contact with staff personnel. b. reduces organizational morale. c. increases conflicts between line and staff personnel. d. gives the employee a single manager to turn to when a problem arises.

Q: Which of the following is true of the unity of command principle? a. It prevents duplication and conflict when orders and instructions are passed down. b. It increases confusion and passing the buck because everyone is accountable to different supervisors and managers in the organization for a given assignment. c. It inhibits supervisors from building supportive relationships with their employees. d. It lowers the morale of employees working in the organization that has adopted this principle.

Q: The principle states that everyone in an organization should report to and be accountable to only one boss for performing a given activity. a. span of control b. functional authority c. limited line authority d. unity of command

Q: The temporary nature of assignments under departmentalization does not allow employees to feel they belong to one project team. a. matrix b. functional c. geographic d. technical

Q: One of the disadvantages of the matrix structure is the lack of: a. open communication. b. clarity and coordination in assigned roles. c. flexibility. d. appropriateness for technologically oriented organizations.

Q: One disadvantage of product departmentalization is that: a. there is less coordination of functions at the product division level. b. it requires more personnel and material resources. c. lower management assumes a greater burden of establishing effective coordination. d. it results in an increased threat from competition.

Q: departmentalization is a hybrid type of departmentalization in which personnel from several specialties are brought together to complete limited-life tasks. a. Functional b. Product c. Matrix d. Consumer

Q: Which of the following is an advantage of functional departmentalization? a. Each individual in the organization takes responsibility for the total performance. b. Each manager oversees a large variety of functions, so it is easy to train managers to take over the top position. c. Coordination among functions become easier as the organization grows. d. There is centralization of the organization's expertise.

Q: When an organization divides its sales personnel, accounting personnel, and operations personnel into different groups, it is using . a. consumer departmentalization b. geographic departmentalization c. functional departmentalization d. product departmentalization

Q: is the organizational process of determining how activities are to be grouped. a. Consolidation b. Departmentalization c. Centralization d. Generalization

Q: In a line organization: a. each person has clearly defined responsibilities and reports to an immediate supervisor. b. a single person performs all the tasks of the organization. c. each person does the tasks assigned to him/her with no manager overseeing their activities. d. authority is decentralized, and the decision-making process is very slow.

Q: Which of the following is true of line organizations? a. The owner performs all the functions single-handedly. b. The accountability of employees is maximized in such organizations. c. It is easy for employees to evade their responsibilities in such organizations. d. Authority is decentralized in these organizations.

Q: In the one-person organization stage, . a. all functions of the organization are performed by the owner and his/her assistants. b. there are more than 150 employees, and each person has clearly defined responsibilities. c. all functions of the organization are performed by the owner/founder. d. specialists are hired to oversee the work of different departments.

Q: In Likert's internal systems model, there are three broad categories of variables: causal, intervening, and end-results variables. a. True b. False

Q: What role do ethics play in the decision process?

Q: Describe the two elements that are important in achieving creativity in the Crawford Slip technique.

Q: Describe what brainstorming is used for and the four guidelines that are part of this technique.

Q: Describe the four internal dimensions of the Myers-Briggs Type Indicator (MBTI) and some of the characteristics of the people who demonstrate each dimension.

Q: What does the cost/benefit analysis entail?

Q: List and discuss the six steps in the decision-making process.

Q: Differentiate between programmed and non-programmed decisions, and give an example of each.

Q: Define decision making and give an example.

Q: Why do supervisors need to make decisions more frequently than other managers?

Q: Discuss how decision making relates to the five management functions.

Q: are the standards used to judge the "rightness" or "wrongness" of one person's behavior toward others. a. Policies b. Objectives c. Rules d. Ethics

Q: Which of the following is TRUE about the nominal group technique? a. Round-robin responses are used in this technique. b. All responses are expressed verbally in this technique. c. It is a non-structured technique. d. It inhibits creativity.

Q: is one of the two elements of the Crawford Slip technique. a. Fluency b. Rigidity c. Responsibility d. Synergy