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Q:
Which of the following is one of Follett's guidelines on coordination?
A) Personal communication should be minimized in coordination.
B) Managers can assume that if their system shows coordination now, it will show coordination in the future.
C) The human element should be minimized in coordination.
D) The communication process is an essential consideration in any attempt to encourage coordination.
E) Coordination can be achieved with least difficulty through vertical relationships.
Q:
Which of the following is one of Follett's guidelines on coordination?
A) Personal communication should be minimized in coordination.
B) Managers can assume that if their system shows coordination now, it will show coordination in the future.
C) The human element should be minimized in coordination.
D) Coordination cannot be left to chance.
E) Coordination can be achieved with least difficulty through vertical relationships.
Q:
Follett said that coordination can be attained with the least difficulty through ________.
A) a bureaucratic structure
B) a strict adherence to the chain of command
C) minimizing the human element
D) direct horizontal relationships and personal communications
E) discussions with people higher up the organization hierarchy
Q:
Which of the following is one of Follett's guidelines on coordination?
A) Personal communication should be minimized in coordination.
B) Managers can assume that if their system shows coordination now, it will show coordination in the future.
C) The human element should be minimized in coordination.
D) Managers should plan for coordination.
E) Coordination can be achieved with least difficulty through vertical relationships.
Q:
________ is defined as the orderly arrangement of group effort to provide unity of action in the pursuit of a common purpose.
A) Justification
B) Combination
C) Amalgamation
D) Coordination
E) Rationalization
Q:
Which of the following is a disadvantage of division of labor?
A) It makes the work more difficult.
B) It overlooks the human variable in organizations.
C) It makes work more time-consuming and inefficient.
D) It prevents workers from specializing at a task.
E) It requires workers to know about the entire process and not just one task.
Q:
Which of the following is a disadvantage of division of labor?
A) It makes the work more difficult.
B) It makes work more time-consuming and inefficient.
C) It can result in workers getting bored of their work.
D) It prevents workers from specializing at a task.
E) It requires workers to know about the entire process and not just one task.
Q:
Which of the following is an advantage of division of labor?
A) It results in easier and more efficient work.
B) It broadens the scope of work.
C) It emphasizes the human variable in organizations.
D) It makes work more interesting.
E) It results in high levels of employee motivation.
Q:
Which of the following is an advantage of division of labor?
A) It broadens the scope of work.
B) It results in high levels of employee motivation.
C) It makes work more interesting.
D) It saves time.
E) It emphasizes the human variable in organizations.
Q:
Which of the following is an advantage of division of labor?
A) It emphasizes the human variable in organizations.
B) It results in high levels of employee motivation.
C) It results in specialization and higher skill levels.
D) It makes work more interesting.
E) It broadens the scope of work.
Q:
Alistair Fashions, a clothing manufacturer, uses an assembly-line to manufacture clothes whereby different groups of workers specialize in particular taskscutting fabric, finishing sleeves, making collars, fixing zippers, sewing buttons, etc. Identify the organizing system being used here.
A) job rotation
B) job enlargement
C) participative management
D) division of labor
E) job enrichment
Q:
________ is the assignment of various portions of a particular task among a number of organization members.
A) Participation
B) Job enlargement
C) Division of labor
D) Job rotation
E) Work sharing
Q:
Which of the following is the main criticism of Weber's bureaucracy model?
A) It fails to emphasize setting detailed procedures and rules.
B) It gives short shrift to the human variable within organizations.
C) It does not emphasize a clearly defined organizational structure.
D) It overemphasizes positive relationships among organization members.
E) It attempts to eliminate paperwork and regulations.
Q:
Which of the following is one of the three main components of the management system that Weber termed a bureaucracy?
A) minimum regulations and paperwork
B) close, personal relations among organization members
C) emphasis on the human variable
D) a flat organizational structure
E) a clearly outlined organizational hierarchy
Q:
Which of the following is one of the three main components of the management system that Weber termed a bureaucracy?
A) minimum regulations and paperwork
B) impersonal relations among organization members
C) emphasis on the human variable
D) a flat organizational structure
E) a loosely defined organizational hierarchy
Q:
Which of the following is one of the three main components of the management system that Weber termed a bureaucracy?
A) minimum regulations and paperwork
B) close, personal relations among organization members
C) emphasis on the human variable
D) detailed procedures and rules
E) a loosely defined organizational hierarchy
Q:
The bureaucracy model of organizing was proposed by ________.
A) V. A. Graicunas
B) Henri Fayol
C) Albert Einstein
D) Mary Parker Follett
E) Max Weber
Q:
Which of the following is the last step in the organizing process?
A) Allocate resources and directives for subtasks.
B) Evaluate results of organizing strategy.
C) Establish major tasks.
D) Reflect on plans and objectives.
E) Divide major tasks into subtasks.
Q:
The second and third steps of the organizing process focus on the ________.
A) results of the organizing strategy
B) organizational plans
C) organizational goals and objectives
D) tasks to be performed within the management system
E) allocation of resources and directives
Q:
Which of the following is the first step in the organizing process?
A) establish major tasks
B) reflect on plans and objectives
C) allocate resources and directives for subtasks
D) evaluate results of organizing strategy
E) divide major tasks into subtasks
Q:
According to Fayol's guidelines for organizing resources, you should ________.
A) establish multiple guiding authorities
B) make extensive use of regulations and paperwork
C) not use sanctions against faults and errors
D) recognize the unity of command
E) not link rewards to performance
Q:
According to Fayol's guidelines for organizing resources, you should do all of the following, EXCEPT ________.
A) establish multiple guiding authorities
B) define duties
C) use sanctions against faults and errors
D) encourage initiative and responsibility
E) offer suitable rewards for services rendered
Q:
According to Fayol's guidelines for organizing resources, you should avoid ________.
A) formulating precise decisions
B) using sanctions against faults and errors
C) instituting and effecting controls
D) regulations, redtape, and paperwork
E) defining duties
Q:
________ skill is the ability to establish orderly uses for resources within the management system.
A) Organizing
B) Communication
C) Planning
D) Controlling
E) Marketing
Q:
________ is the process of establishing orderly uses for resources within the management system.
A) Organizing
B) Communication
C) Planning
D) Controlling
E) Motivation
Q:
Fayol has indicated that strict adherence to a particular chain of command is always advisable when seeking information.
Q:
Four primary forces influence the evolution of formal organizational structure: forces in the manager, forces in the task, forces in the environment, and forces in the subordinates.
Q:
The matrix structure is contradictory to the principle of unity of command.
Q:
Within a matrix structure, workers are responsible for their original activities along with project activities.
Q:
The most widely used basis for establishing departments within the formal structure is by type of product.
Q:
Normally, the greater the height of the organization chart, the smaller the span of management.
Q:
V. A. Graicunas developed a formula for determining the number of actual relationships between a manager and subordinates when the number of subordinates is known.
Q:
In general, the closer subordinates are physically, the more of them managers can supervise effectively.
Q:
Span of management refers to the number of organizational levels below that of a particular manager's.
Q:
A company's informal structure is represented primarily by the organizational chart.
Q:
Vertical dimensioning is directly related to the concept of the scalar relationshipthat is, the chain of command.
Q:
The formal structure of an organization evolves naturally and tends to be molded by individual norms and values and social relationships.
Q:
Traditionally, individuals at the top of a pyramid-shaped organizational structure have more authority but less responsibility than individuals at the bottom of the pyramid.
Q:
Mary Parker Follett said that coordination can be attained with the least difficulty through direct horizontal relationships and personal communications.
Q:
Bureaucracy can be characterized as a management system with detailed procedures, rules, and a clearly outlined organizational hierarchy with impersonal relationships among organization members.
Q:
It is recognized today that the bureaucratic approach without an appropriate emphasis on the human variable is almost certainly a formula for organizational failure.
Q:
The final step in the organization process is to allocate resources and directives for subtasks.
Q:
Henri Fayol recommends that businesses establish multiple guiding authorities when organizing resources.
Q:
Henri Fayol recommends that businesses avoid red tape, regulations, and paperwork when organizing resources.
Q:
Organizing is the process of establishing orderly uses for all resources within the management system.
Q:
Graicunas's formula is as follows: . What does n stand for in this formula?A) the total number of departments in an organizationB) the appropriate number of subordinates a manager can haveC) the total number of levels an organization can haveD) the known number of subordinates for a particular managerE) the appropriate number of possible relationships between manager and subordinates
Q:
Graicunas's formula is as follows: What does C stand for in this formula?A) the total number of departments possible in an organizationB) the appropriate number of subordinates a manager can haveC) the appropriate number of levels an organization can haveD) the total number of possible relationships between manager and subordinatesE) the degree of the difficulty in coordinating a certain number of subordinates
Q:
Should a manager always adhere to established organization structure and related chain of command? Outline Fayol's stand on this question.
Q:
What are the forces influencing formal structure?
Q:
Describe departmentalization by matrix. What the advantages and disadvantages of such a structure?
Q:
What are the advantages and disadvantages of departmentalizing on the basis of functions?
Q:
What is meant by the horizontal dimensioning of an organization? Also explain the terms departments, departmentalizing, and list the various modes of departmentalizing and organization.
Q:
Explain the concept of span of management, and discuss the factors that influence the appropriateness of the size of an individual's span of management.
Q:
Define the concepts of vertical dimensioning, scalar relationships, and unity of command and explain how they are related.
Q:
Describe what is meant by the term "division of labor." Also explain the advantages and disadvantages associated with division of labor.
Q:
"A bureaucratic approach to organizing is well-suited to large manufacturing organizations where workers are engaged in low-skilled, routine work." Do you agree with this statement? Why/ why not? Will the bureaucratic approach be effective in a small company that creates advertisements and films for corporates? Explain your answer.
Q:
Discuss the five main steps in the organizing process.
Q:
In the context of forces influencing formal structure, the customers and suppliers of the management system, along with existing political and social structures constitute the forces in the ________.
A) manager
B) task
C) environment
D) subordinates
E) activity
Q:
Four primary forces influence the evolution of a formal structure: forces in the manager, forces in the task, forces in the environment, and forces in the ________.
A) subordinates
B) market
C) shareholders
D) economy
E) community
Q:
Which of the following is true about departmentalizing by matrix?
A) It ensures unity of command.
B) Project managers generally report directly to the company CEO.
C) A matrix organization essentially has a bureaucratic structure.
D) When on a project, workers are not responsible for their original duties.
E) This mode is usually not utilized for short term projects.
Q:
Which of the following is a disadvantage of departmentalizing by matrix?
A) It results in duplication of effort.
B) It can be confusing for employees.
C) It does not allow firms to maintain flexibility.
D) It does not allow firms to pool resources for short term projects.
E) It results in a bureaucratic organization.
Q:
Which of the following is an advantage of departmentalizing by matrix?
A) It clarifies the power structure within the firm.
B) It helps employees prioritize responsibilities.
C) It allows organizations to focus on several projects simultaneously.
D) It facilitates coordination across projects.
E) It allows firms to achieve unity of command.
Q:
Which of the following modes of departmentalization contradicts the principle of the unity of command?
A) customer
B) functional
C) geographic
D) matrix
E) product or service
Q:
________ organizations are also called project organizations.
A) Silo
B) Functional
C) Radial
D) Pyramid
E) Matrix
Q:
At Landmark Constructions, crucial projects are handled completely by project managers who are empowered to borrow marketing, sales, engineering, finance and R&D staff and other employees from various parts of the organization to complete their projects. Identify the departmentalization mode being used in this company.
A) customer
B) matrix
C) product
D) geographic
E) functional
Q:
Pixel Technologies, a manufacturer of electronic products and cell phones, has departmentalized the organization on the basis of ________ by dividing the business into two divisionsElectronics Retailers and Cell Phone Retailers.
A) geography
B) products
C) functional
D) customers
E) matrix
Q:
Gizmo Sales, a company that sells office supplies to companies in Atlanta, GA, has organized the business horizontally into departments named North Atlanta, South Atlanta, and Downtown Atlanta. This indicates that Gizmo has departmentalized on the basis of ________.
A) products
B) projects
C) customers
D) territories
E) functions
Q:
The organization structure at Sinclair Funds, a financial services company, is divided horizontally into Insurance, Mutual Funds, and Wealth Management departments. Identify the departmentalization mode being used here.
A) matrix
B) customer
C) product or service
D) geographic
E) functional
Q:
Which of the following is a potential disadvantage of functional departmentalizing?
A) difficulty for employees to prioritize responsibilities
B) lack of unity of command
C) difficulty in coordinating between various functions
D) difficulty in assigning blame or credit for the performance of a function
E) lack of consistency in carrying out functions
Q:
Which of the following is an advantage of functional departmentalizing?
A) facilitates coordination between various functions
B) facilitates assigning of blame when a product performs poorly
C) allows firms to pool human resources for both short-term and long-term projects
D) promotes consistency in how functions are carried out
E) facilitates differentiation of strategy across different segments
Q:
Which of the following is an advantage of departmentalizing by matrix?
A) It clarifies the power structure within the firm.
B) It helps employees prioritize responsibilities.
C) It facilitates coordination across projects.
D) It allows firms to achieve unity of command.
E) It allows firms to pool human resources for short-term and long-term projects.
Q:
The organization structure at Kinetic Machines is horizontally divided into Marketing, Finance, Production, and R&D departments. Identify the departmentalization mode being used here.
A) product
B) geographic
C) functional
D) customer
E) matrix
Q:
Which of the following is the most widely used basis for departmentalization?
A) customer
B) work functions
C) geography
D) matrix
E) product or service
Q:
The ________ of an organization refers to the extent to which firms use lateral subdivisions or specialties within an organization.
A) laddering
B) horizontal dimensioning
C) vertical integration
D) vertical dimensioning
E) backward integration
Q:
Which of the following is true about the height of an organization chart?
A) An organization's structure should be built from bottom to top to ensure that appropriate spans of management are achieved at all levels.
B) Span of management usually has no influence on the height of an organization chart.
C) Increasing spans of management to eliminate certain management positions and thereby reducing salary expenses will help the organization achieve long-tern success.
D) Normally, the greater the height of the organization chart, the smaller the span of management.
E) Overall, managers seem to be using taller organizational structures now than in the past.
Q:
Which of the following is a criticism of Graicuna's work in span of management?
A) He failed to emphasize the importance of span of management on the organization.
B) He does not recognize the principle of unity of command.
C) He does not consider the number of actual relationships among superiors and subordinates.
D) He fails to specify what will happen if the number of subordinates increases or decreases.
E) He takes into account managers' relationships outside the organization.
Q:
According to Graicunas's formula for determining the number of possible relationships between a manager and subordinates, as the number of subordinates increases arithmetically, the number of possible relationships between the manager and those subordinates ________.
A) increases proportionately
B) decreases proportionately
C) increases geometrically
D) increases arithmetically too
E) decreases geometrically
Q:
Andrew is a mid-level manager with three organizational levels above him and two below him. He has four analysts reporting directly to him. Using Graicunas's formula, calculate the total number of possible relationships between Andrew and his subordinates.
A) 4
B) 16
C) 44
D) 56
E) 64
Q:
________ developed a formula for determining the number of possible relationships between a manager and subordinates when the number of subordinates is known.A) Mary Parker FollettB) Henri FayolC) F. W. TaylorD) Max WeberE) V. A. Graicunas
Q:
According to the contingency viewpoint to designing span of management, which of the following situations would warrant a relatively wide span of control?
A) Supervising a team of scientists engaged in complex research work.
B) Supervising a team of factory workers sewing buttons onto shirts.
C) Managing a virtual team of engineers spread across several countries.
D) Managing a highly interdependent production team.
E) Managing and coordinating the activities of a marketing team.