Q&A Hero

Q: (p. 181) The unity of command principle states that: A. authority and responsibility must coincide. B. employees should handle routine matters, and supervisors should concentrate on nonroutine matters. C. an employee should have only one immediate boss at a given time. D. a supervisor should have a specific span of control.

Q: (p. 181) Violation of the ________________ principle is usually caused by unclear lines of authority and poor communication. A. parity B. scalar C. exception D. unity of command

Q: (p. 181) Which of the following principles states that authority should flow one link at a time from the top to the bottom of the organization? A. The scalar principle B. The span of management principle C. The exception principle D. The parity principle

Q: (p. 181) Which of the following principles states that authority and responsibility must coincide? A. The exception principle B. The scalar principle C. The span of management principle D. The parity principle

Q: (p. 180) Power: A. is not related to authority. B. is the right to command and expend resources. C. is positional in that it goes with a given position or title. D. is the ability to get others to respond favorably to instructions and orders.

Q: (p. 180) Responsibility is accountability for reaching: A. a higher position in the organization. B. organizational objectives. C. managerial levels. D. Maslow's third level.

Q: (p. 177) ________________ support, advise, and help line personnel. A. Line managers B. Security Personnel C. Staff authority D. Vice-presidents

Q: (p. 176) Authority is the: A. ability to manage people. B. right to expend resources. C. ability to advise staff experts. D. right to exploit the organization.

Q: (p. 176) ____________________ departmentalization occurs most frequently in organizations with operations or offices that are physically separated from each other. A. Geographic B. Functional C. Social D. Customer

Q: (p. 174-176) Each of the following is a form of departmentalization EXCEPT: A. functional department. B. geographical department. C. social department. D. department by shift.

Q: (p. 174) ________________ departmentalization occurs when the organization units are defined by the nature of the work. A. Geographic B. Functional C. Social D. Customer

Q: (p. 174) Identify the incorrect statement about an organization chart. A. It identifies specific relationships present in the organization. B. It provides an overall picture of how the entire organization fits together. C. It uses a series of boxes connected with one or more lines to graphically represent the organization's structure. D. It easily represents all of the relationships accurately even as the organization becomes larger and more complex.

Q: (p. 188) For effective delegation, overlap of authority should be minimized.

Q: (p. 188) It is a good idea to delegate tasks or assignments that upper management expects the supervisor to do personally because it shows the supervisor's delegation abilities.

Q: (p. 188) When there is a conflict situation, the supervisor should personally resolve it.

Q: (p. 188) The supervisor may normally delegate counseling of employees to subordinates who are their peers.

Q: (p. 186) Supervisors should set a good example by being, or at least looking, busy all the time.

Q: (p. 186) A supervisor should learn to get satisfaction by accomplishing things through others.

Q: (p. 184) Granting permission to take certain actions necessary to perform the assigned duties is often the most difficult part of delegating.

Q: (p. 184) Once a supervisor has determined which tasks to delegate, he or she decides which subordinates should handle each task.

Q: (p. 182) Variety refers to the difficulty of the jobs being supervised.

Q: (p. 181) The parity principle can be violated when two or more supervisors tell an employee to do different things at the same time.

Q: (p. 180) Power is positional in that it goes with a given position or title.

Q: (p. 180) Responsibility is accountability for reaching objectives, using resources properly, and adhering to organizational policy.

Q: (p. 179) Empowerment causes employees to demonstrate more initiative and perseverance in pursuing organizational goals.

Q: (p. 178) In a virtual organization, coworkers often do not see each other on a regular basis.

Q: (p. 178) Virtual organizations are generally rigid and changes are rarely imposed on them.

Q: (p. 177) Most organizations today have both line and staff managers.

Q: (p. 176) Line authority is used to support and advise line personnel.

Q: (p. 176) Geographic departmentalization occurs when organization units are defined by the nature of the work.

Q: (p. 174) Organizing is the grouping of activities necessary to achieve common objectives.

Q: (p. 174) The organization structure results from the grouping of work activities and the assignment of each grouping to a manager.

Q: (p. 167) What is the disadvantage of the compressed workweek?

Q: (p. 166) List the three most common alternative work schedules present in organizations.

Q: (p. 166 Fig 8.5) Give three suggestions for handling visitor interruptions.

Q: (p. 166) List two advantages of delegating work.

Q: (p. 165 Fig 8.4) Give any three tips for better utilization with the telephone.

Q: (p. 162) What are the three classes of paperwork?

Q: (p. 160) List five advantages of new cyber PIMs.

Q: (p. 160) What is a "tickler" filing system?

Q: (p. 158) What is a time inventory and how does one prepare it?

Q: (p. 156) Name five of the most frequently encountered time wasters.

Q: (p. 167) Which of the following is true of a condensed workweek option? A. Fatigue does not occur after longer working hours. B. Higher absenteeism and tardiness C. High start-up time D. Less time available for employees to take care of personal business

Q: (p. 167) Which of the following refers to the practice of working from home or while traveling and being able to interact with the office? A. Job sharing B. Flextime C. Telecommuting D. Condensed workweek

Q: (p. 166-167) Identify which of the following is NOT an advantage of flextime. A. Enabling employees to manage different lifestyles and schedules B. Providing the employer the edge in recruiting new employees C. Allowing employers to retain hard-to-find qualified employees D. Creating an environment where communication is minimal

Q: (p. 166) Which of the following alternative work schedules allows employees to choose, within certain limits, when they start and end their workday? A. Teleconferencing B. Flextime C. Compressed workweek D. Video conferencing

Q: (p. 166) ________________ frees a supervisor to perform the more important tasks of a supervisor. A. Delegation B. A deadline C. Flextime D. Telecommuting

Q: (p. 166) Which of the following provides needed targets for work completion? A. A deadline B. Whistleblowing C. A report D. Brainstorming

Q: (p. 166 Fig 8.5) Which of the following is NOT a suggestion for handling unexpected callers? A. Initiate a leisurely conversation. B. Have someone screen visitors. C. Get into the habit of meeting them at the door. D. Do not place chairs in your office as they are inviting to people passing by.

Q: (p. 165 Fig 8.4) Which of the following is NOT a tip for better utilization of time spent on the telephone? A. Have someone screen your calls. B. Develop a habit to be on long-winded calls. C. Hang up when on hold for a lengthy time. D. Have an agenda for the call.

Q: (p. 163) Which of the following is a disadvantage associated with e-mail? A. It is extremely fast and inexpensive. B. It can lead to people spending an inordinate amount of time sending and receiving messages. C. It can reach numerous people simultaneously. D. It is easier to handle and file as you read it when compared to regular mail.

Q: (p. 163) What is the key to having an effective filing system? A. Knowing what to save and what to throw away B. Having a file full of easily attainable material C. Holding information that you have not used in over a year D. Holding on to all information that you receive from your manager

Q: (p. 162) Delegating the authority to answer certain letters and memos to a secretary: A. can be a demotivating factor. B. would mean that information is available freely to people without authority. C. increases a secretary's job scope. D. limits the powers of the supervisor.

Q: (p. 162) All of the following are the basic classes of paperwork EXCEPT: A. needs to be thrown away. B. needs reading, passing on to someone else, or filing. C. needs to be mailed by end of workday. D. needs action by the supervisor.

Q: (p. 160) A personal information manager (PIM) is a(n): A. executive secretary. B. computer software program. C. system projector that contains information on presentations. D. telephone computer device with full-blown embedded computer operating devices.

Q: (p. 160) Which of the following is NOT a smartphone capability? A. Scheduling feature in email B. Cell phone capability C. File tickler system D. An address book

Q: (p. 159) A completed time caddy entry will be determined by all of the following considerations EXCEPT: A. your personal "best times" to do things. B. how long you expect the action to take. C. when during the day you expect to do the activity. D. changes in daylight savings, leap years, and other anomalies.

Q: (p. 159 Tab 8.1) Which of the following activities would probably be a high-priority item? A. Reading technical brochures B. Creating a priority list C. Scheduling overtime for the upcoming weekend D. Scheduling meetings for the upcoming week

Q: (p. 159) When composing a daily "to do" list one should: A. try to prioritize your list as you write it. B. wait until the list has been completed and then go back and prioritize the tasks. C. schedule all low priority items for one's peak mental periods. D. schedule one's workday after the list has been written up.

Q: (p. 159) What is the key to preparing an effective "to do" list? A. Handle each piece of paperwork only once. B. Get in the habit of preparing it at the same time each day. C. Concern yourself with priorities when composing your list. D. Refrain from breaking the project into smaller tasks.

Q: (p. 157) Which of the following is an ability that management often recognizes as a reason for advancement? A. Job-related stress B. Unclear lines of communication C. Saying "yes" to all requests D. Capacity to effectively manage time

Q: (p. 156) Which of the following ways is NOT a way in which a supervisor's time is wasted? A. Clutter and disorganization B. Indecision and procrastination C. Unexpected visits and lack of standards D. Think time and strategic meetings

Q: (p. 167) Disadvantages of the condensed workweek are lower absenteeism and tardiness.

Q: (p. 167) Advantages of telecommuting include less travel time, avoiding rush hour, and being able to work flexible hours.

Q: (p. 167) Flextime can create communication and coordination problems for supervisors.

Q: (p. 166) In flextime, usually the employee defines the core period when he or she will be at work, and the organization must agree with the request.

Q: (p. 166) Supervisors should try to avoid using deadlines because they tend to create too much stress.

Q: (p. 166) Two primary causes of procrastination by supervisors are complexity and fear.

Q: (p. 165) Faxes are more likely to go unread for any length of time.

Q: (p. 164-165) Given the importance of face-to-face communication, even the unnecessary meetings should be encouraged and attended by the supervisors.

Q: (p. 163) One problem associated with e-mail is the tendency to send a message to everyone.

Q: (p. 163) A question one should ask when deciding on materials to be filed is how that piece of material will be used in the next 12 months.

Q: (p. 162) When writing work-related reports, one should try to impress the reader by demonstrating their grasp of the language as much as possible through jargon and other techniques.

Q: (p. 162) One suggestion for handling paperwork is to not set it aside until the necessary action has taken place.

Q: (p. 162) Categorizing paperwork as you go through it takes extra time in the long run.

Q: (p. 160) PIMs are software programs designed to help manage individual time priorities and personal business.

Q: (p. 160) In a "tickler" filing system, issues are placed in a chronological file under the date that some future action needs to be taken.

Q: (p. 160) A time caddy permits you to look a week ahead and reserve time for prior commitments.

Q: (p. 158) A time inventory is the same thing as a time caddy.

Q: (p. 158) When keeping a daily log of your time, you should wait until the end of the day to make all of your task entries.