Q&A Hero

Q: The __________ of an organization is reflected in how people dress at work, arrange their offices, and speak to and behave toward one another in the organization. a) functional culture b) observable culture c) underground culture d) core culture

Q: Which of the following statements is NOT true about organizational culture? a) It describes the structure of an organization. b) It is a system of shared beliefs and values. c) It represents the personality of an organization. d) It represents the way of doing things in an organization.

Q: A system of shared beliefs and values that guides organizational behavior is called an ________. a) organizational policy b) organizational procedure c) organizational design d) organizational culture

Q: Describe some common alternate work schedules employed by modern organizations. List the advantages of each.

Q: Discuss the differences between the mechanistic design and the organic design.

Q: How is decentralization related to delegation? Explain the three steps to be followed while delegating jobs to others.

Q: How is organizational height related to span of control?

Q: What is a matrix structure? What are the two structures from which it is formed? What are the advantages and disadvantages of a matrix structure?

Q: Describe a division structure and the various substructures within it.

Q: Describe a functional structure and some of its important advantages and disadvantages.

Q: Why are network structures, given their efficiency, not more prevalent? As a manager, would you use a network structure? Give reasons.

Q: As a manager of a new marketing branch of a company, you will be supervising 30 employees that have been transferred from other branches of the company. These employees have a preexisting structure of informal relationships because they have worked together in the past. How will you identify and use this structure of informal relationships to effectively manage this new branch?

Q: A(n) __________ is a place where telecommuters share office space outside the home.

Q: __________ give employees some choice in daily work hours.

Q: With __________, top management allows lower levels to help make decisions on matters where they are best prepared or informed.

Q: A(n) __________ uses permanent and temporary cross-functional teams to improve lateral relations.

Q: Network strategies implemented through the use of information technologies create __________.

Q: Network structures use __________ to dramatically reduce the need for full-time staff.

Q: __________ group together people and jobs that serve the same customers or clients.

Q: __________ combine members from different departments to work on a common task.

Q: The structural approach that attempts to generate the advantages of both the functional and divisional forms is the __________.

Q: A significant problem with functional organizations is the lack of communication between the various functional areas. This problem is known as the __________.

Q: The shadow organization that operates within a formal organization is known as a(n) __________.

Q: Separating people to perform different tasks that aggregate into a unified whole is known as the __________.

Q: __________ identifies the informal structures and their embedded social relationships that are active in an organization.

Q: A(n) __________ is a diagram of positions and reporting relationships within an organization.

Q: Once goals are set in the planning phase of an organization, __________ puts people and resources in place to carry them out.

Q: A flexible working hours policy allows employees to work whenever they want.

Q: A flexible and adaptive organization is most likely the outcome of an organic design.

Q: A basic principal of management is that, "When delegating, authority should equal responsibility."

Q: The key feature of a network structure is a minimal core staff, with as much of the support activity contracted out as possible.

Q: A cross-functional team structure has no functional supervisor.

Q: The three types of divisional structures are geographical structures, customer structures, and functional structures.

Q: The essence of the functional chimneys problem is that the subunits of an organization compete among themselves.

Q: The informal structure of an organization is also known as a shadow organization.

Q: An organization chart describes a company's mission.

Q: Controlling arranges people and resources to work toward a goal.

Q: At AZN Media Inc., each job is split between at least two people. This scenario illustrates: a) job enlargement. b) job enrichment. c) job sharing. d) teamwork.

Q: Which of the following alternate work arrangements involves using information technology to work at home or outside the office? a) Job sharing b) Telecommuting c) Compressed workweeks d) Flexible working hours

Q: __________ allows a worker to complete a full-time job in less than five days. a) A flexible working hours policy b) A compressed workweek c) Job sharing d) Telecommuting

Q: Informal structures and interpersonal networks are more likely to be the characteristics of a(n) __________ . a) functional design b) vertical design c) organic design d) bureaucratic design.

Q: Which of the following statements is true of organizations with a mechanistic design? a) They are not bureaucratic. b) They are easily adaptable to less-predictable situations. c) They handle change better than organizations with an organic design. d) They thrive in stable environments.

Q: __________ are adaptive, using a decentralized and horizontal structure. a) Classical designs b) Mechanistic designs c) Bureaucracies designs d) Organic designs

Q: Organizations that are most likely to have centralized management are: a) empowered organizations. b) organic organizations. c) mechanistic organizations. d) matrix organizations.

Q: Which of the following organizational designs is more bureaucratic and has a vertical structure? a) Organic design b) Mechanistic design c) Matrix design d) Empowered design

Q: A(n) __________ emphasizes formal authority, rules, order, fairness, and efficiency. a) organic organization b) horizontal structure c) decentralized organization d) bureaucratic organization

Q: To create an empowering environment, a manager should avoid: a) allowing employees to make decisions themselves. b) taking suggestions and ideas from subordinates. c) giving workers a chance to take the initiative in solving problems. d) closely supervising and regulating the work process.

Q: A manager from LMT Corporation allows her employees to do their jobs as they see fit. This scenario illustrates the concept of: a) span of control. b) centralization. c) empowerment. d) organizational design.

Q: A classical management principle says authority should equal responsibility when: a) delegating work to a subordinate. b) centralizing organizational decisions. c) empowering subordinate employees. d) employing strategic alliances.

Q: Delegation refers to: a) telling employees how to do their work. b) managers promoting their employees. c) the process of entrusting work to others. d) managers favoring certain employees.

Q: In a ______ organization, the top management has the power to make most of the important decisions. a) centralized b) flat c) decentralized d) wide

Q: Remote Servicing Inc. (RSI) has a flat organizational structure. In this scenario, managers at RSI would have a __________ span of control. a) tall b) flat c) wide d) narrow

Q: Span of control refers to: a) the power a manager has over all employees. b) the number of employees directly reporting to a manager. c) the area in which a manager supervises. d) the number of top level managers a middle manager must report to.

Q: __________ is the process of configuring organizations to meet environmental challenges. a) Centralization b) Decentralization c) Organizational design d) Strategic planning

Q: Which of the following is a requirement for a virtual structure? a) Functional management b) Cross-functional teams c) Information technology d) Large projects

Q: A _____ uses information technologies to operate as a shifting form of alliances. a) functional organization b) matrix organization c) virtual organization d) divisional organization

Q: Which of the following is an advantage of a network structure? a) An easy transition from other types of structures b) Simplicity of operating the structures c) Control over each part of the system d) Lower costs and flexibility

Q: ABC and XYZ, two organizations in the same industry, have come together to pursue areas of mutual interest. This scenario exemplifies a(n): a) unethical venture. b) acquisition. c) corporate takeover. d) strategic alliance.

Q: ABC Inc. uses information technology to connect with outside suppliers and service contractors. In this scenario, which of the following structures does ABC Inc. use? a) A cross-functional structure b) A matrix structure c) A network structure d) A horizontal structure

Q: Who among the following is responsible for a cross-functional team member's performance appraisal in a matrix structure? a) The functional supervisor b) The project manager c) Both the functional supervisor and the team leader d) The general manager

Q: A __________ brings together members from different functional departments. a) matrix team b) cross-functional team c) sales team d) vertical team

Q: Your manager is considering the implementation of either a matrix structure or a team structure. Based on what you have learned in this class, you can tell her that the major difference between a matrix structure and a team structure is that a team structure: a) has no functional management. b) has project management. c) is always permanent. d) has temporary teams to solve problems.

Q: A cross-functional team member in a matrix structure reports to __________ manager(s). a) 0 b) 1 c) 2 d) 3

Q: Which of the following is a disadvantage of a matrix structure? a) The power struggle between two managers produce conflicting demands on employees. b) Expertise to solve problems is unavailable at the team level. c) Subunits focus on functional goals rather than on organizational objectives. d) A lack of communication develops between functional units.

Q: Matrix structures offer all of the following advantages EXCEPT: a) a less expensive organizational structure. b) a clear accountability for projects. c) improved communication across functions. d) problem-solving at the team level.

Q: An organizational structure that combines functional and divisional approaches to emphasize project or program teams is called a(n) __________. a) informal structure b) operational structure c) vertical structure d) matrix structure

Q: A customer structure groups together people who: a) work on a single product. b) work in the same location. c) serve the same customer or client. d) possess the same qualifications.

Q: Which of the following is NOT a form of divisional structure? a) Product structure b) Functional structure c) Customer structure d) Geographical structure

Q: Maria, the vice-president of operations at Choco Candy, Inc. (CCI), plans to create new divisions of CCI in China, India, and Malaysia. In this scenario, Maria develops a _______ for CCI. a) product structure b) geographical structure c) team structure d) service structure

Q: Which of the following divisional structures brings together people and jobs performed in the same location? a) Product structures b) Customer structures c) Geographical structures d) Process structures

Q: Which of the following structures groups together people working on the same product, in the same geographical area, or with similar customers? a) A matrix structure b) A network structure c) A divisional structure d) An informal structure

Q: In a functional structure, a lack of communication between functional departments leads to a lack of: a) coordination between the functional units. b) expertise in solving technical problems. c) a clear career path for employees. d) training within the departments.

Q: Community Bank Inc. currently operates with a functional structure. A lack of communication across functional departments has affected the performance of the employees. This scenario illustrates the concept of: a) matrix structure. b) top-down structure. c) functional chimneys. d) cross-functional team.

Q: Big Money Bank has several branches that are headed by branch managers. The loan manager, investments manager, operations manager, and trust manager in each branch report directly to the branch manager. This scenario is an example of a __________.a) dysfunctional structureb) matrix structurec) network structured) product structure

Q: At Ink Pens Manufacturing (IPM), there are departments for marketing, engineering, and manufacturing. Which of the following structures does IPM exemplify? a) A matrix structure b) A cross-functional structure c) An informal structure d) A functional structure

Q: A __________ groups together people with similar skills who perform similar tasks. a) cross-functional structure b) functional structure c) horizontal structure d) matrix structure

Q: The process of grouping together people and jobs into work units is called __________. a) breakeven analysis b) relationship management c) socialization d) departmentalization

Q: All of the following are problems with informal structures EXCEPT that they: a) assist in getting the work done. b) may work against organizational goals. c) breed resistance to change. d) distract members from their work.

Q: __________ are made up of relationships between organizational members that are unofficial and not specified by the formal structure. a) Strategic organizations b) Vertical organizations c) Shadow organizations d) Formal organizations

Q: The network of unofficial relationships among an organization's members is called the __________. a) informal structure b) planned structure c) formal structure d) industrial structure