Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Management
Q:
__________ is the capacity to attract support and help from others to get things done.
a) Social capital
b) Human capital
c) Cultural capital
d) Intellectual capital
Q:
When Jose acts as a resource allocator for his organization, he is acting in a(n) __________ role.
a) entrepreneurial
b) decisional
c) interpersonal
d) informational
Q:
When managers __________, they stay in contact with people as they work, gather and interpret information on performance results, and use this information to make adjustments.
a) plan
b) lead
c) organize
d) control
Q:
At work, Julie focuses on measuring performance and takes the necessary corrective actions. Julie is engaged in the __________ function of the management process.
a) controlling
b) leading
c) organizing
d) planning
Q:
Tim is a sales manager at Green Source Corp. He sets a target for his sales team to increase sales by 20 percent in 20 weeks. While giving them suggestions on how to achieve the target, he also announces a 20 percent commission as an incentive. Tim is involved in the __________ function of the management process.
a) controlling
b) organizing
c) planning
d) leading
Q:
The process of setting performance objectives and determining what actions should be taken to accomplish them is known as:
a) organizing.
b) planning.
c) leading.
d) controlling.
Q:
The process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups best defines the term:
a) organizing.
b) planning.
c) leading.
d) controlling.
Q:
The process of arousing enthusiasm and inspiring efforts to achieve goals is called _____.
a) leading
b) planning
c) organizing
d) controlling
Q:
The upside-down pyramid clearly shows that the job of top managers is to support all EXCEPT the:
a) middle managers.
b) first-line managers.
c) operating workers.
d) chairman of the board.
Q:
The upside-down pyramid view of organizations puts __________ at the top of the pyramid.
a) customers
b) team leaders
c) nonmanagerial workers
d) first-line managers
Q:
Which of the following management issues is most associated with the concept of quality of work life or QWL?
a) Continuous improvement
b) Job satisfaction
c) Total quality management
d) Customer service
Q:
Effective managers help others achieve high performance and __________ in their work.
a) salary
b) profits
c) rewards
d) satisfaction
Q:
Which of the following is NOT one of the quality of work life (QWL) issues?
a) Being respected and valued
b) Fair pay
c) Safe work conditions
d) Health benefits
Q:
The overall quality of human experiences in the workplace is known as __________.
a) work environment
b) work culture
c) quality of work life
d) quality of work experience
Q:
Accountability in managerial performance is always accompanied by __________.
a) entrepreneurship
b) dependency
c) fondness
d) satisfaction
Q:
__________ is the requirement to show performance results to a supervisor.
a) Dependability
b) Durability
c) Delegation
d) Accountability
Q:
__________ is the oversight of top management by a board of trustees.
a) Accountability
b) Governance
c) Responsibility
d) Strategic planning
Q:
Jane, Kale, Carter, and Bennett have been appointed by the government of Rhodia to the board of trustees of the University of Rhodia. Their responsibility is to:
a) supervise several first-line managers.
b) supervise the performance of nonmanagerial workers.
c) make sure that the institution is being run right.
d) recognize potential problems and set strategies to abate them.
Q:
Claire, the CEO of Berylia Inc., reports to James. James has been appointed by the stockholders of Berylia to represent their ownership interests. Hence, James is a part of the __________ of Berylia Inc.
a) top management
b) front-line management
c) board of directors
d) board of trustees
Q:
The primary responsibility of the board of directors is to __________.
a) tell all the managers what to do
b) oversee the affairs of the organization
c) make daily operational decisions
d) do tactical planning
Q:
A person who guides the performance of an organization as a whole or of one of its major parts is called a __________.
a) supervisor
b) first-line manager
c) top manager
d) middle manager
Q:
Top managers focus on:
a) short-term plans.
b) long-term success.
c) middle managers.
d) the board of directors.
Q:
Tom is responsible for a group of manufacturing assembly workers who report to him. Tom is a __________ manager.
a) top
b) first-line
c) middle
d) senior
Q:
Andy is a middle manager at Hercules Industries. Whom would he report to?
a) First-line manager
b) Vice president
c) Chairman of the board
d) President
Q:
Susan is a manager who oversees the work of large departments or divisions consisting of several smaller teams at Colors Inc. Susan most likely holds the position of __________ at Colors Inc.
a) the CEO
b) a first-line manager
c) a director
d) a middle manager
Q:
At First United Bank, division managers, regional managers, and branch managers would be known as:
a) first-line managers.
b) middle managers.
c) top managers.
d) nonmanagerial workers.
Q:
The three levels of management are:
a) first, second, and third.
b) technical, conceptual, and human.
c) directorial, upper, and bottom.
d) top, middle, and first-line.
Q:
A person who supports and is responsible for the work of others is called a(n) __________.
a) leader
b) manager
c) employee
d) shareholder
Q:
Consider the case of a family-run business that operates one small local retail shop and its subsequent expansion into more locations and more stores. Describe the changes that are likely to take place in that business's organizational structure as it grows in size, geographic dispersion, and complexity. Tell why the changes are beneficial for the business.
Q:
Give a real or a hypothetical organizational example of how structure, strategic control systems, and culture interact with each other.
Q:
Describe the roles that organizational structure, strategic control systems, and organizational culture play in strategy implementation.
Q:
Explain the benefits of the multidivisional structure for managing a firm that competes in several industries.
Q:
The virtue of shared values is that it
a) replaces the need for formal organizational cultures.
b) creates strong functional cultures.
c) increases integration and improves coordination among organizational members.
d) replaces strategic leadership.
e) controls the way employees think and behave.
Q:
Which form of control was transmitted by Walt Disney?
a) Bureaucratic control through rules and procedures
b) Control through norms and values
c) Financial control through accurate financial statements
d) Output control
e) Incentive systems
Q:
Control through organizational culture
a) is faster than output control.
b) reduces mutual adjustment.
c) reduces mutual adjustment and includes setting individual goals.
d) includes setting individual goals.
e) involves employees internalizing the norms and values of the organization.
Q:
Control through organizational culture is so powerful because
a) it increases the costs of organizational control in a large company.
b) self-control develops through the establishment of an internal system of organizational values.
c) it results in maximum decentralization and the elimination of bureaucracy.
d) it achieves increased performance through the alignment of organizational goals with societal expectations.
e) it achieves external control through motivated co-workers.
Q:
Bill Gates' deliberate cultivation of values that encourage subordinates to perform in innovative and creative ways is an example of
a) organizational culture.
b) output control.
c) integration.
d) behavior control
e) standardization.
Q:
A national oil company would be most likely to use __________ to control its chain stores.
a) ROIC
b) standardization
c) corporate goals
d) socialization
e) divisional goals
Q:
Standardization is employed to squeeze out costs in manufacturing. Standardization may be achieved through standardization of
a) inputs.
b) work processes.
c) outputs.
d) both work processes and outputs.
e) inputs, conversion activities, and outputs.
Q:
Standardization is a form of
a) output control.
b) behavior control.
c) organizational inertia.
d) organizational culture.
e) financial control.
Q:
Which of the following is not a type of organizational control system?
a) Output control
b) Span of control
c) Behavioral control
d) Financial control
e) All of these are types of organizational control systems.
Q:
Which of the following is not a benefit of strategic control systems?
a) They help managers obtain superior organizational structure.
b) They help managers establish ambitious goals and targets.
c) They help managers develop performance measures.
d) They help managers excel in their quest to raise performance.
e) They help managers stay focused on important problems confronting the organization.
Q:
Which of the following is not one of the company levels where strategic control systems measure performance?
a) Functional
b) Corporate
c) Divisional
d) Board of directors
e) Individual
Q:
Strategic control systems
a) enable a company to evaluate whether it is successfully implementing its strategy.
b) help managers determine which generic strategy to pursue.
c) are used only at the business level.
d) allow firms to control the external environment.
e) are most effective for firms pursuing cost leadership.
Q:
Which of the following integrating mechanisms consists of one member from each relevant function or division assigned to an ad hoc committee?
a) Direct contact
b) Interdepartmental liaison
c) Temporary task force
d) Permanent team
e) The matrix structure
Q:
Which structure uses self-contained divisions to perform all value creation functions to gain competitive advantage?
a) Product team
b) Product
c) Multidivisional
d) Market
e) Functional
Q:
The wasteful duplication of functional resources is most likely to arise with a
a) multidivisional structure.
b) product team structure.
c) matrix structure.
d) functional structure.
e) geographic structure.
Q:
Transfer pricing is used most commonly in a
a) multidivisional structure.
b) product team structure.
c) functional structure.
d) matrix structure.
e) geographic structure.
Q:
Which of the following is not one of the problems in implementing a multidivisional structure?
a) Establishing the divisional-corporate authority relationship
b) Distortion of information
c) Long-term R&D focus
d) Competition for resources
e) Transfer pricing
Q:
In a multidivisional structure, which form of control is used to compare the relative performances of different divisions?
a) Output control
b) Bureaucratic control
c) Control through culture
d) Financial control
e) Adaptive control
Q:
The advantages of a multi-divisional structure do notinclude
a) enhanced corporate financial controls.
b) enhanced strategic controls.
c) reduced differentiation.
d) enhanced ability to overcome organizational limits to its growth.
e) stronger pursuit of internal efficiency.
Q:
Which of the following structures results in the creation of an office of corporate headquarters staff?
a) Functional
b) Multi-divisional
c) Geographic
d) Matrix
e) Product team
Q:
In a multidivisional structure
a) support functions, such as accounting, are centralized at the top of the organization.
b) corporate headquarters staff have operating responsibility.
c) divisional managers have overall corporate strategic responsibility.
d) corporate headquarters is responsible for overseeing the company's long-term plans and providing guidance to divisional managers.
e) financial controls are necessarily weak.
Q:
The two main innovations in a multidivisional structure (over a functional or product structure) are
a) a matrix structure at the divisional level and a flat structure at the corporate level.
b) a product structure at the divisional level and a functional structure at the corporate level.
c) the organization of business units into one or more divisions and the placement of corporate-level positions to oversee the activities and financial control over each division.
d) self-contained divisions with operating responsibility and a group of divisional managers with collective strategic responsibility.
e) a matrix structure at the divisional level and a functional structure at the corporate level.
Q:
A camera manufacturer that has separate divisions for making personal cameras, movie cameras, and film acquired a small film developer and a car battery supplier. Which of the following structures is most appropriate for this firm?
a) Functional
b) Multidivisional
c) Geographic
d) Matrix
e) Product team
Q:
To best meet the needs of its customers, a nationwide home supply company, such as Home Depot, should adopt a _______________ structure.
a) geographical
b) product
c) functional
d) multidivisional
e) product team
Q:
In the ___________ structure activities are grouped by geographic region.
a) geographical
b) product
c) functional
d) multidivisional
e) product team
Q:
In the ___________ structure activities are grouped by product line.
a) functional
b) product team
c) geographical
d) multi-divisional
e) product
Q:
In the _________________, the manufacturing function is broken down into different product lines based on the similarities and differences among products.
a) The product structure
b) The product team structure
c) The matrix structure
d) The product and product team structures
e) The matrix and product team structures
Q:
Which of the following is not one of the advantages of a functional structure?
a) Increasing specialization and productivity of workers
b) Sharing of task-specific knowledge
c) Easier for employees to monitor each other
d) Better focus on diverse customer needs
e) Greater ability for managers to exercise control
Q:
As new, small firms grow and mature, which structure are they likely to choose?
a) Simple
b) Geographic
c) Product
d) Matrix
e) Functional
Q:
When decision-making responsibilities are decentralized, benefits include all of the following except
a) increased motivation and accountability.
b) lower managerial costs from flattened hierarchy.
c) reduced information overload.
d) easier coordination of the organizational activities needed to pursue a company's strategies.
e) All of these are benefits of decentralization.
Q:
Authority is _________________ when managers at the upper levels of the organizational hierarchy retain the authority to make the most important decisions.
a) decentralized
b) centralized
c) dispersed
d) universally effective
e) differentiated
Q:
Which of the following is not a problem in firms with a tall organizational structure?
a) Motivational problems
b) Wide spans of control
c) Information distortion
d) High managerial costs
e) Coordination problems
Q:
The "minimum chain of command" principle states that firms should use the __________ levels of hierarchy that are necessary, and often result in organizational structures that are __________.
a) most; taller
b) fewest; taller
c) minimum; ineffective
d) minimum; flatter
e) highest; flat
Q:
Tall organizational structures are characterized by
a) few levels of management and a relatively narrow span of control.
b) few levels of management and a relatively wide span of control.
c) many levels of management and a relatively narrow span of control.
d) many levels of management and a relatively wide span of control.
e) None of these.
Q:
Flat organizational structures are characterized by
a) few levels of management and a relatively narrow span of control.
b) few levels of management and a relatively wide span of control.
c) many levels of management and a relatively narrow span of control.
d) many levels of management and a relatively wide span of control.
e) None of these.
Q:
_______________ provides the vehicle through which managers can coordinate the activities of a company's various functions, divisions, and business units to take advantage of their skills and competencies.
a) Organizational structure
b) Decentralization
c) Organizational culture
d) Span of control
e) Strategic control
Q:
Each organizational function needs to develop a distinctive competency in a value creation activity in order to increase
a) efficiency.
b) quality.
c) customer responsiveness.
d) innovation.
e) all of the above.
Q:
Behavior control is a system of control based on the establishment of a comprehensive system of rules and procedures to direct the actions or behavior of divisions, functions, and individuals.
Q:
Output controls exist when strategic managers establish goals and measures to evaluate efficiency, quality, innovation, and responsiveness to customers.
Q:
The most common measures managers and other stakeholders use to monitor and evaluate a company's performance are financial controls.
Q:
Strategic control systems are the formal target-setting, measurement, and feedback systems that enable strategic managers to evaluate whether a company is implementing its strategy successfully.
Q:
Organizational control is the process by which managers monitor the ongoing activities of an organization and its members to evaluate whether activities are being performed efficiently and effectively.
Q:
The implementation issue for managers is to match differentiation with the level of integration to make organizational structure work efficiently.
Q:
When more than two functions or divisions share a common problem, a task force may be the appropriate integrating mechanism.
Q:
A complex form of integrating mechanisms is needed when a company's structure is complex.
Q:
An organization that divides manufacturing and operations be regions uses geographic structure.
Q:
Divisional battles may lead to battles over transfer pricing.
Q:
Competition for resources is one of the advantages of the multi-divisional structure.