Q&A Hero

Q: A boundaryless organization is most likely to ________. A) encourage hierarchical structure B) avoid using cross-hierarchical teams C) discourage participative decision-making practices D) use 360-degree performance appraisals E) replace empowered teams with departments

Q: Odysseus Corp. is attempting to flatten its organizational hierarchy. It is encouraging the use of cross-hierarchical teams, participative decision-making practices, and 360-degree performance appraisals. Based on this information, we can say that Odysseus Corp. is attempting to create a ________ organization. A) highly centralized B) virtual C) boundaryless D) highly formalized E) highly departmentalized

Q: A boundaryless organization strives to ________. A) break down barriers between the company, its customers, and suppliers B) reduce bureaucracy costs associated with managing the projects in the organization C) outsource projects to a competent third party D) create a higher level of formalization in the organization E) centralize power within the organization

Q: Who coined the term boundaryless organization? A) Steve Jobs B) Jack Welch C) Milton Friedman D) John Maynard Keynes E) Frederick Herzberg

Q: Blastkrieg, a chain of audio equipment stores, uses computerized inventory control and customer self-service to eliminate the category of sales clerks from its force of employees. After diversifying into computer electronics, it now plans to employ the same concept in selling desktop PCs and laptops. Which of the following is an assumption made in Blastkrieg's strategy? A) All computer electronics stores use a similar strategy. B) Sales personnel are not required for selling computer electronics successfully. C) The same kind of computers will be used in inventory control for both audio equipment and electronics at Blastkrieg. D) A self-service strategy cannot be employed without computerized inventory control. E) Sales clerks are the only employees of Blastkrieg who could be assigned tasks related to inventory control.

Q: Which of the following is most likely to be a drawback of a virtual organization? A) constant flux and reorganization B) increased technology costs and decentralization C) lack of flexibility and innovativeness D) lack of qualified employees and poor management E) poor communication and high degree of formalization

Q: Which of the following statements is true regarding a virtual organization? A) A virtual organization is sometimes called matrix organization. B) A virtual organization is highly decentralized. C) A virtual organization is characterized by a high degree of departmentalization. D) A virtual organization tends to have unclear roles, goals, and responsibilities. E) A virtual organization lacks flexibility.

Q: The major advantage of a virtual organization is its ________. A) decentralized structure B) ability to enhance role clarity C) flexibility D) highly departmentalized structure E) ability to minimize organizational politics

Q: You are the CEO of Achilles Incorporation. You have decided to hire other organizations to perform many of the basic functions of your business. You have hired an accounting firm to keep your records, a recruiting firm to handle human resource functions, and a computer firm to handle all records. To keep costs down, you are looking for other areas in which to outsource operations. You have chosen to operate your business as a ________. A) matrix organization B) virtual organization C) highly centralized organization D) highly formalized organization E) bureaucracy

Q: A virtual organization is also known as a(n) ________ organization. A) boundaryless B) electronic C) modular D) pyramidal E) triangular

Q: A ________ organization is a small, core organization that outsources major business functions. A) centralized B) virtual C) bureaucratic D) matrix E) formalized

Q: Which one of the following problems is most likely to occur in a matrix structure? A) decreased response to environmental change B) increased social loafing C) loss of economies of scale D) increase in groupthink E) employees receiving conflicting directives

Q: Which of the following statements is true regarding a matrix structure? A) It breaks the unity-of-command concept. B) It cannot achieve economies of scale. C) It reduces ambiguity about who reports to whom. D) It prevents power struggles. E) It avoids duplication of activities.

Q: You describe to your students a new committee within the university that brings together specialists from all different departments to develop a new interdisciplinary program. The structure of the committee best meets the definition of the ________ structure. A) matrix B) simple C) boundaryless D) virtual E) bureaucratic

Q: You explain to your students the structure of a local grocery store situated in your neighborhood. The store employs two full-time employees, a salesperson and a cashier. The owner of the store acts as its manager and makes all the decisions. Which of the following organizational structures is being described by you? A) matrix structure B) virtual structure C) bureaucracy D) boundaryless structure E) simple structure

Q: You are interested in explaining the different types of organizational designs to students of basic management. These students need to know the advantages and disadvantages of each structure as well as the structure's characteristics. You extol the virtues and benefits of standardization. You are most likely to be promoting the ________. A) matrix structure B) virtual organization C) bureaucracy D) boundaryless structure E) simple structure

Q: The strength of product departmentalization in the matrix structure is that it facilitates ________. A) coordination among specialties B) implementation of a high degree of centralization C) adherence to chain of command D) standardization E) employee empowerment

Q: Which of the following types of organizational designs combines two forms of departmentalization, functional and product? A) simple structure B) bureaucracy C) matrix structure D) virtual structure E) boundaryless structure

Q: Which of the following statements is true regarding a bureaucracy? A) Bureaucracies are characterized by a low degree of formalization. B) Bureaucracy is an ideal organizational design for those organizations that operate under highly uncertain conditions. C) Typically, bureaucracies have wider spans of control. D) Bureaucracies can get by with less talented middle- and lower-level managers. E) Bureaucracies encourage employee empowerment.

Q: The key concept that underlies all bureaucracies is ________. A) efficiency B) standardization C) increased flexibility D) decentralization E) specialization

Q: Which of the following is a characteristic of a simple structure? A) high centralization B) inflexibility C) narrow spans of control D) ambiguous accountability E) high degree of formalization

Q: Which of the following statements is true about the simple structure? A) It is very expensive to operate. B) It is characterized by a high degree of formalization. C) It becomes increasingly inadequate as an organization grows. D) It is most widely adopted in large businesses in which the manager and owner are different. E) It is characterized by a narrow span of control.

Q: Mark is the owner of a local shoe business. He has fifteen employees who report directly to him, he makes all the decisions regarding the type and quality of shoes, and he looks after the shop's finances. Which type of organizational structure does Mark have? A) bureaucracy B) virtual structure C) matrix structure D) boundaryless structure E) simple structure

Q: The simple structure is most widely practiced in small businesses in which ________. A) the manager and owner are one and the same B) the number of employees is between 100 to 150 C) employees are highly skilled D) managers are hired directly by the company's owner E) training budgets are limited

Q: A ________ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. A) bureaucracy B) matrix organization C) simple structure D) networked organizational structure E) hierarchical organization

Q: The clerical and editorial employees in a publishing house need to be at their desks by 8:00 AM and follow a set of precise procedures dictated by management. The jobs of these clerical and editorial employees ________. A) have a wide span of control B) score high on the degree of departmentalization C) score high on the degree of formalization D) lack a unity of command E) score low on the degree of work specialization

Q: Publishing representatives who call on college professors to inform them of their company's new publications have a great deal of freedom in their jobs. They have only a general sales pitch, which they tailor as needed. Based on this information, we can say that the job of these publishing representatives ________. A) scores low on the degree of work specialization B) scores low on the degree of decentralization C) scores high on the degree of departmentalization D) scores high on the degree of centralization E) scores low on the degree of formalization

Q: Elena is the senior manager of a scientific operations team at a well-known clinical research organization. The organization delivers more than 4,000 solutions across more than 18 therapeutic areas. Being a perfectionist, Elena has reached her present position through hard work and dedication. Given that she has also worked effectively with teams in the past, she has recently been assigned to lead a team working on a new project which is critical to the company. Elena refuses to allocate any tasks to her team and decides to put in extra hours and weekends to complete the groundwork herself. Based on the information presented here, which of the following would best explain this contradiction? A) Elena feels she will not be able to guide her team well on the project. B) Elena is not very sociable with her colleagues. C) Elena feels that by delegating work, she will complicate her working relationship with the team. D) Elena feels that this project is vital to the team's success. E) Elena is reluctant to delegate work as she lacks confidence in her team's abilities.

Q: ________ refers to the degree to which jobs within the organization are standardized. A) Formalization B) Empowerment C) Work specialization D) Departmentalization E) Decentralization

Q: The more the lower-level personnel provide input or are actually given the discretion to make decisions, the ________ within that organization. A) higher is the degree of formalization B) lower is the level of empowerment C) lower is the degree of work specialization D) higher is the degree of departmentalization E) higher is the degree of decentralization

Q: According to a 2011 survey, many workers in Qtopia Inc. are dissatisfied with their jobs. The survey revealed that most of the dissatisfied workers believe that they have very little control over their job assignments. Therefore, to increase workers' job satisfaction, Boris, a production manager, feels they need to only concentrate on changing the dissatisfied workers' beliefs regarding the degree of control they have over their job assignments. Which of the following, if true, would weaken the conclusion made by Boris? A) Many dissatisfied workers feel that their wages are too low and working conditions are unsatisfactory. B) The number of workers in Qtopia Inc. who are satisfied with their jobs is greater than the number of workers who are dissatisfied. C) The workers in Qtopia Inc. are more dissatisfied than workers in other companies. D) The 2008 edition of a popular magazine included Qtopia Inc. on its list of 100 best companies to work for. E) The workers in the company who are satisfied with their jobs believe that they have sufficient control over their job assignments.

Q: ________ refers to the degree to which decision making is concentrated at a single point in the organization. A) Formalization B) Departmentalization C) Centralization D) Work specialization E) Line of command

Q: In an organization, top managers make all the decisions and lower-level managers merely carry out their directives. This organization is most likely to be characterized by ________. A) a narrower span of control B) a low degree of formalization C) a high degree of centralization D) a high degree of departmentalization E) a low degree of work specialization

Q: While observing the departments in his division, Gordon notices that some managers with wide spans of control seem to perform more effectively than other managers with similarly sized spans of control. Which of the following statements is most likely to be true regarding the high-performing managers? A) These managers are paid higher salaries than the low-performing managers. B) These managers have external locus of control. C) The employees within their departments tend to compete to reach productivity goals, which boosts performance. D) The employees within their departments score high on agreeableness. E) The employees within their departments are highly skilled and very knowledgeable about their jobs.

Q: Gordon is a new divisional manager at AskSocrates.com. In reorganizing his division, he must make some decisions regarding the span of control for management within his division. The question of span of control determines ________. A) the employee grievance policy of the organization B) the number of levels and managers in an organization C) where decisions are made D) how jobs will be grouped E) how employees will be compensated

Q: Which of the following is a drawback of a narrow span of control? A) It increases effectiveness. B) It is more expensive. C) It encourages employee autonomy. D) It decreases the number levels in the organizational hierarchy. E) It increases participatory decision making.

Q: Anna's company needs to dramatically cut costs, speed decision making, and increase flexibility. Which of the following structural decisions will help her achieve the desired objectives? A) increasing the span of control B) decreasing the unity of command C) increasing the degree of formalization D) decentralizing management decisions E) departmentalizing the company on the basis of products

Q: A narrow span of control ________. A) encourages employee autonomy B) is expensive because it adds levels of management C) simplifies vertical communication D) increases the speed of decision making E) discourages overly tight supervision

Q: A ________ is consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees. A) wider span of control B) high degree of formalization C) longer chain of command D) lack of work specialization E) high degree of centralization

Q: The ________ refers to the number of subordinates that a manager directs. A) span of control B) unity of command C) chain of command D) line of responsibility E) leadership web

Q: Mike Morrell is a production supervisor in Porco Rosso, an aircraft manufacturing firm. After evaluating Mike's managerial capabilities, some members of the senior management feel that average productivity would improve if more workers were assigned to him. However, some managers are skeptical about Mike's ability to handle more workers. Which of the following statements, if true, would weaken the argument favoring increased span of control? A) Mike has a reputation of handling interpersonal conflicts effectively. B) Performance reports from the last few years show that teams that were monitored closely had higher productivity. C) Porco Rosso recently launched its latest engine model, the PR-4. D) Market trends indicate that the demand for aircraft is expected to increase substantially over the next few years. E) When additional workers were assigned to Mike on a previous occasion, it led to favorable and productive results.

Q: Mike Morrell is a production supervisor in Porco Rosso, an aircraft manufacturing firm. After evaluating Mike's managerial capabilities, some members of the senior management feel that average productivity would improve if more workers were assigned to him. However, some managers are skeptical about Mike's ability to handle more workers. Which of the following statements, if true, would support the argument favoring increased span of control? A) Mike's team consists of highly experienced and skilled labor. B) Porco Rosso recently became the world's leading aircraft manufacturer. C) Mike is receiving increasing complaints about interpersonal conflicts within the team. D) Mike's team is highly dependent on his guidance, even on minor issues. E) When additional workers were assigned to Mike on a previous occasion, it led to unfavorable results.

Q: According to the principle of unity of command, ________. A) managers should limit their oversight to a maximum of 12 employees B) managers should oversee 1-4 employees on average C) an individual should be directly responsible to only one supervisor D) an organization should be departmentalized on the basis of functions E) employees should report directly to two supervisors to maintain task balance

Q: The principle of ________ helps preserve the concept of an unbroken line of authority. A) span of control B) departmentalization C) cross-functionality D) centralization E) unity of command

Q: Which of the following terms refers to the rights inherent in a managerial position to give orders and expect them to be obeyed? A) chain of command B) authority C) power D) span of control E) leadership

Q: Span of control is a key element of an organization's structure. Which of the following key questions is addressed by this element? A) On what basis will jobs be grouped together? B) To whom do individuals and groups report? C) To what degree will there be rules and regulations to direct employees and managers? D) How many individuals can a manager efficiently and effectively direct? E) To what degree are activities subdivided into separate jobs?

Q: Chain of command is a key element of an organization's structure. Which of the following key questions is addressed by this element? A) How many individuals can a manager efficiently and effectively direct? B) To whom do individuals and groups report? C) On what basis will jobs be grouped together? D) To what degree are activities subdivided into separate jobs? E) To what degree will there be rules and regulations to direct employees and managers?

Q: The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed ________. A) chain of command B) path of power C) span of control D) line of responsibility E) web of authority

Q: Wiper Inc., a parts supplier, has separate departments for government aircraft and contracts, large commercial aircraft clients, and small personal aircraft clients. This is an example of departmentalization on the basis of ________. A) product B) function C) geography D) customer E) service

Q: Procter & Gamble has separate departments for Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by ________. A) function B) process C) geography D) product E) interest

Q: AgriProducers has customers all over the United States that need their soil and crops tested in their labs. The crops and soil are different in the various large areas of the nation, such as the West Coast and the Midwest. Which type of departmentalization would be best for AgriProducers? A) functional B) process C) product D) geographic E) temporal

Q: A plant manager organizes a plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments. The plant is departmentalized on the basis of ________. A) target customer B) product C) function D) geography E) service

Q: The basis by which jobs are grouped is called ________. A) social clustering B) span of control C) work specialization D) centralization E) departmentalization

Q: For much of the first half of the twentieth century, managers viewed work specialization as ________. A) a means to encourage employee satisfaction B) an effective solution to overcentralization C) an unending source of increased productivity D) difficult to implement without automation technology E) a frustrating cause of reduced efficiency

Q: Which of the following statements is true regarding work specialization? A) Work specialization indicates to what degree will there be rules and formalized regulations to direct employees and managers. B) Work specialization decreases the time spent in changing tasks. C) Work specialization increases the cost of finding and training workers to do specific and repetitive tasks. D) Work specialization decreases efficiency and productivity. E) Work specialization hinders efficient use of employee skills.

Q: The term which is used to describe the degree to which tasks in an organization are subdivided into separate jobs is called ________. A) social clustering B) bureaucracy C) work specialization D) centralization E) departmentalization

Q: Describe the preferred negotiating techniques that would be implemented by a manager from China. What conflict management techniques would he use? What role would a third-party negotiator be likely to have if no agreement could be reached?

Q: Explain how gender affects negotiating, and describe what this means to the outcomes of the negotiation process.

Q: Discuss the effects of moods and emotions on effectiveness of negotiations.

Q: Discuss the effects of agreeableness on the effectiveness of negotiations.

Q: What is BATNA? Discuss the significance of BATNA.

Q: Describe the first step of the negotiation process. How does this step affect negotiating parties' relationship? How does the negotiating parties' relationship help determine the kind of bargaining that will be done (integrative or distributive)?

Q: In terms of intraorganizational behavior, all things being equal, why is integrative bargaining preferable to distributive bargaining?

Q: Discuss distributive bargaining.

Q: Explain the conflict resolution strategies used by collectivist cultures.

Q: What is the difference between intergroup conflict and intragroup conflict? Provide an example of each type of conflict.

Q: Identify the three basic types of conflict from the perspective of where the conflict occurs and discuss why it is important to understand the loci of conflict in order to address conflict in the workplace.

Q: Outline and discuss the conflict process.

Q: Describe the five conflict-handling intentions that are based on the dimensions of cooperativeness and assertiveness.

Q: Describe a functional conflict and dysfunctional conflict that could exist because of structure.

Q: What are the various causes of conflict?

Q: Define and describe the traditional view of conflict.

Q: In third-party negotiations, a conciliator is a trusted third party who provides an informal communication link between the negotiator and the opponent.

Q: A popular stereotype is that men are more cooperative and pleasant in negotiations than women.

Q: Jeff has a reputation for shouting angrily while negotiating. In contrast, Anita is known for her soft-spoken agreeable approach to negotiations. Jeff is more likely to get the concessions he wants than Anita.

Q: Individuals who bargain in teams reach fewer integrative agreements than those who bargain individually.

Q: In terms of intraorganizational behavior, all things being equal, integrative bargaining is preferable to distributive bargaining.

Q: If the aspiration ranges of two parties overlap, then a settlement range for the conflict exists.

Q: Distributive bargaining attempts to create a win-win solution for both the parties.

Q: Negotiation is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.