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Chapter 14—Basic Elements of Organizing

TRUE/FALSE

1. Job design can be defined as deciding how best to group organizational activities and resources.

ANS: F PTS: 1 OBJ: 14.1 NAT: AACSB: A

TYP: Def

2. Organization structure is the manner in which basic organizational components such as strategy, tactics, and operations are arranged for a particular organization.

ANS: F PTS: 1 OBJ: 14.1 NAT: AACSB: A

TYP: Def

3. A manager needs to understand the blocks⎯organizational structure⎯before building with them ⎯organizational design.

ANS: T PTS: 1 OBJ: 14.1 NAT: AACSB: R

TYP: Comp

4. There are eight basic building blocks managers can use in constructing an organization.

ANS: F PTS: 1 OBJ: 14.1 NAT: AACSB: R

TYP: Comp

5. Job specialization evolved from the concept of division of labor.

ANS: T PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

6. Task variety is the perceived importance of the task.

ANS: F PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

7. Growth-need strength is presumed to affect how the job characteristics approach works for different people.

ANS: T PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

8. The most common base for departmentalization, especially among smaller organizations, is by product.

ANS: F PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

9. A disadvantage of functional departmentalization is that administrative costs rise because each department must have its own functional specialists for areas such as market research and financial analysis.

ANS: F PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

10. Divisions, units, sections, and bureaus are all synonyms for departments.

ANS: T PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

11. Most large corporations use one form of departmentalization.

ANS: F PTS: 1 OBJ: 14.3 NAT: AACSB: A

TYP: Comp

12. The scalar principle suggests that each person within an organization must have a clear reporting relationship to one and only one boss; newer models of organization design routinely⎯and successfully⎯violate this premise.

ANS: F PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

13. Flat organizations result from broad spans of management.

ANS: T PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

14. Standardized procedures lead to narrower spans of control.

ANS: F PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

15. Delegation is power that has been legitimized by the organization.

ANS: F PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Comp

16. No organization is ever completely decentralized or completely centralized; some firms position themselves toward one end of the continuum, and some lean the other way.

ANS: T PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Comp

17. Local networks, increasingly managed by hand-held electronic devices, are making it easier to coordinate activities.

ANS: T PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

18. Pooled interdependence is when the output of one unit becomes the input for another in a linear fashion.

ANS: F PTS: 1 OBJ: 14.6 NAT: AACSB: A

TYP: Def

19. Once jobs have been broken into small units, the departments need to be linked back together through coordination.

ANS: T PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: Comp

20. A staff position is responsible for the achievement of an organization's goals.

ANS: F PTS: 1 OBJ: 14.7 NAT: AACSB: A

TYP: Def

21. According to the text, the most effective way to use staff positions is to grant them line authority.

ANS: F PTS: 1 OBJ: 14.7 NAT: AACSB: R

TYP: Comp

22. An organization with high administrative intensity is one with few staff positions relative to the number of line positions.

ANS: F PTS: 1 OBJ: 14.7 NAT: AACSB: A

TYP: Def

23. Over the past few years, the trend in many organizations has been to decrease administrative intensity.

ANS: T PTS: 1 OBJ: 14.7 NAT: AACSB: A

TYP: Fact

MULTIPLE CHOICE

1. Organizing

|a. |is the second basic managerial function; it follows planning and decision making. |

|b. |involves shaping the organization over time and is never truly finished. |

|c. |involves grouping activities and resources. |

|d. |can help the organization be flexible. |

|e. |All of these choices |

ANS: E PTS: 1 OBJ: 14.1 NAT: AACSB: A

TYP: Def

2. Which of the following is NOT a part of the organizational structure?

|a. |Decision making |

|b. |Designing jobs |

|c. |Establishing reporting relationships |

|d. |Distributing authority among jobs |

|e. |Grouping jobs |

ANS: A PTS: 1 OBJ: 14.1 NAT: AACSB: A

TYP: Def

3. ____ is the determination of an individual's work-related responsibilities.

|a. |Organization structure |

|b. |Organization design |

|c. |Job design |

|d. |Departmentalization |

|e. |Delegation |

ANS: C PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

4. Job ____ refers to the degree to which the organization's overall task is broken down and divided into smaller component parts.

|a. |delegation |

|b. |departmentalization |

|c. |organization |

|d. |specialization |

|e. |decentralization |

ANS: D PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

5. Some companies now have a chief ethics officer. They usually have a legal background and are responsible for whistle-blowing, ethics training, financial statements review, and investigations. This is an example of ____.

|a. |decentralization |

|b. |job autonomy |

|c. |delegation |

|d. |job enrichment |

|e. |job specialization |

ANS: E PTS: 1 OBJ: 14.2 NAT: AACSB: E

TYP: App

6. Which of the following statements describes specialization?

|a. |Specialization always reduces the amount of available transfer time. |

|b. |With specialization, workers are more likely to be absent. |

|c. |Employee training is more costly. |

|d. |Individual dexterity will be decreased with specialization. |

|e. |Automation of production processes is more difficult with specialization. |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

7. Which of the following statements are accurate about job specialization?

|a. |Workers are more proficient. |

|b. |Equipment is more specialized. |

|c. |Training is simplified. |

|d. |Workers are more likely to be bored. |

|e. |All of these choices |

ANS: E PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

8. The starting point for all job design activities is determining the level of desired

|a. |specialization. |

|b. |departmentalization. |

|c. |delegation. |

|d. |authority. |

|e. |responsibility. |

ANS: A PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

9. Which of the following statements describes an advantage of job specialization?

|a. |Employees become experts. |

|b. |The development of equipment is facilitated. |

|c. |Managers can exercise greater control. |

|d. |Managers become experts. |

|e. |All of these choices |

ANS: A PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

10. Army officers use an expression "not in my lane," which derives from the basic marksmanship function of establishing firing lanes for who fires at which targets. The idea is to spread people over the whole area so you do not miss anything and to prevent everyone from firing at the same target. This is an example of

|a. |delegation. |

|b. |job specialization. |

|c. |job rotation. |

|d. |job enrichment. |

|e. |job design. |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

11. Chris Johnson is a running back in the National Football League. He does not play other positions. NFL teams use

|a. |job enlargement. |

|b. |job enrichment. |

|c. |job rotation. |

|d. |job characteristics approach. |

|e. |job specialization. |

ANS: E PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

12. ____ can be used to balance with specialization.

|a. |Job rotation |

|b. |Job enlargement |

|c. |Work team creation |

|d. |Job enrichment |

|e. |All of these choices |

ANS: A PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

13. Workers in a McDonald's are trained to cook, clean, fill drinks, take orders, and fill orders. During a shift they work each job for one hour. This is an example of job

|a. |specialization. |

|b. |rotation. |

|c. |delegation. |

|d. |enlargement. |

|e. |enrichment. |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

14. Gymnastic athletes train for each event. During competition they compete on each of them in the all-around. They use job ____.

|a. |specialization |

|b. |rotation |

|c. |delegation |

|d. |enlargement |

|e. |enrichment |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

15. In which alternative to specialization does the job itself remain the same, which means satisfaction usually wanes quickly?

|a. |Job characteristics approach |

|b. |Job rotation |

|c. |Job enrichment |

|d. |Job enlargement |

|e. |Work teams |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

16. Which of the following statements describes a characteristic of job rotation?

|a. |The jobs themselves remain the same. |

|b. |As a training device, it reduces flexibility and worker skills. |

|c. |The jobs involved are usually difficult and complex. |

|d. |It tends to significantly enhance employee motivation. |

|e. |It requires no additional training. |

ANS: A PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

17. Actors usually try to get a variety of parts throughout their careers in a variety of genres so that they do not get type case into only action, or comedy, etc. The actors want

|a. |job specialization. |

|b. |job rotation. |

|c. |job enrichment. |

|d. |job enlargement. |

|e. |a narrow span of management. |

ANS: C PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

18. One of the common complaints of special education teachers is that they are not allowed to teach because of all the paperwork they are required to fill out and keep current. They once only had to teach, but now they have so many other duties that they don't feel they are doing anything well. In this case, ____ did not produce satisfied workers.

|a. |job specialization |

|b. |job rotation |

|c. |job enrichment |

|d. |job enlargement |

|e. |a narrow span of management |

ANS: D PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

19. Invacare modified the wheelchair assembly process so that workers assemble the entire wheelchair rather than simply add one or two pieces as is normal on most assembly lines. This is an example of

|a. |job enrichment. |

|b. |job enlargement. |

|c. |job rotation. |

|d. |quality circles. |

|e. |work teams. |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

20. ____, as an alternative to specialization, has the disadvantages of raising training costs, unions arguing for more pay for doing more tasks, and worker boredom setting in.

|a. |Job enrichment |

|b. |Job enlargement |

|c. |Job rotation |

|d. |Work teams approach |

|e. |Job characteristics approach |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

21. With job enrichment, workers can ____. This does not occur with job enlargement.

|a. |periodically move from one job to another |

|b. |complete more of the same type of tasks |

|c. |experience enhanced pride because they excel at one narrow task |

|d. |find their authority and responsibility are increased |

|e. |take longer and more frequent breaks |

ANS: D PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

22. Which of the following is NOT an alternative to job specialization?

|a. |Job rotation |

|b. |Job delegation |

|c. |Job enrichment |

|d. |Job enlargement |

|e. |Work teams |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

23. Cadets at West Point spend time during the summer learning about the branches in the Army like aviation, infantry, ordnance, finance, etc. In their senior year the cadets select their branch based on this experience. The academy is using job ____ as a training technique.

|a. |specialization |

|b. |rotation |

|c. |loading |

|d. |enlargement |

|e. |enrichment |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

24. ____ is defined as systematically moving employees from one job to another.

|a. |Job enlargement |

|b. |Job enrichment |

|c. |Work teams |

|d. |Job specialization |

|e. |Job rotation |

ANS: E PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

25. Remote work areas give employees more control over their job. This is an example of

|a. |job enlargement. |

|b. |job enrichment. |

|c. |work teams. |

|d. |job specialization. |

|e. |job rotation. |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

26. Many high school teachers also coach a sport. They have the same autonomy in coaching that they have in the classroom. This is an example of

|a. |job enlargement. |

|b. |job enrichment. |

|c. |work teams. |

|d. |job specialization. |

|e. |job rotation. |

ANS: A PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

27. Job ____ requires that autonomy be part of the job.

|a. |specialization |

|b. |rotation |

|c. |delegation |

|d. |enlargement |

|e. |enrichment |

ANS: E PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

28. Although a pay increase would be useful when a change in job design is made, for which of the following would it be expected?

|a. |Job enrichment |

|b. |Job enlargement |

|c. |Job rotation |

|d. |Creation of work teams |

|e. |Job specialization |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

29. Michelle has a low growth-need. She would not like ____.

|a. |job enrichment |

|b. |job enlargement |

|c. |job rotation |

|d. |job characteristics approach |

|e. |job specialization |

ANS: D PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

30. Rose Marie's boss tells her what to do, not how to do it. Which of the following statements is TRUE?

|a. |Rose Marie must have high growth-need strength. |

|b. |Rose Marie is apparently receiving much feedback from some source. |

|c. |The job must allow Rose Marie to use many of her skills. |

|d. |Rose Marie must view the job as important to the firm's successes. |

|e. |Rose Marie apparently has a high degree of autonomy in her job. |

ANS: E PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

31. The job characteristics approach to job design is a specific method for taking into account both the work system and employee preferences. It is similar to the more general ____ approach.

|a. |job rotation |

|b. |job enrichment |

|c. |job enlargement |

|d. |work teams |

|e. |job specialization |

ANS: B PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: Def

32. Laundry is never done. Unless it is done naked, doing laundry creates more work. Laundry lacks ____.

|a. |autonomy |

|b. |feedback |

|c. |task significance |

|d. |skill variety |

|e. |task identity |

ANS: E PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

33. Managers plan, control, organize, and lead. They need good people abilities as well as analytical abilities. A manager's job has

|a. |autonomy. |

|b. |feedback. |

|c. |task significance. |

|d. |skill variety. |

|e. |task identity. |

ANS: D PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

34. Teachers at South Elementary School are allowed to pair up and teach a class twice as large as others. This allows the teachers to specialize in the subjects they most enjoy. The team teachers now share control over the classroom. The team teaching decreases

|a. |autonomy. |

|b. |compensation. |

|c. |task significance. |

|d. |feedback. |

|e. |task identity. |

ANS: A PTS: 1 OBJ: 14.2 NAT: AACSB: A

TYP: App

35. Teachers at South Elementary School are allowed to pair up and teach a class twice as large as others. This allows the teachers to specialize in the subjects they most enjoy. This is an example of

|a. |work teams. |

|b. |feedback. |

|c. |task significance. |

|d. |skill variety. |

|e. |task identity |

ANS: A PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

36. When fire fighters go on a call they must focus on the task at hand. They know people's lives are counting on them. They have

|a. |autonomy. |

|b. |feedback. |

|c. |task significance. |

|d. |skill variety. |

|e. |task identity. |

ANS: C PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: App

37. ____ are most alike in terms of the amount of authority and responsibility workers are given with each.

|a. |Job rotation and job enrichment |

|b. |Work teams and job enlargement |

|c. |Job rotation and work teams |

|d. |Job enrichment and work teams |

|e. |Job enlargement and job enrichment |

ANS: D PTS: 1 OBJ: 14.2 NAT: AACSB: R

TYP: Comp

38. ____ is the grouping of jobs into some logical arrangement.

|a. |Specialization |

|b. |Departmentalization |

|c. |Job rotation |

|d. |Delegation |

|e. |Job design |

ANS: B PTS: 1 OBJ: 14.3 NAT: AACSB: A

TYP: Def

39. All of the following are bases for departmentalization EXCEPT

|a. |function. |

|b. |location. |

|c. |product. |

|d. |customer. |

|e. |competition. |

ANS: E PTS: 1 OBJ: 14.3 NAT: AACSB: A

TYP: Def

40. A regional manufacturing operation has the following divisions: manufacturing, finance, human resources, marketing, and shipping/receiving. This is an example of ____ departmentalization.

|a. |functional |

|b. |location |

|c. |product |

|d. |customer |

|e. |sequential |

ANS: A PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

41. Which of the following is the MOST commonly used basis for departmentalization, especially among small businesses?

|a. |Location |

|b. |Function |

|c. |Product |

|d. |Customer |

|e. |Sequence |

ANS: B PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

42. The Hospital for Special Surgery is staffed with over 200 doctors. If a patient has a toe injury she goes to a foot and ankle specialist. Later if she injures her hand, she will see a different doctor. Each doctor has assistants based around the specialty. The HSS uses a ____ basis for departmentalization.

|a. |functional |

|b. |location |

|c. |product |

|d. |customer |

|e. |sequential |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

43. Which of the following statements describes an advantage of functional departmentalization?

|a. |Organizational decision making is faster. |

|b. |Each department is staffed by experts. |

|c. |Functional managers can easily control activities within the department. |

|d. |Areas of responsibility are clearly defined. |

|e. |All of these choices |

ANS: E PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

44. A municipal government has departments for construction, fire, first aid, schools, taxes, public works, and recreation. It uses ____ departmentalization.

|a. |product |

|b. |functional |

|c. |location |

|d. |customer |

|e. |sequential |

ANS: B PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

45. Which of the following methods of departmentalization groups jobs according to their involvement in the same or similar activities?

|a. |Customer |

|b. |Product |

|c. |Functional |

|d. |Divisional |

|e. |Location |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: A

TYP: Def

46. At Haldeman Ford dealership employees specialize in sales, service maintenance, customer service, and accounting. What form of departmentalization does Haldeman use?

|a. |Customer |

|b. |Product |

|c. |Functional |

|d. |Divisional |

|e. |Location |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

47. Air traffic controllers work shifts in the tower. This is an example of which form of departmentalization?

|a. |Time |

|b. |Location |

|c. |Divisional |

|d. |Sequential |

|e. |Customer |

ANS: A PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

48. Product departmentalization has the disadvantages that ____ and administrative cost is increased.

|a. |decision making is slowed |

|b. |performance of individual product lines is hard to assess |

|c. |managers often fail to focus on what is good for the organization as a whole |

|d. |experts are concentrated in one area |

|e. |the organization must have skilled specialists to deal with each client group |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

49. ____ departmentalization has the advantage of reducing the number of skills a manager must possess.

|a. |Location |

|b. |Customer |

|c. |Sequential |

|d. |Functional |

|e. |Product |

ANS: D PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

50. In large organizations you would expect to find ____ departmentalization(s).

|a. |location |

|b. |customer |

|c. |a combination of two or more |

|d. |functional |

|e. |product |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

51. GM has a division for GMC trucks and one for Buicks, Oldsmobiles, and Cadillacs. This is an example of ____ departmentalization.

|a. |product |

|b. |location |

|c. |divisional |

|d. |sequential |

|e. |customer |

ANS: A PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

52. Which of the following statements does NOT describe an advantage of product departmentalization?

|a. |Decision making can be done at the top management levels. |

|b. |All similar activities within an organization can be done simultaneously. |

|c. |Administrative costs are lower. |

|d. |Sales forecasting is easier. |

|e. |Performance of individual product lines is easy to assess. |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

53. Procter & Gamble is departmentalized, in part, on the basis of product. Which of the following characteristics would you expect to find at Procter & Gamble?

|a. |High levels of functional specialization |

|b. |Narrow range of skills in each department to enhance supervision |

|c. |A dual command structure |

|d. |Slow and bureaucratic decision making |

|e. |More effective evaluation of the performance of individual products or product groups than with functional |

| |departmentalization |

ANS: E PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

54. Target stores have departments for groceries, clothing, electronics, jewelry, and home goods. This is an example of departmentalization by

|a. |product. |

|b. |location. |

|c. |division. |

|d. |sequence. |

|e. |customer. |

ANS: A PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

55. Which of the following is a common disadvantage inherent in product, customer, and location departmentalization?

|a. |Decision making is slowed. |

|b. |Managers are unable to delegate as much. |

|c. |It is difficult to pinpoint the cause of failures. |

|d. |The organization tends to become more centralized. |

|e. |Administrative costs tend to rise due to an increase in the size of staff. |

ANS: E PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

56. Siemens created Siemens One to group employees together that serve the same client. For example people from medical and building technology both serve hospitals, so a Siemens One representative talks to a hospital about all of Siemens products and services. Siemens One uses ____ departmentalization.

|a. |product |

|b. |function |

|c. |location |

|d. |customer |

|e. |sequence |

ANS: D PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

57. An appropriate basis of departmentalization for multinational companies is

|a. |product. |

|b. |function. |

|c. |location. |

|d. |customer. |

|e. |sequence. |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: Comp

58. Pastors at a large church specialize in meeting the needs of different age groups. They are organized on the basis of

|a. |product. |

|b. |function. |

|c. |location. |

|d. |customer. |

|e. |time. |

ANS: D PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

59. High schools register seniors first, then juniors, sophomores and finally freshmen. What basis of departmentalization does this represent?

|a. |Time |

|b. |Function |

|c. |Sequence |

|d. |Location |

|e. |Product |

ANS: C PTS: 1 OBJ: 14.3 NAT: AACSB: R

TYP: App

60. The term ____ suggests that there must be a clear and unbroken line of authority and responsibility from the lowest to the highest position.

|a. |autonomy |

|b. |delegation |

|c. |chain of command |

|d. |unity of command |

|e. |scalar principle |

ANS: C PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

61. ____ is defined as clear and distinct lines of authority among all positions in an organization.

|a. |Autonomy |

|b. |Delegation |

|c. |Chain of command |

|d. |Span of management |

|e. |Departmentalization |

ANS: C PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

62. Which of the following refers to the number of subordinates who report directly to a given manager?

|a. |Responsibility |

|b. |Departmentalization |

|c. |Delegation |

|d. |Span of management |

|e. |Authority |

ANS: D PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

63. Span of management is the

|a. |extent to which authority is delegated at the individual level. |

|b. |extent to which authority is systematically delegated to middle and lower levels of management. |

|c. |number of subordinates reporting to a particular manager. |

|d. |process of grouping jobs according to some logical pattern. |

|e. |number of managers assigned to a department. |

ANS: C PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

64. Another name for span of management is span of

|a. |delegation. |

|b. |authority. |

|c. |centralization. |

|d. |control. |

|e. |influence. |

ANS: D PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

65. If a manager has only a few subordinates, she has a span of management that is

|a. |wide. |

|b. |functional. |

|c. |delegated. |

|d. |narrow. |

|e. |direct. |

ANS: D PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

66. Yoshiko is the manager of the accounting department. She has an assistant manager who reports to her. Six supervisors also report to her from other divisions. The supervisors have three subordinates each. Yoshiko has a span of management of

|a. |eighteen. |

|b. |nineteen. |

|c. |ten. |

|d. |seven. |

|e. |six. |

ANS: D PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: App

67. Graicunas quantified three kinds of interactions with subordinates. They are

|a. |functional, product, and customer. |

|b. |direct, cross, and group. |

|c. |direct, indirect, and indeterminate. |

|d. |delegated, centralized, and decentralized. |

|e. |group, individual, and team. |

ANS: B PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

68. A wide span of management produces

|a. |a flat organization. |

|b. |multiple layers of management. |

|c. |a parallel organization. |

|d. |a horizontal organization. |

|e. |a vertical organization. |

ANS: A PTS: 1 OBJ: 14.4 NAT: AACSB: A

TYP: Def

69. The advantages of a flat organization include

|a. |greater communication between upper and lower levels of management. |

|b. |lower total managerial costs. |

|c. |flexibility. |

|d. |improved employee productivity. |

|e. |All of these choices |

ANS: E PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

70. Which of the following is an advantage of tall organizations?

|a. |Less expensive to operate than flat organizations |

|b. |Less administrative and supervisory responsibility for managers |

|c. |Increased worker productivity |

|d. |Increased worker morale and job satisfaction |

|e. |Fewer communication problems than in flat organizations |

ANS: B PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

71. In Organization A, three people are assigned to each supervisor. In Organization B, six people are assigned to each supervisor. Assuming that the number of people in both organizations is the same, which of the following relationships exists?

|a. |Organization A is flatter than Organization B. |

|b. |Organization A will be more successful than B. |

|c. |Organization A is more decentralized than Organization B. |

|d. |The span of management in Organization A is narrower than in Organization B. |

|e. |More delegation will take place in Organization A than in Organization B. |

ANS: D PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: App

72. Which of these is associated with a smaller span of management?

|a. |More job rotation |

|b. |Tasks that are very similar |

|c. |Work that is standardized |

|d. |Subordinates who are widely dispersed |

|e. |Subordinates who prefer low supervision |

ANS: D PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

73. Which of the following factors influences the effectiveness of the span of management?

|a. |Standardization |

|b. |Frequency of new problems |

|c. |Physical dispersion |

|d. |Competence of the manager |

|e. |All of these choices |

ANS: E PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

74. Which of the following factors does NOT influence the effectiveness of the span of management?

|a. |Similarity of tasks being supervised |

|b. |Extent of job rotation used |

|c. |Physical dispersion of subordinates |

|d. |Preferences of supervisors and subordinates |

|e. |Degree of required interaction |

ANS: B PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

75. Giovanna is very competent. She works in a relatively predictable environment. All of her subordinates do the same activity with few problems. This situation would tend to call for

|a. |a narrow span of management. |

|b. |delegation. |

|c. |a wide span of management. |

|d. |a tall organization. |

|e. |a decentralized organization. |

ANS: C PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

76. Tammy is trying to decide how many subordinates to assign to a first-line supervisor. The subordinates are well qualified and all working on very similar tasks. Also, they are all located in one small area of the plant. On the other hand, the supervisor in question has a large quantity of paperwork to do each day. What should Tammy do?

|a. |She cannot determine proper span from this information. |

|b. |She should use a broad span of control. |

|c. |She should use a narrow span of control. |

|d. |It is hard to say. Half the factors dictate a broad span and half a narrow span of control. |

|e. |It really does not matter which way she chooses to go. |

ANS: B PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: App

77. Sailaja manages a department with few standard procedures. Members are located in various parts of the state, but they are well connected electronically. The department performs tasks requiring a great deal of interaction between manager and subordinates. When structuring this department, what should she do to most effectively supervise its activities?

|a. |Use a narrow span of control |

|b. |Create a flat organization |

|c. |Use a high degree of decentralization |

|d. |Use functional departmentalization |

|e. |Limit delegation as much as possible |

ANS: A PTS: 1 OBJ: 14.4 NAT: AACSB: R

TYP: Comp

78. The opposite of micromanaging is

|a. |decentralization. |

|b. |span of management. |

|c. |unity of command. |

|d. |departmentalization. |

|e. |delegation. |

ANS: E PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

79. The primary reason for delegation is to

|a. |increase subordinate motivation. |

|b. |make performance appraisals easier to evaluate. |

|c. |incorporate the unity of command principle. |

|d. |enable managers to get more work done. |

|e. |increase the span of management. |

ANS: D PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

80. Delegation enables managers to

|a. |get more work done. |

|b. |have experts address specific issues. |

|c. |develop subordinates. |

|d. |work more efficiently and effectively. |

|e. |All of these choices |

ANS: E PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

81. When delegating, a supervisor should do all of the following EXCEPT

|a. |assign responsibility. |

|b. |develop a control system. |

|c. |create accountability. |

|d. |grant authority. |

|e. |develop subordinates. |

ANS: B PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Def

82. A pastor at a large church shares responsibilities with a student ministries coordinator. This is an example of

|a. |decentralization. |

|b. |span of management incrementing. |

|c. |unity of command. |

|d. |departmentalization. |

|e. |delegation. |

ANS: E PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: App

83. The programs in which interns enter an organization and take over some of the workload from the managers in order to learn more about the career is similar to the management practice of

|a. |decentralization. |

|b. |span of management incrementing. |

|c. |unity of command. |

|d. |departmentalization. |

|e. |delegation. |

ANS: E PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: App

84. Effective delegation incorporates all the following steps EXCEPT

|a. |assigning responsibility to the subordinate. |

|b. |granting sufficient authority to do the job. |

|c. |making the subordinate accountable for results. |

|d. |closely supervising the subordinate following the delegation. |

|e. |giving the subordinate the power to accomplish the assigned task. |

ANS: D PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Def

85. In theory, delegation from a manager to a subordinate consists of

|a. |assigning responsibility, granting authority, and creating accountability. |

|b. |assigning responsibility, creating a position, and creating accountability. |

|c. |creating a position, overcoming defiance, and promoting acceptance. |

|d. |creating accountability, promoting acceptance, and requiring performance. |

|e. |creating accountability, assigning responsibility, and requiring performance. |

ANS: A PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Def

86. ____ deal with the distribution of authority.

|a. |Centralization and departmentalization |

|b. |Decentralization and delegation |

|c. |Span of management and departmentalization |

|d. |Span of management and delegation |

|e. |Departmentalization and coordination |

ANS: B PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

87. Which of the following statements describes a barrier to effective delegation?

|a. |The manager may feel it will be quicker to do it herself. |

|b. |The manager may be afraid of looking inferior to the subordinate. |

|c. |The manager may feel her communication skills are not strong enough. |

|d. |The subordinate may feel that the task is not in her job description. |

|e. |All of these choices |

ANS: E PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

88. ____ results from maximum delegation throughout the organization.

|a. |Decentralization |

|b. |Horizontal work loading |

|c. |Specialization |

|d. |Job design |

|e. |Vertical work loading |

ANS: A PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Def

89. An organization is ____ when power and control are kept at the top levels of management.

|a. |centralized |

|b. |specialized |

|c. |decentralized |

|d. |departmentalized |

|e. |wide |

ANS: A PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Def

90. Decentralization is NOT usually pursued

|a. |in a complex environment. |

|b. |when the home office wants to maintain control. |

|c. |when decisions that must be made on a daily basis are relatively minor. |

|d. |when lower-level managers are talented leaders. |

|e. |in an uncertain environment. |

ANS: B PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

91. When managers delegate responsibility and grant authority to their subordinates

|a. |they diminish their own capability to get things done. |

|b. |they diminish their own power and authority. |

|c. |they are still ultimately responsible for the results. |

|d. |good performance by subordinates will be viewed as a threat to the managers' own careers. |

|e. |they are using an inefficient training method. |

ANS: C PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

92. ____ is the systematic retention of power and decision-making authority by top management.

|a. |Decentralization |

|b. |Delegation |

|c. |Specialization |

|d. |Job design |

|e. |Centralization |

ANS: E PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Def

93. Canine Companions for Independence's puppy raiser volunteers attend monthly classes to learn how to train the puppy. The classes create some

|a. |centralization. |

|b. |specialization. |

|c. |decentralization. |

|d. |departmentalization. |

|e. |compartmentalization. |

ANS: A PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: App

94. ____ is the systematic distribution of power and authority to middle and lower-level managers throughout the organization.

|a. |Decentralization |

|b. |Delegation |

|c. |Specialization |

|d. |Job design |

|e. |Centralization |

ANS: A PTS: 1 OBJ: 14.5 NAT: AACSB: A

TYP: Def

95. What would most likely cause an organization to decentralize?

|a. |The need to make decisions that could cost the company millions of dollars |

|b. |A large number of new and untested middle managers |

|c. |A dynamic or complex environment |

|d. |A corporate culture that believes that all important decisions must be made by top-level managers |

|e. |Strong leadership at top levels |

ANS: C PTS: 1 OBJ: 14.5 NAT: AACSB: R

TYP: Comp

96. ____ involves linking together the activities of the various parts of an organization to promote harmonious movement toward organizational goals.

|a. |Decentralization |

|b. |Delegation |

|c. |Coordination |

|d. |Job design |

|e. |Centralization |

ANS: C PTS: 1 OBJ: 14.6 NAT: AACSB: A

TYP: Def

97. The primary reason for coordination in organizations is

|a. |due to the interdependence of work units and groups. |

|b. |due to the need to foster more delegation. |

|c. |due to the requirement for centralized decision making. |

|d. |to keep the organizational structure as flat as possible. |

|e. |to break the organization's overall task into its component parts. |

ANS: A PTS: 1 OBJ: 14.6 NAT: AACSB: A

TYP: Def

98. When departments or units operate with little interaction, and the profits and losses are simply added together, the units operate with ____ interdependence.

|a. |pooled |

|b. |mixed |

|c. |functional |

|d. |hierarchical |

|e. |sequential |

ANS: A PTS: 1 OBJ: 14.6 NAT: AACSB: A

TYP: Def

99. To see a doctor a person makes an appointment, signs in and fills out paper work, talks to the technician, talks to the doctor, and if needed arranges a follow up visit. What level of interdependence does this example represent?

|a. |Pooled |

|b. |Mixed |

|c. |Functional |

|d. |Hierarchical |

|e. |Sequential |

ANS: E PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

100. At BMW the marketing department helps develop sales forecast for the operations managers, who give availability information to dealerships. When dealerships have a specific order, they send it to operations. What level of interdependence does this example represent?

|a. |Pooled |

|b. |Mixed |

|c. |Functional |

|d. |Reciprocal |

|e. |Sequential |

ANS: D PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

101. The communications department at Ford depends on information provided by other departments to write a press release. The press release is then reviewed by the directors before announcement. What level of interdependence does this represent?

|a. |Pooled |

|b. |Reciprocal |

|c. |Sequential |

|d. |Hierarchical |

|e. |Functional |

ANS: B PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

102. In schools math, English, science and social studies departments operate separately. Student test scores in each area are gathered to evaluate the effectiveness of the school. What level of interdependence does this represent?

|a. |Pooled |

|b. |Reciprocal |

|c. |Sequential |

|d. |Hierarchical |

|e. |Functional |

ANS: A PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

103. The activities of a hotel depend on information sharing between reservations, front-desk, housekeeping, and dining. What level of interdependence is this?

|a. |Pooled |

|b. |Reciprocal |

|c. |Functional |

|d. |Hierarchical |

|e. |Sequential |

ANS: B PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

104. Paul supervises a crew engaged in laying a pipeline from Dallas to Ponca City, Oklahoma. The crew is able to lay about a mile of pipe each day. Supplies of pipe are delivered by truck to various points along the pipeline route. When shipments of pipe are delayed, it results in a work stoppage for Paul's crew. What level of interdependence does this represent?

|a. |Pooled |

|b. |Reciprocal |

|c. |Functional |

|d. |Hierarchical |

|e. |Sequential |

ANS: E PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

105. Which of the following methods of coordination is MOST appropriate for pooled or simple sequential interdependence?

|a. |Task forces or integrating departments |

|b. |Managerial hierarchy or liaison roles |

|c. |Task forces or liaison roles |

|d. |Formalized rules or liaison roles |

|e. |Managerial hierarchy or rules and procedures |

ANS: E PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: Comp

106. Demetra is head underwriter for Beta Insurance. The administrative section that receives applications from the sales force and gathers other information that the underwriters need works for her. The underwriting department also comes under her supervision. What coordination technique does this represent?

|a. |Integrating department |

|b. |Task force |

|c. |Managerial hierarchy |

|d. |Centralization |

|e. |Rules and procedures |

ANS: C PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

107. Which of the following coordination techniques is appropriate when interdependence is of the complex reciprocal variety?

|a. |Integrating department |

|b. |Task force |

|c. |Managerial hierarchy |

|d. |Centralization |

|e. |Rules and procedures |

ANS: B PTS: 1 OBJ: 14.6 NAT: AACSB: A

TYP: Def

108. Derda, Inc. manufactures equipment used for professional woodworking. It has one department devoted to producing embossing machines, which are used to create wood moldings and panels. It has another department that produces sanding machines. The departments interact very little on a day-to-day basis, and their only responsibility to each other is to see that they both contribute to Derda's success. There is, however, an engineer assigned to the embosser department who stays in contact with people in the sander department to make sure that each is being treated equitably. As the engineer has no formal role, he is likely playing the coordinating role of

|a. |integrator. |

|b. |disseminator. |

|c. |monitor. |

|d. |liaison. |

|e. |taskmaster. |

ANS: D PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: App

109. With respect to their use as coordinating devices, what is the difference between a task force and an integrating department?

|a. |Task forces are more temporary. |

|b. |Task forces are used with more complex forms of interdependence. |

|c. |Task forces require the use of more people. |

|d. |Task forces are more permanent. |

|e. |Task forces require fewer people. |

ANS: A PTS: 1 OBJ: 14.6 NAT: AACSB: R

TYP: Comp

110. Integrating departments

|a. |are never used for coordination. |

|b. |are more permanent than task forces. |

|c. |have only permanent members. |

|d. |never contain temporary members. |

|e. |are used when pooled or simple sequential interdependence exists. |

ANS: B PTS: 1 OBJ: 14.6 NAT: AACSB: A

TYP: Def

111. Employees in staff positions

|a. |are part of the direct chain of command. |

|b. |are given total responsibility for the achievement of organizational goals. |

|c. |have more authority than people in line positions. |

|d. |have the same organizational purpose as employees in line positions. |

|e. |None of these choices |

ANS: E PTS: 1 OBJ: 14.7 NAT: AACSB: A

TYP: Def

112. Nora is chief legal counsel for Midco Waste. She has ____.

|a. |functional authority |

|b. |staff authority |

|c. |compulsory advice |

|d. |line authority |

|e. |advice authority |

ANS: A PTS: 1 OBJ: 14.7 NAT: AACSB: R

TYP: App

113. Jerry is chief ethics officer. He is involved with risk management, stakeholder relationships, whistle-blowing, ethics training, investigations, and preparation of financial statements. Jerry has a(n) ____ position.

|a. |line |

|b. |integrating |

|c. |hierarchical |

|d. |staff |

|e. |managerial |

ANS: D PTS: 1 OBJ: 14.7 NAT: AACSB: E

TYP: App

114. To decrease their administrative intensity, many organizations are

|a. |eliminating staff positions. |

|b. |hiring managers who are less intense. |

|c. |decreasing the number of middle managers. |

|d. |increasing job rotation programs. |

|e. |modifying job designs so as to alleviate worker stress. |

ANS: A PTS: 1 OBJ: 14.7 NAT: AACSB: R

TYP: Comp

115. The vice president of marketing has ____ to the CEO of a business unit. The vice president of marketing will have to rely on her reputation for excellence to convince the CEO to accept her recommendation.

|a. |functional authority |

|b. |staff authority |

|c. |compulsory advice |

|d. |line authority |

|e. |advice authority |

ANS: E PTS: 1 OBJ: 14.7 NAT: AACSB: R

TYP: App

116. Functional authority is

|a. |formal authority given to staff. |

|b. |an effective way to use staff positions. |

|c. |related to the expertise of staff. |

|d. |used to help maintain the chain of command. |

|e. |All of these choices |

ANS: A PTS: 1 OBJ: 14.7 NAT: AACSB: A

TYP: Def

117. ____ requires line managers to at least listen to comments and suggestions from staff agencies even if they do not take the advice.

|a. |Functional authority |

|b. |Staff authority |

|c. |Compulsory advice |

|d. |Line authority |

|e. |Advice authority |

ANS: C PTS: 1 OBJ: 14.7 NAT: AACSB: A

TYP: Def

118. Which of the following is most likely to cause line managers to see staff members as a threat to their authority?

|a. |Functional authority |

|b. |Staff authority |

|c. |Compulsory advice |

|d. |Line authority |

|e. |Pooled coordination |

ANS: A PTS: 1 OBJ: 14.7 NAT: AACSB: R

TYP: Comp

119. According to the text, what is probably the most effective way to use staff positions?

|a. |Give them line authority |

|b. |Give them the authority to use compulsory advice |

|c. |Give them functional authority |

|d. |Put them directly in the chain of command |

|e. |Give them staff authority |

ANS: C PTS: 1 OBJ: 14.7 NAT: AACSB: R

TYP: Comp

120. Administrative intensity is the

|a. |ratio of staff positions to line positions. |

|b. |degree to which the staff has functional authority. |

|c. |degree to which the staff uses compulsory advice. |

|d. |number of line positions divided by the number of staff positions. |

|e. |amount of line authority granted to the staff. |

ANS: A PTS: 1 OBJ: 14.7 NAT: AACSB: A

TYP: Def

COMPLETION

1. Managing the basic frameworks that organizations use to get their work done is called ____________________.

ANS: structure

PTS: 1 OBJ: 14.1 NAT: AACSB: A

2. There are six basic building blocks that managers can use in constructing an organization: designing jobs, grouping jobs, establishing reporting relationships between jobs, distributing authority among jobs, coordinating activities among jobs, and ____________________.

ANS: differentiating among positions

PTS: 1 OBJ: 14.1 NAT: AACSB: A

3. Adam Smith, an eighteenth-century economist, first discussed ____________________ in his case about how a pin factory used it to improve productivity.

ANS: division of labor

PTS: 1 OBJ: 14.2 NAT: AACSB: R

4. If Joe works as a welder today, a drill press operator tomorrow, a lathe operator on the third day, and is back to welding again on the fourth day, his supervisor is using the alternative to job specialization known as ____________________.

ANS: job rotation

PTS: 1 OBJ: 14.2 NAT: AACSB: R

5. If Joe was originally a lathe operator, but his boss has now made operating a lathe, a drill press, and a milling machine part of Joe's job in an attempt to overcome the boring effects of specialized work, Joe's boss is employing ____________________.

ANS: job enlargement

PTS: 1 OBJ: 14.2 NAT: AACSB: R

6. Job ____________________ is an alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences.

ANS: characteristics approach

PTS: 1 OBJ: 14.2 NAT: AACSB: A

7. Skill variety is the ____________________ of things a person does in a job.

ANS: number

PTS: 1 OBJ: 14.2 NAT: AACSB: A

8. ____________________ is the extent to which the worker knows how well the job is being performed.

ANS: Feedback

PTS: 1 OBJ: 14.2 NAT: AACSB: A

9. ____________________ departmentalization is grouping jobs involving the same or similar activities.

ANS: Functional

PTS: 1 OBJ: 14.3 NAT: AACSB: A

10. Dell sells desktops, laptops, and accessories. This is an example of the use of ____________________ departmentalization.

ANS: product

PTS: 1 OBJ: 14.3 NAT: AACSB: R

11. The Federal Reserve Bank has regional banks around the U.S. This indicates the use of ____________________ departmentalization.

ANS: location

PTS: 1 OBJ: 14.3 NAT: AACSB: R

12. Early writers about the ____________________ argued that clear and distinct lines of authority need to be established among all positions in an organization.

ANS: chain of command

PTS: 1 OBJ: 14.4 NAT: AACSB: A

13. The ____________________ of managers in a tall organization is smaller than in a flat organization.

ANS: span

PTS: 1 OBJ: 14.4 NAT: AACSB: A

14. Many experts agree that businesses can function effectively with ____________________ layers of organization than they currently have.

ANS: fewer

PTS: 1 OBJ: 14.4 NAT: AACSB: A

15. The primary reason for ____________________ is to enable the manager to get more work done.

ANS: delegation

PTS: 1 OBJ: 14.5 NAT: AACSB: A

16. The greater the complexity and uncertainty of the environment, the greater is the tendency to ____________________.

ANS: decentralization

PTS: 1 OBJ: 14.5 NAT: AACSB: A

17. If new problems arise frequently, a manager's span will be ____________________.

ANS: narrow

PTS: 1 OBJ: 14.5 NAT: AACSB: A

18. The primary reason for ____________________ is that departments and work groups are interdependent.

ANS: coordination

PTS: 1 OBJ: 14.6 NAT: AACSB: A

19. The drill press operators depend on the milling machine operators to provide them with parts on which to work. This represents ____________________ interdependence.

ANS: sequential

PTS: 1 OBJ: 14.6 NAT: AACSB: R

20. Managers depend on their administrative assistants to schedule their calendar and arrange travel. The administrative assistants, in turn, depend on their managers to update the calendar and set priorities. This represents ____________________ interdependence.

ANS: reciprocal

PTS: 1 OBJ: 14.6 NAT: AACSB: R

21. When the need for coordination is acute, a(n) ____________________ may be created.

ANS: task force

PTS: 1 OBJ: 14.6 NAT: AACSB: A

22. A(n) ____________________ is a more permanent task force.

ANS: integrating department

PTS: 1 OBJ: 14.6 NAT: AACSB: A

23. Positions that are in the direct chain of command and are responsible for achievement of organizational goals are called ____________________ positions.

ANS: line

PTS: 1 OBJ: 14.7 NAT: AACSB: A

24. The line manager can choose whether to seek or to avoid input from staff. This is called ____________________ authority.

ANS: advise

PTS: 1 OBJ: 14.7 NAT: AACSB: A

25. The ratio of staff to line positions is called ____________________.

ANS: administrative intensity

PTS: 1 OBJ: 14.7 NAT: AACSB: A

MATCHING

Match the following. You may use a response once, more than once, or not at all.

|a. |Work teams |

|b. |Job enlargement |

|c. |Job enrichment |

|d. |Job rotation |

|e. |Job specialization |

1. Low training costs

2. New job satisfaction soon wanes

3. Increasing variety

4. Increasing control

5. Group autonomy

6. Switching jobs weekly

7. Task requires expert knowledge

1. ANS: E PTS: 1

2. ANS: D PTS: 1

3. ANS: B PTS: 1

4. ANS: C PTS: 1

5. ANS: A PTS: 1

6. ANS: D PTS: 1

7. ANS: E PTS: 1

Match the following. You may use a response once, more than once, or not at all.

|a. |Coordination |

|b. |Decentralization |

|c. |Delegation |

|d. |Departmentalization |

|e. |Span of management |

|f. |Centralization |

8. Grouping jobs according to some logical pattern

9. Number of workers assigned to a supervisor

10. Distribution of authority at the individual level

11. Decision making only at the top organizational levels

12. Linking the activities of organizational units

8. ANS: D PTS: 1

9. ANS: E PTS: 1

10. ANS: C PTS: 1

11. ANS: F PTS: 1

12. ANS: A PTS: 1

Match the following. You may use a response once, more than once, or not at all.

|a. |Staff manager |

|b. |Function manager |

|c. |Line manager |

13. Director of personnel

14. Does not have to heed compulsory advice

15. Finance director

16. Director of public relations

17. Security director

18. Operations manager

19. Provides compulsory advice and assistance

20. Primarily responsible for the achievement of organizational goals

13. ANS: B PTS: 1

14. ANS: C PTS: 1

15. ANS: B PTS: 1

16. ANS: A PTS: 1

17. ANS: B PTS: 1

18. ANS: C PTS: 1

19. ANS: A PTS: 1

20. ANS: C PTS: 1

Special Exercises

Perkins is a sit down restaurant.

Match the following statements with the letter of the job characteristic that is described by that statement for Perkins. You may use a response once, more than once, or not at all.

|a. |Location departmentalization |

|b. |Functional departmentalization |

|c. |Job specialization |

|d. |Job rotation |

|e. |Customer departmentalization |

|f. |Product departmentalization |

21. Customers are seated in a smoking or nonsmoking section.

22. The menu is divided into breakfast, lunch, and dinner.

23. Customers are seated based on size of the party.

24. Carol works Monday, Wednesday, and Friday as a server and Tuesday, Saturday as a hostess.

25. Andrew is the head cook.

26. There are separate menus for specials and everyday

21. ANS: A PTS: 1 TOP: Special Exercises

22. ANS: F PTS: 1 TOP: Special Exercises

23. ANS: E PTS: 1 TOP: Special Exercises

24. ANS: D PTS: 1 TOP: Special Exercises

25. ANS: B PTS: 1 TOP: Special Exercises

26. ANS: F PTS: 1 TOP: Special Exercises

ESSAY

1. What are the basic elements of organizing?

ANS:

Answer not provided.

PTS: 1 OBJ: 14.1 NAT: AACSB: R

2. Describe the job characteristics approach to job design and explain how it is related to job enrichment and the creation of work teams. Use diagrams if they will clarify the discussion.

ANS:

Students should realize that the job characteristics approach is not the same as job enrichment, but that it does have things in common; that is, it tries to increase motivation by giving workers more authority and responsibility. The job characteristics model goes beyond job enrichment by considering the work system and by bringing in such things as autonomy, feedback, skill variety, and task identity. The job characteristics model also addresses worker preferences and recognizes that not all workers want enriched jobs. It deals with this fact by incorporating employee growth-strength need to explain why different people react differently to the same job. Job enrichment applies to the individual worker, whereas work team practices apply to groups of workers. Thus there is also a link between the job characteristics approach and work teams.

PTS: 1 OBJ: 14.2 NAT: AACSB: R

3. Design your dream job. Are you high-growth need or low-growth need?

ANS:

Answer not provided.

PTS: 1 OBJ: 14.2 NAT: AACSB: R

4. Describe departmentalization at a public school district. Find examples of each type.

ANS:

Product: music teachers only teach music

Function: administration, teachers, custodians

Customers: high school, middle school, elementary school

Location: each elementary serves its surrounding area

PTS: 1 OBJ: 14.3 NAT: AACSB: R

5. Discuss how distribution of authority and coordination effect span of management.

ANS:

Answer not provided.

PTS: 1 OBJ: 14.4 NAT: AACSB: R

6. Describe the basic elements involved in establishing reporting relationships.

ANS:

Answer not provided.

PTS: 1 OBJ: 14.4 NAT: AACSB: R

7. Organization charts look clear and concise. However, in reality the number of subordinates reporting to a manager depends much more heavily on the skills and talents of the individual rather than the definition described in a book. Why does this happen? Does it make the organization more or less effective?

ANS:

Answer not provided.

PTS: 1 OBJ: 14.5 NAT: AACSB: R

8. Rita's management is characterized as decentralized and Belinda's is centralized. What kinds of behavior would you expect by their subordinates?

ANS:

Answer not provided.

PTS: 1 OBJ: 14.5 NAT: AACSB: R

9. Describe the three levels of interdependence and the coordination techniques that are appropriate for each one.

ANS:

Answer not provided.

PTS: 1 OBJ: 14.6 NAT: AACSB: R

10. Compare and contrast line and staff positions and the various forms of authority of each position.

ANS:

Answer not provided.

PTS: 1 OBJ: 14.7 NAT: AACSB: R

11. Define the term administrative intensity. Why are many organizations taking steps to reduce it?

ANS:

Answer not provided.

PTS: 1 OBJ: 14.7 NAT: AACSB: R

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