Test Bank Docx Organizing For Success Chapter 7

M: Management, 6e (Bateman)

Chapter 7 Organizing for Success

1) In an organization, when there are many subunits and many specialists who think differently, differentiation is said to be high.

2) Ten employees work under the supervision of Viv, a manager at a branch of Mental Delights Spa. Viv reports directly to the owner of Mental Delights Spa; therefore, in the context of span of control, Mental Delights Spa is a tall organization.

3) In general, coordination methods within an organization include standardization, plans, and mutual adjustment.

4) Coordination by plan deals with establishing common routines and procedures that apply uniformly to everyone.

5) Sometimes, competitors create strategic alliances.

6) In a high-involvement organization, top management determines and dictates the direction in which the business is heading.

7) Information conveyed by a conventional organization chart includes the

A) work performed by each unit in the organization.

B) products manufactured by the organization.

C) manner in which decisions are made in the organization.

D) geographical location of the organization.

E) method in which the organization will interact with the external environment.

8) In organizing, coordination is

A) the expectation that employees will perform a job and take corrective action when necessary.

B) a process in which different individuals and units perform different tasks.

C) the procedures that link the various parts of an organization to achieve the organization's overall mission.

D) the legitimate right to make decisions and to dictate to other people what to do.

E) a process that separates units based on products, customers, or geographic regions to reduce integration among the units.

9) Lawrence and Lorsch found that

A) the more highly differentiated the firm, the lesser the need for integration among its units.

B) focusing on integration may speed up innovation for a while in an organization.

C) highly differentiated firms were more likely to fail in a complex environment if they failed to integrate their activities adequately.

D) companies with more structural integration were more likely to introduce new products soon after acquisition.

E) a firm's ability to launch new products is independent of its structural integration.

10) ________ is the assignment of different tasks to different people or groups in an organization.

A) Locus of control

B) Standardization

C) Division of labor

D) Value chain

E) Supply chain

11) ________ is the process in which different individuals and units perform different tasks.

A) Mutual adjustment

B) Formalization

C) Standardization

D) Specialization

E) Span of control

12) In a(n) ________ organization, managers encourage employees to work more as teammates than as subordinates who take orders from the boss.

A) organic

B) hierarchical

C) bureaucratic

D) mechanistic

E) formal

13) ________ is(are) a characteristic of a mechanistic organization.

A) An informal organizational structure

B) Obedience to authority as an expression of commitment

C) Broad and evolving job responsibilities

D) A high degree of employee interdependence

E) Decentralized decision making

14) The organization chart depicts the

A) geographical location of the different branches of a business.

B) positions in the firm and the way they are arranged.

C) office assignments by area of the firm.

D) responsibilities of each job specification.

E) phone numbers for each employee.

15) The more highly differentiated a firm is,

A) the greater the need for integration among its units.

B) the lesser the need for integration among its units.

C) there is no need for integration among its units.

D) the more equal the need for integration among its units.

E) the more difference among its units.

16) In the vertical structure of a firm, authority is the

A) legitimate right of a manager to make decisions and to tell other people what to do.

B) ability of managers to avoid accountability for their subordinates' actions.

C) unconditional power of managers to discriminate against their subordinates based on race, ethnicity, or gender.

D) power of subordinates to reject the work responsibility delegated to them without any reason.

E) influence a manager has over his or her subordinates' personal life.

17) ________ is a structure authority directly related to the three broad levels of the organizational pyramid.

A) Hierarchy

B) Value chain

C) Locus of control

D) Specialization

E) Division of labor

18) In the context of a firm's vertical structure, a powerful trend for U.S. businesses over the past few decades has been to

A) reduce the number of hierarchical layers.

B) replace flat organizational structures with tall organizational structures.

C) increase the number of reporting levels.

D) increase formalization.

E) limit decision-making authority to top management.

19) In a vertical structure, narrow spans of control build a(n) ________ organization with many reporting levels.

A) flat

B) wide

C) tall

D) decentralized

E) informal

20) In the context of the vertical structure of a firm, a wide span of control builds a ________ organization with few reporting levels.

A) flat

B) centralized

C) tall

D) bureaucratic

E) formal

21) The span of control should be wide when

A) tasks are not clearly defined and instructions are ambiguous.

B) subordinates are poorly trained.

C) employees' access to information is restricted.

D) jobs are similar, and performance measures are comparable.

E) subordinates prefer close supervisory control to autonomy.

22) In ________, new or additional responsibilities to a subordinate are assigned.

A) mutual adjustment

B) centralization

C) delegation

D) span of control

E) job specialization

23) An employee who has ________ is supposed to carry out specified tasks.

A) responsibility

B) authority

C) coordination

D) unity-of-command

E) span of control

24) ________ is the expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance.

A) Unity-of-command

B) Accountability

C) Job specialization

D) Mutual adjustment

E) Span of control

25) Which of the following statements about delegation of responsibility and authority is true?

A) It does not require a subordinate to report back to his or her boss.

B) Managers should use delegation to escape their own responsibilities.

C) It can occur between any two individuals in any type of structure with regard to any task.

D) All managers are comfortable fully delegating assignments to their subordinates.

E) It does not require a subordinate to take accountability for achieving results.

26) Identify the one true statement below about delegation.

A) A manager can delegate to a subordinate enough authority to get the work done.

B) A subordinate must not be allowed to take credit for the results of the assignment.

C) A subordinate need not report to his or her boss about the status of the assignment.

D) A manager should use delegation to escape his or her own responsibilities.

E) A subordinate's accountability reduces when a manager delegates work to him or her.

27) Pete, a human resource intern, was given an assignment by his manager that meant he must obtain information from other departments to complete it, but some departments refused to share information with an intern. Pete was frustrated because he did not have the power to get the information he needed. In the context of this situation, Pete's manager made the mistake of

A) delegating inappropriate tasks to an intern.

B) assigning responsibility without delegating adequate authority.

C) "passing the buck" for Pete's performance.

D) becoming accountable for Pete's work.

E) overestimating Pete's capabilities.

28) In the context of delegation, a problem faced by a subordinate in carrying out a delegated task is

A) having the power to take corrective action.

B) being given more responsibility than authority.

C) depending on autonomy rather than close supervisory control.

D) eliminating any opportunity for creativity.

E) having to report to the manager about the status and quality of performance.

29) An advantage of delegation is that it

A) allows managers to exercise close supervisory control.

B) helps managers to escape their own responsibilities.

C) conserves managers' most valuable asset—their time.

D) increases managers' influence over their subordinates.

E) makes subordinates less responsible and accountable.

30) The first step in the delegation process, defining the goal, requires a manager to

A) identify the employee he or she favors the most.

B) understand the nature of each employee.

C) recognize the most responsible employee.

D) clearly understand the outcome he or she wants.

E) identify a tedious assignment that can be delegated.

31) Which of the following is true of effective delegation?

A) Once a task has been delegated, the manager need not be available.

B) Tasks such as disciplining subordinates and conducting performance reviews are best delegated.

C) A manager can withhold resources for completion of the delegated task.

D) The ideas of the subordinate should not be taken into consideration during delegation.

E) Throughout the delegation process, the manager and the subordinate must work together.

32) In a(n) ________ organization, important decisions usually are made at the top.

A) informal

B) centralized

C) flat

D) organic

E) decentralized

33) Pamela recently accepted a job with a reputed bank as an internal auditor. Her new company had strictly defined job responsibilities and lines of communication. For every decision she needed to make, approval had to be obtained from upper management. Overall, she found the atmosphere to be quite formal. Pamela's organization has a

A) wide span of control.

B) high degree of centralization.

C) flat organizational structure.

D) matrix organizational design.

E) narrow locus of control.

34) In ________ organizations, more decisions are made at lower levels of management.

A) tall

B) formal

C) mechanistic

D) decentralized

E) narrow

35) Sometimes organizations change their degree of centralization. During tough times, ________ often take charge. During times of rapid growth, ________ are often pushed farther down the chain of command.

A) mid-level managers; decisions

B) project managers; policies

C) senior managers; policies

D) project managers;, decisions

E) senior managers; decisions

36) In a centralized organization, ________ make all the decisions and pass them down to lower levels for ________.

A) project managers, review

B) top managers, implementation

C) project managers, implementation

D) top managers, review

E) top managers, consideration

37) David does not want a management position. He is highly respected by clients, competitors, and co-workers, due to his expertise, experience, and personal qualities. When a major business decision is required, even the division manager above David in the hierarchy asks David's opinion. Even though David has no formal management authority, he has ________ authority.

A) divisional

B) unity-of-command

C) centralized

D) decentralized

E) informal

38) The ________, led by the chairperson, makes major decisions, subject to corporate charter and bylaw provisions.

A) stockholders

B) board of directors

C) employees

D) tax payers

E) middle managers

39) When Courtney, a front-line manager, asked her subordinate, Jordan, to invite a client to a function, Jordan forgot. When the company president asked Courtney why the client was not there, Courtney explained why. In this scenario, who holds responsibility for the error?

A) Courtney holds responsibility for not evaluating Jordan's actions soon enough.

B) Courtney is ultimately responsible because she is the manager.

C) Neither Courtney nor Jordan, but the president is responsible for hiring Courtney.

D) Courtney is not responsible for Jordan's failures, and she can now move on to other responsibilities.

E) Jordan solely is responsible for his failures.

40) When delegating work responsibilities to a subordinate, a manager delegates any ________ to the subordinate.

A) authority

B) evaluation

C) employees

D) responsibility

E) project deliverables

41) Peyton wanted to delegate an important task to a subordinate, and he had several candidates in mind. He decided to delegate the task to Von, who was not only capable but who would also

A) seek significant energy and talent from Peyton in executing the task.

B) benefit from developing skills through assuming the additional responsibility associated with the task.

C) lose a sense of importance and commitment.

D) not engage in more innovation.

E) require close and time-consuming supervision by Peyton.

42) In decentralized organizations, decision making occurs at the level of the people who are most directly_______________ and have the most ________ about the problem.

A) harmed; serious misgivings

B) affected; intimate knowledge

C) affected; ignorance

D) affected; serious fears

E) harmed; intimate knowledge

43) In the context of horizontal structure of a firm, ________ are those that have responsibility for the principal activities of the firm.

A) staff departments

B) public relation divisions

C) geographic divisions

D) line departments

E) human resource divisions

44) In a horizontal structure, ________ deal directly with the organization's primary goods or services; they make things, sell things, or provide customer service.

A) public relation divisions

B) accounting divisions

C) staff departments

D) organic structures

E) line departments

45) Subdividing an organization into smaller units in a horizontal structure is

A) departmentalization.

B) positioning.

C) decentralization.

D) delegating.

E) standardization.

46) In a ________ organization, jobs (and departments) are specialized and grouped as production, marketing, human resources, research and development, finance, accounting, and so forth based on the skills they require.

A) divisional

B) network

C) matrix

D) functional

E) projectized

47) An advantage of functional departmentalization is that

A) managers care more about the company as a whole than just their departments.

B) employees are able to focus exclusively on customer satisfaction.

C) it encourages managers to become generalists.

D) economies of scale can be realized.

E) there is increased coordination between different functions.

48) Xtreme Xcellence, a worldwide leader in athletic apparel products, operates divisions in North America, South America, Europe, and Asia-Pacific. Each division is managed independently and has its own line and staff departments to better align with

A) geographies.

B) functions.

C) matrix lines.

D) customer.

E) product.

49) A ________ organization has departmentalization that groups units around products, customers, or geographic regions.

A) divisional

B) centralized

C) network

D) functional

E) virtual

50) To be effective, the ________ approach to departmentalization requires proper management of all the issues surrounding decentralization and delegation.

A) functional

B) product

C) network

D) bureaucratic

E) mechanistic

51) Trident Sports Inc. manufactures and distributes athletic wear, sporting equipment, and protective sports gear worldwide. They are departmentalized based on products sold to professional athletes, products sold to people who pursue sports only for leisure, and products sold to sports teams. Which approach to departmentalization does the company follow?

A) geographic

B) functional

C) matrix

D) customer

E) product

52) Matrix management

A) creates an environment in which the unity-of-command principle is strictly followed.

B) is a collection of independent, mostly single-function firms that collaborate to produce a good or service.

C) is composed of dual reporting relationships in which some employees report to two superiors.

D) involves holding employees together by contracts that stipulate results expected, rather than by hierarchy and authority.

E) results in a centralized decision-making system.

53) A characteristic feature of matrix organizations is that

A) resource utilization is inefficient.

B) higher management levels are overloaded with operational decisions.

C) the principle of unity-of-command is followed.

D) the decision-making process is highly centralized.

E) more career options become available.

54) A disadvantage of a matrix organization is that

A) managers who share subordinates may jockey for power.

B) people may care more about their own function than about the company as a whole.

C) higher management levels are overloaded with operational decisions.

D) resource utilization becomes inefficient because resources are not shared.

E) employees may fail to focus on overall product quality and customer satisfaction.

55) A ________ is composed of temporary arrangements among members that can be assembled and reassembled to meet a changing competitive environment.

A) modular network

B) mechanistic organization

C) divisional organization

D) functional organization

E) hierarchical network

56) Susan Lane, CEO of VersaForm, decides to reorganize her firm into a(n) ________ organization. In this approach, VersaForm will collaborate with other independent, mostly single-function firms to provide a desired good or service.

A) matrix

B) network

C) divisional

D) functional

E) organic

57) Acme Farm Equipment operates worldwide and is organized into a(n) ________ structure. Within this structure, each of the four division presidents and their respective employees are committed to the tractor, planter, combine, and silo businesses, respectively. Within these four divisions, task responsibilities are clear, and managers are more independent and accountable.

A) organic

B) functional

C) product

D) matrix

E) customer

58) The unity-of-command principle states that a person should have

A) multiple managers.

B) only one boss.

C) no boss.

D) only two bosses.

E) several bosses.

59) In the ________ approach to organization structure, decision making is decentralized to a level where information is processed properly and relevant knowledge is applied.

A) matrix

B) organic

C) functional

D) product

E) hierarchical

60) A(n) ________ is a person who assembles and coordinates participants in a network.

A) entrepreneur

B) broker

C) innovator

D) chairperson

E) intrapreneur

61) In the horizontal structure of a firm, line departments

A) depend on being an expert in a particular function for their growth.

B) provide specialized or professional skills that support other departments.

C) make things, sell things, or provide customer service.

D) depend on the staff departments to make major operating decisions.

E) cannot be held accountable for the "bottom-line" results of their decisions.

62) A disadvantage of the traditional functional approach to departmentalization is that

A) employees may care more about the company as a whole than their respective departments.

B) the approach makes managers generalists, not specialists.

C) people may pay more attention to customer satisfaction than to functional tasks.

D) communication between functions may fall off due to conflicts.

E) the structure limits functional differentiation.

63) Which of the following is true of a network organization?

A) A network organization limits the amount of information shared between its members.

B) In a network organization, the technical specialization of the functional structure is absent.

C) A network organization lacks the market responsiveness of the product structure.

D) In a network organization, managers within the organization interact closely with members outside it.

E) A network organization is a single firm in which jobs are specialized and grouped according to business functions.

64) ________, in organizational integration, means establishing common routines and operating procedures that apply uniformly to everyone.

A) Specialization

B) Unity-of-command

C) Mutual adjustment

D) Authorization

E) Standardization

65) In the context of organizational integration, ________ refers to a situation when interdependent units create deadlines and objectives that contribute to a common goal.

A) coordination by plan

B) unity-of-command

C) standardization

D) span of control

E) centralization

66) The approach to ________ involves feedback and discussions to jointly figure out how to approach problems and devise solutions agreeable to everyone.

A) coordination by mutual adjustment

B) unity-of-command

C) coordination by specialization

D) coordination by formalization

E) authoritative decision making

67) ________ is one of the strategies that managers can use to cope with high uncertainty and heavy information demand's in today's environments.

A) Limiting horizontal relationships

B) Reducing the need for information

C) Avoiding dependence on the experience of the organization's human needs

D) Cutting spending on information systems

E) Eliminating slack resources

68) Quantum Inc. and Cosmic Corp often compete with one another in the marketplace. A new business area is emerging that appeals to both firms. However, organizations that will successfully compete in the new business area will need to have a robust laboratory capability as well as an established construction capability. Quantum has the former, and Cosmic has the latter. Although unusual for two competitors, they negotiate and create a(n) ________. Under the terms of this agreement, Quantum and Cosmic formally and jointly pursue their mutual goals.

A) merger

B) strategic alliance

C) acquisition

D) vertical integration

E) related diversification

69) A ________ is an organization skilled at creating, acquiring, and transferring knowledge as well as at modifying its behavior to reflect new knowledge and insights.

A) learning organization

B) conglomerate

C) mechanistic organization

D) formal organization

E) closed system

70) In the context of organizational agility, learning organizations

A) base their decisions on guesswork and assumptions.

B) avoid learning from other organizations.

C) avoid benchmarking in order to keep up internal performance standards.

D) are primarily concerned about finding quick fixes to current problems.

E) are skilled at experimenting with new approaches.

71) A ________ organization is one in which top management ensures that there is consensus about the direction in which the business is heading.

A) centralized

B) high-involvement

C) mechanistic

D) tall

E) bureaucratic

72) A characteristic of a high-involvement organization is that ________

A) employee participation in decision making is limited.

B) the organization has a flat, decentralized structure built around a customer, good, or service.

C) the employees at lower levels of management are not held accountable for delivering a good or service.

D) people who try to expand their skills beyond their job profile are discouraged.

E) much of the work is done independently by experts in the top management.

73) ________ is a way of managing in which everyone is committed to continuous improvement of his or her part of the operation.

A) Mass customization

B) Mutual adjustment

C) Unity-of-command

D) Micromanagement

E) Total quality management

74) One of W. Edwards Deming's "14 points" of quality is to

A) strive for short-term improvement rather than long-term profit.

B) ensure compliance by inducing fear among those who deviate from process.

C) allow autonomy and spontaneity.

D) use numerical quotas regularly.

E) rely on mass inspection to ensure quality.

75) ________ use(s) statistical tools to analyze the causes of product defects.

A) Six sigma quality

B) The quality adjustment method

C) Mass inspection

D) Mutual adjustment

E) Just-in-time operations

76) Sydney owns and manages a custom woodworking business. She and her staff of four craftspeople work informally together, and each worker tends to make decisions in an independent (decentralized) manner. Sydney's business is a ________ operation.

A) small batch

B) functional

C) continuous

D) network

E) just-in-time

77) In the context of technology configurations, which of the following is true of large batch technologies?

A) Goods or services are provided in low volumes.

B) Organizational structure tends to be organic.

C) Decision making tends to be decentralized.

D) Communication is highly informal.

E) Hierarchical authority is more prominent.

78) In the context of technology configurations, which of the following is true of continuous process technologies?

A) They tend to require more supervision than other technologies.

B) People are removed from the work itself.

C) They provide a variety of low-volume, customized services.

D) Communication tends to be highly formal.

E) They are characterized by a large number of rules and formal procedures.

79) ________ is the production of both high-volume and high-variety products at the same time.

A) Lean manufacturing

B) Mass customization

C) Just-in-time production

D) Large batch technology

E) Continuous process technology

80) ________ strives to achieve the highest possible productivity and total quality, cost-effectively, by eliminating unnecessary steps in the production process and continually striving for improvement.

A) Lean manufacturing

B) Continuous processing

C) Mass customization

D) Large batch technology

E) Crowdsourcing

81) Which of the following is true of flexible factories?

A) They use centralized scheduling, in which decisions are made on the shop floor.

B) They move parts down the line from one location in the production sequence to the next.

C) They are organized around products, in work cells or teams.

D) They generate high volumes of a standardized product.

E) They have long production runs.

82) For the lean manufacturing approach to work well,

A) specific-purpose equipment must be used.

B) product development should be sequential rather than concurrent.

C) supplier relationships should be short term.

D) communication must be formal among line workers.

E) people should be broadly trained rather than specialized.

83) Which of the following is true of just-in-time (JIT)?

A) JIT calls for subassemblies and components to be manufactured in very large volumes.

B) JIT offers efficiency only when the costs of storing items are lower than the costs of frequent delivery.

C) JIT is limited to the production department and cannot be applied as a companywide philosophy.

D) In JIT, a customer order triggers a factory order and the production process.

E) In JIT, external suppliers deliver raw materials to the company at least three months before production.

84) Raj Patel's specialty pharmaceuticals packaging firm needs to be more agile in order to be competitive in the marketplace. Foregoing buying a full-service laboratory because of the investment and risk, Patel decides to form a ________ with a chemical firm in China that has a laboratory but lacks a packaging business. Each company brings a complementary capability to the other, allowing them to pursue mutual goals.

A) high-involvement organization

B) strategic alliance

C) matrix organization

D) mechanistic organization

E) learning organization

85) ________ is a system that calls for subassemblies and components to be manufactured in very small lots and delivered to the next stage of the production process as they are needed.

A) Mass production

B) Offshoring

C) Crowdsourcing

D) Continuous process

E) Just-in-time

86) With the impending retirements of very talented senior staff, Katherine was concerned that PTO Inc., her employer, was not planning for the future. Spurred on by her concern, Katherine convinced management to budget and build a knowledge management system to create, acquire, store, and transfer knowledge in order to modify PTO's behavior to reflect new knowledge and insights. Two years later, Katherine was proud to reflect on her success in helping the company become a(n) ________ organization.

A) network

B) matrix

C) learning

D) functional

E) mechanistic

87) Will Haroldson, plant manager, directed his top production engineer, Jaime Mendez, to sign up for an upcoming statistical quality workshop. Will said, "I've long been a student of total quality management. I've decided to introduce a statistical approach called ________ into our production process to analyze the causes of product defects, so that we can then eliminate those defects."

A) six sigma

B) mass customization

C) JIT delivery

D) lean manufacturing

E) simultaneous engineering

88) Sabrina manages a factory that manufactures automotive wiring harnesses. Her customers require that their suppliers be ________ certified, so that the suppliers' products are compliant with specified voluntary quality standards—standards that are recognized worldwide.

A) Sarbanes-Oxley

B) ISO 9001

C) small batch

D) large batch

E) JIT

89) Javier, a management intern at Woller Inc., was tasked with investigating ways for Woller to more effectively compete on a global basis. He was intrigued to learn about ________ as a framework by which to improve quality and to gain certification in accordance with these quality standards.

A) ISO 9001

B) TQM 2001

C) JIT

D) STP 5000

E) IPO

90) Connor complained to his fellow division manager, "Amber, our company is bogged down with cumbersome bureaucratic requirements. We must convince our executive leadership that we need to act fast to meet customer needs and to respond to other outside pressures! We need to correct past mistakes quickly and prepare for an uncertain future! We must respond to threats and capitalize on opportunities! We must place a premium on ________!"

A) agility

B) size

C) TQM

D) formalization

E) delegation

91) Adriana manages a large chemical plant that manufactures a few specialty products for the roofing industry. As a ________ operation, the plant manufactures products in large volumes but with little variety. Production is not continuous but is standardized. Adriana manages the plant in a formal and hierarchical manner, and most major decisions are made by Adriana, in a centralized fashion.

A) job shop

B) large batch

C) six sigma

D) just-in-time

E) modular

92) Patrick told his boss, "Unless we invest in new technology, such as computer-integrated manufacturing (CIM), we will not be able to deliver more high-variety and high-volume products. With CIM, we will have computer-aided ________ and computer-aided ________, so that the work of our engineers and factory workers will be more in sync."

A) purchasing; shipping

B) design; manufacturing

C) design; shipping

D) purchasing; manufacturing

E) ordering; manufacturing

93) Carl told his management team, "Our design and production process occurs in an orderly, yet slow, process, from research to engineering to manufacturing. To be more competitive, we must speed up our research and product development through the use of ________. In this manner, we will incorporate the issues and perspectives of all the functions—including suppliers and customers—from the beginning of the process."

A) small batch processing

B) simultaneous engineering

C) just-in-time production

D) large batch processing

E) standardization

94) With the cost of warehouse space and maintaining inventory increasing, Randall has decided to change the operation of his company to a "just-in-time" (JIT) mode, whereby manufacturing is initiated only upon customer order and only in very small lots, minimizing the company's warehouse and inventory costs. However, Randall is nervous about the change because he knows that JIT offers costs savings only when the costs of storing product are greater than the costs of

A) rework.

B) TQM.

C) frequent delivery.

D) small batches.

E) large batches.

95) CEO for Bryce Corporation has announced to the management team that it has been decided to implement lean manufacturing at the Plattsville plant. The CEO stated, "I want to eliminate unnecessary steps in the production process and continually strive for ________. We must emphasize quality, speed, and flexibility."

A) improvement

B) mass customization

C) just-in-time delivery

D) computer-integrated manufacturing

E) formalization

96) Diane, CEO of Hammer Corporation, tells her executive management team that the company must become more agile to stay competitive. She says, "We have several options to improve our agility, a couple that we have already started to implement: creating strategic alliances and becoming more of a learning and a high-involvement organization. But, most importantly, I believe that we need to organize around our ________."

A) marketing capabilities

B) core capabilities

C) research capabilities

D) engineering capabilities

E) functional capabilities

97) Technology supports agility through

A) low volume of production.

B) technologies that start and do not stop.

C) methods, processes, systems, and skills.

D) inflexible manufacturing.

E) calamity.

98) Sophia has been promoted to a managerial position in Sugar's Bakery. One of her jobs is to determine the leave schedules of employees. However, the owner of the company overrides her decisions. Consequently, her subordinates do not respect her position as a manager. Sophia has identified the problem, and it is that the ________

A) company has a wide span of control.

B) owner has not delegated enough authority to enable her to do her work.

C) employees prefer to be guided by another manager.

D) owner wants to follow the unity-of-command principle.

E) company follows a decentralized decision-making process.

99) Barney is a recently promoted manager at FoodPrince, winning the position over his former peers. His peers do not see Barney as their supervisor; they continue to think of him and treat him as a peer. As a result, Barney is having to rely more on ________ to get his work done and to manage his staff.

A) centralized decision making

B) external locus of control

C) authority

D) informal influence tactics

E) standardization

100) In a five-year time period, Jonah's organization has grown from a one-man motorcycle repair shop to a custom bike manufacturing/assembly and rebuild business employing 32 mechanics and technicians. Due to Jonah's difficulty in delegating responsibility, he makes almost all business and design/technical decisions. As a result, he is working 80 hours per week, and the business has stopped expanding, and is suffering a turnover problem. Jonah's business is a(n) ________ organization.

A) centralized

B) decentralized

C) organic

D) matrix

E) learning

101) Prior to going on vacation for two weeks, Dan Roberts, Division Manager, assembled his management team and said, "In my absence, Marisa will serve as acting Division Manager. I know that all of you department managers will give Marisa your full support." Afterwards, in a one-on-one meeting with Marisa, Dan told her that he was giving her all that she needed to manage in his absence, EXCEPT for

A) authority to chair the next managers' meeting.

B) time to do the job.

C) budget to do the job.

D) authority to discipline another department head.

E) authority to oversee production.

102) As vice president of human resources at Lodge Corporation, Paul enjoys working alongside his peer vice presidents, largely because they all have different skills and all manage different parts of the organization, including research, engineering, production, construction, procurement, and finance. Lodge Corporation is a(n) ________ organization.

A) functional

B) divisional

C) matrix

D) network

E) organic

103) Patricia Cutler, CEO of Band Corporation, announced the new corporate structure, naming Kyoshi Saito VP of the Far East Division, Riaz Bakri VP of the Middle East Division, Gunter Abfeld VP of the European Division, and Sam Jones VP of the Americas Division. The Band Corporation's new structure follows the ________ approach to departmentalization.

A) functional

B) product

C) geographic

D) customer

E) matrix

104) Mateo meets with his group leader, Alex, and says, "Alex, I have conflicting direction from several managers. Milton wants me in the field next week across town. Julie wants me in the field next week out of state. And I know that you would like me to work next week in the office." Alex says, "Mateo, we will solve this problem through communications and prioritization. We work for a ________ organization and having dual or even more lines of command can be confusing."

A) functional

B) divisional

C) network

D) traditional

E) matrix

105) Pam works in a matrix organization, and although she found it confusing at first, she has seen the inherent opportunities. Instead of being promoted from biology head, science head, to research head, Pam prefers a project career, with opportunities to serve in increasingly responsible and diverse project manager/project director positions. Fortunately, one of the strengths of a matrix organization is

A) a clear and singular line of command.

B) adherence to the unity-of-command principle.

C) centralized decision making.

D) there are more career choices, on both sides of organization.

E) focused and limited communications networks.

106) Compare and contrast differentiation and integration. How are differentiation and integration related in an effective organization?

107) Briefly describe the structure and functions of the board of directors in a large company.

108) What are the conditions under which the span of control should be wide?

109) What are the differences in responsibility, authority, and accountability?

110) Compare and contrast centralized and decentralized organizations.

111) What are the advantages of the traditional functional approach to departmentalization?

112) Differentiate between coordination by plan and coordination by mutual adjustment in organizational integration.

113) In the context of coordination in an organization, explain the two strategies that can be used by managers to cope with high uncertainty and heavy information demands.

114) In the context of strategies to improve organizational agility, what should be the focus of managers who want to strengthen their firms' competitiveness?

115) Briefly describe the three basic technologies that characterize how work is done in service as well as manufacturing companies.

116) Differentiate between traditional factories and flexible factories.

117) Define and discuss simultaneous engineering.

118) Compare and contrast the roles of stockholders, board of directors, and brokers.

119) Define a learning organization and then give at least two examples defending how they meet the definition.

120) What are the ISO 9001 standards and how do they apply to management systems of publicly traded companies?