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1. Maxine Clark’s current challenge is to manage growth by continually adapting and redesigning Buil-A-Bear to best meet its new global opportunities. Ans: True Response: Page 234 Difficulty: Easy Ref: Learning From Others AACSB: Strategy Bloom’s Taxonomy: Knowledge 2. Empowerment is letting others make decisions and exercise discretion in their work. Ans: True Response: Page 235 Difficulty: Easy Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 3. Allowing others make decisions and exercise discretion in their work define empowerment. Ans: True Response: Page 235 Difficulty: Easy
Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 4. Allowing employees to make decisions for themselves while exercising control over them in their work defines empowerment. Ans: False Response: Page 235 Difficulty: Moderate Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Comprehension 5. One of the common impediments to empowerment is that many of us suffer from control anxiety. We don’t empower others because we fear losing control. Ans: True Response: Page 235 Difficulty: Easy Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge
6. Often times we don’t empower others because we fear losing control. Ans: True Response: Page 235 Difficulty: Easy Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 7. Often times we don’t empower others because we fear they will do a better job than we could do. Ans: False Response: Page 235 Difficulty: Moderate Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Comprehension 8. Empowerment gives synergy a chance by joining with others to get things done; allowing and even helping them to do things that you might be very good at doing yourself.
Ans: True Response: Page 235 Difficulty: Moderate Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Comprehension 9. Empowerment gives synergy a chance by working independently at those things you are very good at doing. Ans: False Response: Page 235 Difficulty: Moderate Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Comprehension 10. Organizing is the process of arranging people and other resources to work together to accomplish a common goal. Ans: True Response: Page 236 Difficulty: Easy Ref: Organizing as a Management Function
AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 11. Given a clear mission, core values, objectives and strategy, organizing begins the process of strategy implementation by clarifying jobs and working relationships. Ans: True Response: Page 236 Difficulty: Easy Ref: Organizing as a Management Function AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 12. In the management process of organizing, the strategic leadership challenge is to choose least expensive organizational form to fit the strategy of the organization. Ans: False Response: Page 236 Difficulty: Easy
Ref: Organizing as a Management Function AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 13. Organization structure is the system of tasks, workflows, reporting relationships, and communications channels that link together the work of diverse individuals and groups. Ans: True Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 14. An organization’s ability to implement its strategy is greatly helped by a structure that allocates tasks through a division of labor and provides for the coordination of performance results.
Ans: True Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 15. The purpose of an organization structure is to divide up and coordinate resources and tasks in order to achieve performance success. Ans: True Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 16. The primary purpose of an organization structure is to design job titles for different workers and to assign daily work tasks to them. Ans: False Response: Page 237 Difficulty: Moderate
Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension 17. An organization chart shows positions and job titles, lines of authority, and formal communication channels for a company. Ans: True Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 18. The formal structure of the organization represents the way the organization is intended to function in terms of division of work, supervisory relationships, communication channels, major subunits, and levels of management. Ans: True
Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 19. The informal structure is a “shadow’ organization made up of the unofficial, but often critical, working relationships between organizational members. Ans: True Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 20. Informal structures always work against the achievement of high productivity since there is no formality of who is responsible for which tasks. Ans: False Response: Page 237
Difficulty: Hard Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Analysis 21. Informal structures always serve the best interests of the organization. Ans: False Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension 22. Social network analysis identifies the informal structures and their embedded social relationships that are active in an organization. Ans: True Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension
23. Social network analysis identifies how sites such as Facebook, Twitter and Myspace can impact the operational structure of an organization. Ans: False Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension 24. Identifying the informal structures and their embedded social relationships that are active in an organization defines social empowerment analysis. Ans: False Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension 25.
The identification of informal structures within the organization and the embedded social relationships that come along with these structures refers to social network analysis. Ans: True Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension 26. Departmentalization is the process of grouping work positions into formal teams or departments and then linking them together in a coordinated fashion with the larger organization. Ans: True Response: Page 238 Difficulty: Easy Ref: Traditional Organization Structures
AACSB: HRM Bloom’s Taxonomy: Knowledge 27. Three common types of traditional organizational structures are functional, divisional, and matrix. Ans: True Response: Page 238 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 28. A functional structure is a form of organization in which people who have similar skills and who perform similar tasks are grouped together in work units. Ans: True Response: Page 238 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 29.
When an organization chart shows vice presidents of marketing, manufacturing, finance, and human resources reporting directly to the president of a company, the top management group is organized as a divisional structure. Ans: False Response: Page 238 Difficulty: Moderate Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 30. When problems occur between functional departments, they should immediately be assigned to a higher level for resolution. Ans: False Response: Page 240 Difficulty: Hard Ref: Traditional Organization Structures AACSB: Group Dynamics
Bloom’s Taxonomy: Analysis 31. Advantages of functional structures include the support of in-depth training and reduced accountability for total product or service delivery. Ans: False Response: Page 239 Difficulty: Hard Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 32. A potential disadvantage of functional structures concerns difficulties in pinpointing responsibilities for cost containment, product or service quality, timeliness, and innovation. Ans: True Response: Page 239 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM
Bloom’s Taxonomy: Knowledge 33. The functional chimneys problem can slow decision making, diminish cooperation and commitment to a common purpose, and interfere with coordination across functions. Ans: True Response: Page 240 Difficulty: Easy Ref: Traditional Organization Structures AACSB: Group Dynamics Bloom’s Taxonomy: Knowledge 34. A divisional structure places people who work on the same product or process, serve similar customers, or work in the same geographic region together in a common group. Ans: True Response: Page 242 Difficulty: Easy Ref: Traditional Organization Structures
AACSB: HRM Bloom’s Taxonomy: Knowledge 35. Included among the potential advantages of divisional structures are more flexibility in responding to environmental changes and clear points of responsibility for product or service delivery. Ans: True Response: Page 242 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 36. Included among the potential advantages of divisional structures are having expertise focused on specific customers, products, or regions, as well as greater ease in changing size by adding or deleting divisions. Ans: True
Response: Page 242 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 37. Divisional structures can create healthy rivalries as divisions compete for available resources. Ans: False Response: Page 242 Difficulty: Moderate Ref: Traditional Organization Structures AACSB: Group Dynamics Bloom’s Taxonomy: Comprehension 38. Product structures group together jobs and activities that serve the same customers or clients. Ans: False Response: Page 240 Difficulty: Moderate Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 39.
Geographical structures assemble jobs and activities being performed in the same location or region together. Ans: True Response: Page 241 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 40. Customer structures group together jobs and activities dealing with a single product or service. Ans: False Response: Page 241 Difficulty: Moderate Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 41. Customer structures are particularly appealing because they can best serve the special needs of different customer groups. Ans: True
Response: Page 241 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 42. A work process is a group of tasks related to one another that collectively creates something of value to a customer. Ans: True Response: Page 242 Difficulty: Easy Ref: Traditional Organization Structures AACSB: Operations Management Bloom’s Taxonomy: Knowledge 43. Process structures group together jobs and activities that are part of the same processes. Ans: True Response: Page 242 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge
44. The matrix structure makes use of permanent cross-functional teams to integrate functional expertise in support of a clear divisional focus on a product, project, or program. Ans: True Response: Page 242 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 45Workers in a matrix structure belong to at least two formal groups at the same time. These two groups are a functional group and a product, project, or program group. Ans: True Response: Page 242 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge
46. Members of matrix organizations experience task confusion and encounter power struggles because of reporting to both a “project team boss” and a “functional boss. ” Ans: True Response: Page 243 Difficulty: Easy Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 47. A potential disadvantage of the matrix structure is that problem solving is forced down the hierarchy to where the best information is available. Ans: False Response: Page 243 Difficulty: Moderate Ref: Traditional Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 48.
Team meetings in the matrix structure can be time consuming, and the teams may develop “groupitis. ” Ans: True Response: Page 243 Difficulty: Moderate Ref: Traditional Organization Structures AACSB: Group Dynamics Bloom’s Taxonomy: Comprehension 49. Team structures improve communication and decision making as well as help to break down barriers between operating departments. Ans: True Response: Page 245 Difficulty: Easy Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 50. A cross-functional team brings together members from different areas of work responsibility. Ans: True
Response: Page 244 Difficulty: Easy Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 51. A project team is set up for a particular task or project and disbands once it is started. Ans: False Response: Page 244 Difficulty: Easy Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 52. The potential disadvantages of team structures include conflicting loyalties among members regarding both team and functional assignments and the excessive time spent in meetings. Ans: True Response: Page 245 Difficulty: Moderate Ref: Horizontal Organization Structures
AACSB: Group Dynamics Bloom’s Taxonomy: Knowledge 53. Team members’ effective utilization of the time they spend together is independent of the quality of their interpersonal relations, group dynamics, and team management. Ans: False Response: Page 245 Difficulty: Moderate Ref: Horizontal Organization Structures AACSB: Group Dynamics Bloom’s Taxonomy: Knowledge 54. In addressing the potential disadvantages of team structures, managers should manage time effectively but need not promote effective interpersonal relations, group dynamics, and team management. Ans: False Response: Page 245 Difficulty: Hard
Ref: Horizontal Organization Structures AACSB: Group Dynamics Bloom’s Taxonomy: Analysis 55. Network structures consist of a central business core that that is linked through networks of relationships with outside contractors and suppliers of essential services. Ans: True Response: Page 245 Difficulty: Easy Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 56. The advantages of network structures include (a) staying cost competitive through reduced overhead and increased operating efficiency, and (b) operating with fewer full-time employees and less complex internal systems.
Ans: True Response: Page 246 Difficulty: Moderate Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 57. The potential disadvantages of the network structure are due primarily to the demands of flexibility in responding to changing conditions, having fewer full-time employees to help build the supervisor’s managerial empire, and the need to operate across great distances. Ans: False Response: Page 246 Difficulty: Hard Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Analysis 58.
In a network structure, the entire system suffers if one part of the network breaks down or fails to deliver. Ans: True Response: Page 246 Difficulty: Easy Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 59. Boundaryless sourcing refers to the contracting of business functions to outside suppliers. Ans: False Response: Page 246 Difficulty: Moderate Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Comprehension 60. Boundaryless organizations eliminate internal boundaries among parts and external boundaries linking with the external environment.
Ans: True Response: Page 247 Difficulty: Easy Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 61. Key requirements for a boundaryless organization are the absence of hierarchy, empowerment of team members, technology utilization, and acceptance of impermanence. Ans: True Response: Page 246-247 Difficulty: Hard Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Analysis 62. A virtual organization is a special form of a boundaryless organization. Ans: True Response: Page 247 Difficulty: Easy Ref: Horizontal Organization Structures
AACSB: HRM Bloom’s Taxonomy: Knowledge 63. A virtual organization operates in a shifting network of external strategic alliances that are engaged as needed, and typically are supported by extensive information technology utilization. Ans: True Response: Page 247 Difficulty: Easy Ref: Horizontal Organization Structures AACSB: HRM Bloom’s Taxonomy: Knowledge 64. The way in which an organization is structured is often impacted by the varying problems and opportunities they face. Ans: True Response: Page 247 Difficulty: Easy Ref: Organizational Designs AACSB: HRM
Bloom’s Taxonomy: Knowledge 65. Organizational design is the process of choosing and implementing organizational structures that best arrange resources to accomplish the organization’s mission and objectives. Ans: True Response: Page 247 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge 66. A bureaucracy is a form of organizational structure based on logic, order, and the legitimate use of formal authority. Ans: True Response: Page 248 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge 67.
A clear-cut division of labor, a strict hierarchy of authority, formal rules and procedures, and promotion based on competency are features that characterize bureaucracy. Ans: True Response: Page 248 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge 68. Tom Burns and George Stalker found that the mechanistic organization thrived when the environment was unstable and changing because it provided a necessary, counterbalancing sense of order. Ans: False Response: Page 248 Difficulty: Hard Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Comprehension
69. In a mechanistic organization, an employee works in an orderly and disciplined environment, adheres to many rules and procedures, and is closely supervised. Ans: True Response: Page 248 Difficulty: Hard Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Analysis 70. Mechanistic designs are tight structures with a horizontal form. Ans: False Response: Page 248 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Comprehension 71. The mechanistic design is characterized by decentralization, wider spans of control, and few rules and procedures.
Ans: False Response: Page 248 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Analysis 72. Decentralized authority, fewer rules and procedures, and personal means of coordination are characteristics of organic designs. Ans: True Response: Page 249 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge 73. The organizational design that is highly bureaucratic in nature is called the organic design. Ans: False Response: Page 249 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Comprehension 74.
Accomplishing a significant amount of work through informal structures and networks of interpersonal contacts is characteristic of organic designs. Ans: True Response: Page 249 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge 75. Dynamic environments and changing conditions call for more organic designs. Ans: True Response: Page 249 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Comprehension 76. Adaptive organizations operate with a minimum of bureaucratic structure and with cultures that encourage worker empowerment and participation.
Ans: True Response: Page 249 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge 77. Adaptive organizations promote the use of narrow spans of control and tall structures within the organization. Ans: False Response: Page 249 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Comprehension 78. The line of authority that vertically links each position with successively higher levels of management is chain of command. Ans: True Response: Page 249 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge
79. As organizations grow, they tend to get taller as more levels are added to the chain of command. Ans: True Response: Page 249 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Comprehension 80. Span of control refers to the number of subordinates reporting directly to a manager. Ans: True Response: Page 250 Difficulty: Easy Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Knowledge 81. An organization with narrow spans of control will have fewer managers and more subordinates per manager, whereas an organization with wide spans of
control will have more managers and fewer subordinates per manager. Ans: False Response: Page 250 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Analysis 82. Narrow spans of control create an organization that is more efficient and flexible, whereas wider spans of control usually result in additional management overhead costs. Ans: False Response: Page 250 Difficulty: Moderate Ref: Organizational Designs AACSB: HRM Bloom’s Taxonomy: Analysis 83. Delegation is the process of entrusting work to others in the organization by giving them the right to make decisions and take action.
Ans: True Response: Page 250 Difficulty: Easy Ref: Organizational Designs AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 84. Authority is the right to act in ways to carry out the assigned tasks. Ans: True Response: Page 251 Difficulty: Easy Ref: Organizational Designs AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 85. The authority-and-responsibility principle states: “authority should equal responsibility when work is delegated from a supervisor to a subordinate. ” Ans: True Response: Page 251 Difficulty: Moderate Ref: Organizational Designs AACSB: Leadership Principles
Bloom’s Taxonomy: Knowledge 86. Effective delegation leads to empowerment of workers and can increase employees’ job satisfaction and work performance. Ans: True Response: Page 251 Difficulty: Moderate Ref: Organizational Designs AACSB: Leadership Principles Bloom’s Taxonomy: Comprehension 87. Centralized organizations delegate decision making throughout all levels of management, and decentralized organizations concentrate decision making at the top levels of management. Ans: False Response: Page 251 Difficulty: Moderate Ref: Organizational Designs AACSB: Leadership Principles
Bloom’s Taxonomy: Comprehension 88. When decision-making authority is dispersed by extensive delegation throughout all levels of management, the organization is decentralized. Ans: True Response: Page 251 Difficulty: Moderate Ref: Organizational Designs AACSB: Leadership Principles Bloom’s Taxonomy: Comprehension 89. Allowing lower-level persons to participate in decision making is characteristic of a decentralized organization. Ans: True Response: Page 251 Difficulty: Moderate Ref: Organizational Designs AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 90.
With respect to centralization and decentralization, the current trend is for organizations to centralize decision making and decentralize control. Ans: False Response: Page 252 Difficulty: Moderate Ref: Organizational Designs AACSB: Leadership Principles Bloom’s Taxonomy: Analysis 91. Line personnel provide expert advice and guidance to staff personnel. Ans: False Response: Page 252-253 Difficulty: Easy Ref: Organizational Designs AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 92. Staff can grow to the point where it costs more in administrative overhead than the staff is worth. Ans: True
Response: Page 253 Difficulty: Easy Ref: Organizational Designs AACSB: Operations Management Bloom’s Taxonomy: Knowledge 93. The current trend in the use of staff is to reduce the size of staff in order to increase operating efficiency. Ans: True Response: Page 253 Difficulty: Moderate Ref: Organizational Designs AACSB: Operations Management Bloom’s Taxonomy: Analysis Multiple Choice 94. __________ is letting others make decisions and exercise discretion in their work. A. Planning. B. Organizing C. Empowerment D. Delegation E. None of the above Ans: C Response: Page 235 Difficulty: Easy Ref: Learning About Yourself
AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 95. We don’t empower others because we fear losing ________. A. Control B. Employees C. Trust D. Money E. None of the above Ans: A Response: Page 235 Difficulty: Easy Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 96. Tom is a manager of a department consisting of 25 employees. He chooses to let these employees make decisions and exercise discretion in their work. Tom is utilizing: A. Planning. B. Organizing C. Entrapment D. Empowerment E. None of the above Ans: D Response: Page 235 Difficulty: Easy
Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Application 97. Rachel is contemplating empowerment and how it could assist her in performing all of the responsibilities of her department. It would be wise for Rachel to be aware of the consequence of not using empowerment which is: A. We try to do to much B. Denying others the opportunity to contribute C. Alienating our employees D. Possibly experiencing poor performance E. All of the above Ans: E Response: Page 235 Difficulty: Hard Ref: Learning About Yourself AACSB: Leadership Principles Bloom’s Taxonomy: Application 98.
__________ is the process of arranging people and other resources to work together to accomplish a goal. A. Planning. B. Organizing C. Controlling. D. Leading. E. Strategizing. Ans: B Response: Page 236 Difficulty: Easy Ref: Organizing as a Management Function AACSB: Leadership Principles Bloom’s Taxonomy: Knowledge 99. Stacey prefers to divide work up into manageable components, arranges resources, and coordinates results to achieve a common purpose within her department. Stacey is practicing __________. 4) Leadership. 5) Organizing. 6) Strategic planning. 7) Forecasting. 8) Setting objectives. Ans: B Response: Page 236 Difficulty: Easy
Ref: Organizing as a Management Function AACSB: Leadership Principles Bloom’s Taxonomy: Application 100. Given a clear mission, core values, objectives and strategy, __________ begins the process of implementation by clarifying jobs and working relationships. A. Planning. B. Controlling. C. Organizing. D. Coordinating. E. Leading. Ans: C Response: Page 236 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: Leadership Principles Bloom’s Taxonomy: Comprehension 101. __________ is the system of tasks, workflows, reporting relationships, and communication channels that link together the work of diverse individuals and groups.
A. Job design. B. Management. C. Organization structure. D. Strategy. E. A work plan. Ans: C Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 102. Any organization structure should __________ and __________. A. Allocate task assignments through a division of labor provide for the coordination of performance results. B. Allocate task assignments through a division of labor provide for the creation of a horizontal organization. C. Allocate organizational resources to important departments provide for the oversight of less important departments.
D. Assign good leaders to the effective work teams assign poorer leaders to marginally effective work teams. E. Assign organizational objectives to divisions, departments, and work teams provide for the coordination of performance results. Ans: A Response: Page 237 Difficulty: Hard Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Analysis 103. Which of the following is the most accurate description regarding the purpose of an organization structure? A. To divide up and coordinate resources and tasks to be done for performance success. B.
To identify relationships between suppliers and company buyers. C. To design titles for different types of workers. D. To allocate management authority to department heads. E. To assign daily work tasks to workers. Ans: A Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Analysis 104. Positions and job titles, lines of authority, and formal communication channels are often demonstrated for a company by drawing a special diagram. This diagram is called __________. A. A flow chart. B. A PERT diagram. C. An organization chart. D. An input/output diagram.
E. A structural diagram. Ans: C Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 105. Which of the following pieces of information cannot be determined from an organization chart? A. Formal communication channels. B. Type of work performed. C. Division of work. D. Levels of management. E. Informal decision-making coalitions. Ans: E Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension 106. The __________ of the organization represents the way the organization
is intended to function in terms of division of work, supervisory relationships, communication channels, major subunits, and levels of management. A. Informal structure. B. Hierarchy or authority. C. Management chart. D. Channel outline. E. Formal structure. Ans: E Response: Page 237 Difficulty: Moderate Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Comprehension 107. The __________ is a “shadow’ organization made up of the unofficial, but often critical, working relationships between organizational members. A. Formal structure. B. Organizational chart. C. Informal structure.
D. Adaptive organizational structure. E. Horizontal organizational structure. Ans: C Response: Page 237 Difficulty: Easy Ref: Organizing as a Management Function AACSB: HRM Bloom’s Taxonomy: Knowledge 108. Jill, a recent MBA graduate in the field of accounting, is the finance manager of ION Company. Jill has a problem with a shadow organization in his division. One sensible first step in Jill’s management strategy might be __________. A. Meeting with his employees to let them know he is the boss. B. Promising bonuses only to those employees who agree with him and work with him. C. S

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