Professional Documents
Culture Documents
Principle of Business CH7
Principle of Business CH7
False
False
False
False
5. The more complex organizations become, the more they need to develop formal
structures to function efficiently.
True
False
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
A.
B.
C.
D.
E.
Values
Beliefs
Role models
Religion
Traditions
A.
B.
C.
D.
E.
Ceremonies
Code of ethics
Mission statement
Manuals
Employee dress codes
8. Dress codes, work habits, extracurricular activities, and stories are informal
expressions of an organization's
A.
B.
C.
D.
E.
grapevine.
lack of organization.
informality.
culture.
formality.
A.
B.
C.
D.
E.
structure.
informality.
spontaneity.
growth.
accountability.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
A.
salespersons and merchandise buyers.
B.
credit managers and maintenance people.
C.
department managers and customers.
D.
maintenance people and salespersons.
E. all the individuals working together to achieve its objectives.
12. Which of the following requires an increasing degree of organizing within an
organization?
A.
B.
C.
D.
E.
Profits
Sales
Growth
Decline
Aging
A.
B.
C.
D.
E.
excessive profits.
inefficient division of labor.
productive and motivated employees.
unproductive and indifferent employees.
happy customers.
14. An organization's shared values, beliefs, traditions, philosophies, rules, and role
models for behavior represent its
A.
B.
C.
D.
E.
formal organization.
information system.
organizational culture.
grapevine.
organizational manual.
Essay Questions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
17. The rationalization for specialization is that people can perform several tasks more
efficiently than just one.
True
False
18. Departmentalization is the division of labor into small, specialized tasks and the
assignment of single tasks to employees.
True
False
19. An advantage of functional departmentalization is that managers need only the skills
that apply to their department's function.
True
False
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
False
False
A.
B.
C.
D.
E.
it is more efficient.
workers become less bored.
workers shift from one job to another.
workers have fewer injuries.
it improves quality.
23. The benefits of division of labor were described in The Wealth of Nations by
A.
B.
C.
D.
E.
Henry Ford.
John Adams.
Adam Smith.
Cyrus McCormick.
Sam Walton.
A.
B.
C.
D.
E.
departmentalization.
specialization.
generalization.
registration.
delegation.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
25. Many experts believe people can perform most efficiently if they master just one task
rather than all tasks. A famous book that supports this point was published in 1776
and is titled
A.
B.
C.
D.
E.
A.
B.
C.
D.
E.
line departmentalization.
customer departmentalization.
functional departmentalization.
product departmentalization.
geographical departmentalization.
A.
B.
C.
D.
E.
function.
product.
geographic region.
customer.
line.
28. A company that has departments for marketing, finance, personnel, and production is
organized by
A.
B.
C.
D.
E.
product.
function.
territory.
customer.
geographic region.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
A.
B.
C.
D.
E.
territorial
functional
product
customer
process
30. _____ departmentalization arranges jobs around the needs of various types of
customers.
A.
B.
C.
D.
E.
Product
Functional
Geographical
Customer
Matrix
Essay Questions
31. What are some of the advantages of specialization? What are some of its
disadvantages?
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
32. What are the different means of organizational departmentalization? Be sure to give
an illustrative example of each.
33. Accountability is the obligation employees have to carry out assigned tasks.
True
False
False
35. A wide span of management is best when a manager and subordinates are not in
close proximity.
True
False
False
False
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
38. Which of the following concepts frees a manager to attend to matters that he or she
is especially qualified to deal with?
A.
B.
C.
D.
E.
Delegation of authority
Responsibility
Accountability
Knowledge
Education
39. If Juan's manager gives him an assignment without providing Juan with the resources
to complete the assignment, Juan's manager is exhibiting improper
A.
B.
C.
D.
E.
accountability.
organizational culture.
delegation of authority.
customer departmentalization.
centralization.
40. Joe is a copywriter in his company's marketing department. The copy for an ad
placed in Time magazine for his company spelled the company's name wrong. Who is
ultimately responsible for the mistake?
A.
B.
C.
D.
E.
The copywriter
The marketing vice president
Time magazine
The customer
Nobodythings just happen
41. When the decisions of a company are very risky and low-level managers lack
decision-making skills, the company will tend to
A.
B.
C.
D.
E.
decentralize.
delegate.
centralize.
organize.
specialize.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
A.
B.
C.
D.
E.
highly centralized
decentralized
informal
formal
very productive
43. One of the things to consider when determining the appropriate span of management
is
A.
B.
C.
D.
E.
big.
wide.
narrow.
flat.
circular.
A.
B.
C.
D.
E.
Essay Questions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
46. What is a span of management? What are the differences between organizations with
wide versus narrow spans of management?
48. Line structure is based on direct lines of authority from the top executive to the
lowest level of employee.
True
False
49. The line-and-staff structure divides general managing duties into functional areas,
each with a separate supervisor.
True
False
50. In a line-and-staff structure, staff managers do not have direct authority over line
managers.
True
False
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
51. Matrix structures are often complex and expensive, and can lead to confusion
regarding who has the ultimate authority.
True
False
52. Multidivisional structures are not good at allowing for delegation of authority, and
therefore do not allow divisional and departmental managers a chance to specialize.
True
False
53. Which of the following is not a basis for organizing using a multidivisional structure?
A.
B.
C.
D.
E.
Geography
Project
Product
Customer
Function
54. An organizational form that is based on direct lines of authority from the top
executive to the lowest level of employees is called
A.
B.
C.
D.
E.
line structure.
functional structure.
line-and-staff structure.
matrix structure.
a committee.
A.
B.
C.
D.
E.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
A.
an unclear chain of command.
B.
the speed of decision making.
C.
that there are no direct lines of authority.
D.
that it is very uncommon.
E. that managers must possess a wide range of knowledge and skills.
57. Which of the following organizational forms allows managers to take responsibility for
the areas in which they specialize?
A.
B.
C.
D.
E.
Line structure
Functional structure
Line-and-staff structure
Matrix structure
A committee
A.
are temporary.
B. organize departments into larger divisions, often based on geography, product,
and/or customer.
C. bring together specialists from a variety of areas to work on a single project.
D.
make slower decisions.
E. are less innovative but make quicker decisions.
59. Which of the following organizational forms is also called a project management
structure?
A.
B.
C.
D.
E.
Bureaucratic structure
Line structure
Multidivisional structure
Matrix structure
Line-and-staff structure
60. Which of the following organizational forms is most likely to be complex and
expensive?
A.
B.
C.
D.
E.
Line structure
Functional structure
Line-and-staff structure
Matrix structure
Committee
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Essay Questions
61. What are the benefits and drawbacks of using a matrix structure to organize?
62. What is the difference between line structure and line-and-staff structure?
63. Regardless of how a business is organized, most of the essential work of business
occurs in individual work groups and teams.
True
False
64. All groups are teams, but not all teams are groups.
True
False
65. Teams can create more solutions for solving problems than individuals.
True
False
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
66. Product-development teams are a special type of task force formed to devise, design,
and implement a new product.
True
False
67. Quality assurance teams are groups of employees brought together to solve specific
quality, productivity, or service problems.
True
False
68. Which of the following is formed to address specific quality, service, or productivity
problems?
A.
B.
C.
D.
E.
69. Which of the following is a temporary group of employees, usually chosen for their
expertise, responsible for bringing out a specific change?
A.
B.
C.
D.
E.
A.
B.
C.
D.
E.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
71. Teams
A.
B.
C.
D.
E.
A.
B.
C.
D.
E.
task force.
product-development team.
project team.
committee.
self-directed work team.
73. A temporary group of employees responsible for bringing about a particular change is
a
A.
B.
C.
D.
E.
task force.
product-development team.
project team.
committee.
self-directed work team.
A.
are permanent, formal groups.
B. are composed of individuals from one functional area.
C.
never last for more than six months.
D. run their operation and have control of a specific work project.
E.
solve specific quality problems.
75. A special type of project team formed to devise, design, and implement a new
product is a
A.
B.
C.
D.
E.
product-development team.
committee.
task force.
coalition.
quality-assurance team.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Essay Questions
77. Horizontal communication involves the traditional flow of information from upper
organizational levels downward.
True
False
78. Downward communication typically involves directions, the assignment of tasks and
responsibilities, performance feedback, and certain details about the organization's
strategies and goals.
True
False
79. The most significant informal communication occurs while playing golf.
True
False
False
81. When individuals from different units and organizational levels communicate, it is
diagonal communication.
True
False
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
A.
Formal policies on appropriate Internet use
B. Software programs to monitor employee Internet use
C. Most companies simply let employees do what they want on the Internet
D. Requiring employees to use corporate computers while at work
E. Consulting online resources on how to handle employee Internet usage
84. Which of the following is an informal communication channel?
A.
B.
C.
D.
E.
Leaflets
Telecommunications
Job descriptions
Grievances
The grapevine
A.
B.
C.
D.
E.
Performance feedback
Assignment of tasks
Details on organizational strategy
Gossip
Directions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
A.
B.
C.
D.
E.
A.
B.
C.
D.
E.
orders.
explanation of decisions.
requests for information.
progress reports and complaints.
information about procedures and methods.
A.
eliminate it.
B.
use it to their advantage by feeding it facts.
C. find out if its goals are contrary to the organization's goals.
D.
send incorrect information through it.
E.
send upward communications through it.
Essay Questions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
91. What did Quest Star do, structurally, to help it become more competitive with
Japanese firms?
A.
They do not like their jobs
B. They are faced with training employees to supervise themselves
C.
They miss the old system
D.
The employees don't like the new system
E. Management does not trust employees to make decisions for themselves
Essay Questions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
93. What techniques or skills should Quest Star employees have to assume a leadership
role within a work group?
94. If each Quest Star work group has a team representative, what problems will be faced
in supervising these representatives?
95. Evaluate the pros and cons of the system developed by Quest Star.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
1.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-01 Define organizational structure; and relate how organizational structures develop.
Level of Difficulty: 1 Easy
Topic: Organizational Culture
2.
3.
4.
5.
The more complex organizations become, the more they need to develop formal
structures to function efficiently.
TRUE
With more people and greater specialization, the organization needs to develop a
formal structure to function efficiently.
6.
A.
B.
C.
D.
E.
Values
Beliefs
Role models
Religion
Traditions
AACSB: Diversity
Blooms: Understand
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Learning Objective: 07-01 Define organizational structure; and relate how organizational structures develop.
Level of Difficulty: 1 Easy
Topic: Organizational Culture
7.
A.
B.
C.
D.
E.
Ceremonies
Code of ethics
Mission statement
Manuals
Employee dress codes
A firm's culture may be expressed formally through its mission statement, codes of
ethics, memos, manuals, and ceremonies, but it is more commonly expressed
informally.
AACSB: Diversity
Blooms: Understand
Learning Objective: 07-01 Define organizational structure; and relate how organizational structures develop.
Level of Difficulty: 1 Easy
Topic: Organizational Culture
8.
Dress codes, work habits, extracurricular activities, and stories are informal
expressions of an organization's
A.
B.
C.
D.
E.
grapevine.
lack of organization.
informality.
culture.
formality.
Examples of informal expressions of culture include dress codes (or the lack
thereof), work habits, extracurricular activities, and stories.
AACSB: Diversity
Blooms: Understand
Learning Objective: 07-01 Define organizational structure; and relate how organizational structures develop.
Level of Difficulty: 2 Medium
Topic: Organizational Culture
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
9.
10.
When managers assign work activities to groups and individuals and coordinate
the diverse activities required to attain organizational objectives, they contribute
to the development of organizational
A.
B.
C.
D.
E.
structure.
informality.
spontaneity.
growth.
accountability.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-01 Define organizational structure; and relate how organizational structures develop.
Level of Difficulty: 2 Medium
Topic: Developing Organizational Structure
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
11.
A.
B.
C.
D.
E.
All the people occupying positions in the department store must work together to
achieve the store's objectives. The ways that they work together are defined by
the store's organizational structure.
AACSB: Communication
Blooms: Apply
Learning Objective: 07-01 Define organizational structure; and relate how organizational structures develop.
Level of Difficulty: 2 Medium
Topic: Developing Organizational Structure
12.
A.
B.
C.
D.
E.
Profits
Sales
Growth
Decline
Aging
7-26
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
13.
A.
B.
C.
D.
E.
excessive profits.
inefficient division of labor.
productive and motivated employees.
unproductive and indifferent employees.
happy customers.
Organizational cultures that lack positive values may result in unproductive and
inefficient employees, whose poor attitudes will be reflected externally to
customers.
14.
A.
B.
C.
D.
E.
formal organization.
information system.
organizational culture.
grapevine.
organizational manual.
AACSB: Diversity
Blooms: Remember
Learning Objective: 07-01 Define organizational structure; and relate how organizational structures develop.
Level of Difficulty: 1 Easy
Topic: Organizational Culture
Essay Questions
7-27
2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
15.
16.
17.
The rationalization for specialization is that people can perform several tasks more
efficiently than just one.
FALSE
The rationale for specialization is efficiency; people can perform more efficiently if
they master just one task rather than all the tasks.
Learning Objective: 07-02 Describe how specialization and departmentalization help an organization achieve
its goals.
Level of Difficulty: 1 Easy
Topic: Assigning Tasks
18.
Departmentalization is the division of labor into small, specialized tasks and the
assignment of single tasks to employees.
FALSE
Departmentalization is the grouping of jobs into working units usually called
departments, units, groups, or divisions.
19.
20.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
21.
22.
A.
B.
C.
D.
E.
it is more efficient.
workers become less bored.
workers shift from one job to another.
workers have fewer injuries.
it improves quality.
7-30
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
23.
A.
B.
C.
D.
E.
Henry Ford.
John Adams.
Adam Smith.
Cyrus McCormick.
Sam Walton.
24.
A.
B.
C.
D.
E.
departmentalization.
specialization.
generalization.
registration.
delegation.
7-31
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
25.
Many experts believe people can perform most efficiently if they master just one
task rather than all tasks. A famous book that supports this point was published in
1776 and is titled
A.
B.
C.
D.
E.
Adam Smith wrote The Wealth of Nations to demonstrate specialization, the idea
that people can perform most efficiently if they master just one task rather than all
tasks.
26.
A.
B.
C.
D.
E.
line departmentalization.
customer departmentalization.
functional departmentalization.
product departmentalization.
geographical departmentalization.
7-32
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
27.
A.
B.
C.
D.
E.
function.
product.
geographic region.
customer.
line.
28.
A.
B.
C.
D.
E.
product.
function.
territory.
customer.
geographic region.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
29.
A.
B.
C.
D.
E.
territorial
functional
product
customer
process
30.
A.
B.
C.
D.
E.
Product
Functional
Geographical
Customer
Matrix
Essay Questions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
31.
What are some of the advantages of specialization? What are some of its
disadvantages?
32.
33.
Blooms: Remember
Learning Objective: 07-03 Determine how organizations assign responsibility for tasks and delegate authority.
Level of Difficulty: 1 Easy
Topic: Assigning Responsibility
34.
35.
A wide span of management is best when a manager and subordinates are not in
close proximity.
FALSE
A narrow span of management is appropriate when superiors and subordinates are
not in close proximity, the manager has many responsibilities in addition to the
supervision, the interaction between superiors and subordinates is frequent, and
problems are common.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-03 Determine how organizations assign responsibility for tasks and delegate authority.
Level of Difficulty: 2 Medium
Topic: Assigning Responsibility
36.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-03 Determine how organizations assign responsibility for tasks and delegate authority.
Level of Difficulty: 2 Medium
Topic: Assigning Responsibility
7-36
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
37.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-03 Determine how organizations assign responsibility for tasks and delegate authority.
Level of Difficulty: 2 Medium
Topic: Assigning Responsibility
38.
A.
B.
C.
D.
E.
Delegation of authority
Responsibility
Accountability
Knowledge
Education
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
39.
If Juan's manager gives him an assignment without providing Juan with the
resources to complete the assignment, Juan's manager is exhibiting improper
A.
B.
C.
D.
E.
accountability.
organizational culture.
delegation of authority.
customer departmentalization.
centralization.
Delegation of authority involves giving employees not only tasks, but also the
power to make commitments, use resources, and take whatever actions are
necessary to carry out those tasks.
40.
A.
B.
C.
D.
E.
The copywriter
The marketing vice president
Time magazine
The customer
Nobodythings just happen
The act of delegating authority to a subordinate does not relieve the superior of
accountability for the delegated job. Even though the vice president of marketing
delegates work to subordinates, he or she is still ultimately accountable to the
president for all marketing activities, including their mistakes.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
41.
When the decisions of a company are very risky and low-level managers lack
decision-making skills, the company will tend to
A.
B.
C.
D.
E.
decentralize.
delegate.
centralize.
organize.
specialize.
Businesses tend to be more centralized when the decisions to be made are risky
and when low-level managers are not highly skilled in decision making.
42.
A.
B.
C.
D.
E.
highly centralized
decentralized
informal
formal
very productive
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43.
44.
When superiors and subordinates are not in close proximity and the manager has
many responsibilities in addition to supervision, the appropriate span of
management would be
A.
B.
C.
D.
E.
big.
wide.
narrow.
flat.
circular.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
45.
A.
B.
C.
D.
E.
Organizations with few layers are flat and have wide spans of management
because managers supervise larger number of employees and there are fewer
organizational layers.
Essay Questions
46.
Blooms: Remember
Learning Objective: 07-03 Determine how organizations assign responsibility for tasks and delegate authority.
Level of Difficulty: 2 Medium
Topic: Assigning Responsibility
47.
The delegation of authority is the assigning of tasks to employees, giving them the
power to make commitments, use the resources, and take the actions that are
necessary to accomplish the tasks. Delegation creates a responsibility, or
obligation, for the employee to carry out the assigned task satisfactorily and
makes the employee accountable for the proper execution of the work. With many
employees, this increased responsibility will lead to improved morale and a greater
drive to perform his or her job satisfactorily.
48.
Line structure is based on direct lines of authority from the top executive to the
lowest level of employee.
TRUE
Line structure, with its direct lines of authority that extend from the top manager
to employees at the lowest level of the organization, is the simplest organizational
structure.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
49.
The line-and-staff structure divides general managing duties into functional areas,
each with a separate supervisor.
FALSE
The line-and-staff structure has a traditional line relationship between superiors
and subordinates, and specialized managerscalled staff managersare available
to assist line managers.
50.
In a line-and-staff structure, staff managers do not have direct authority over line
managers.
TRUE
Staff managers do not have direct authority over line managers or over the line
manager's subordinates, but they do have direct authority over subordinates in
their own departments.
51.
Matrix structures are often complex and expensive, and can lead to confusion
regarding who has the ultimate authority.
TRUE
Although matrix structures can foster flexibility, coordination, and creativity, they
are expensive, complex, and can create confusion as to which manager's authority
has priority.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
52.
Multidivisional structures are not good at allowing for delegation of authority, and
therefore do not allow divisional and departmental managers a chance to
specialize.
FALSE
Multidivisional structures allow for delegation of authority, and therefore also allow
divisional and departmental managers a chance to specialize.
53.
A.
B.
C.
D.
E.
Geography
Project
Product
Customer
Function
Matrix structures are usually utilized for projects. Multidivisional structures can be
organized around geography, product, customer, function, or a combination.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
54.
An organizational form that is based on direct lines of authority from the top
executive to the lowest level of employees is called
A.
B.
C.
D.
E.
line structure.
functional structure.
line-and-staff structure.
matrix structure.
a committee.
A line structure has direct lines of authority that extend from the top manager to
employees at the lowest level of the organization.
55.
A.
B.
C.
D.
E.
Line structures have a clear chain of command, which enables managers to make
decisions quickly.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
56.
A.
an unclear chain of command.
B.
the speed of decision making.
C.
that there are no direct lines of authority.
D.
that it is very uncommon.
E. that managers must possess a wide range of knowledge and skills.
A line structure requires that managers possess a wide range of knowledge and
skills.
57.
A.
B.
C.
D.
E.
Line structure
Functional structure
Line-and-staff structure
Matrix structure
A committee
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
58.
Multidivisional structures
A.
are temporary.
B. organize departments into larger divisions, often based on geography, product,
and/or customer.
C. bring together specialists from a variety of areas to work on a single project.
D.
make slower decisions.
E.
are less innovative but make quicker decisions.
A multidivisional structure organizes departments into larger groups called
divisions. Just as departments might be formed on the basis of geography,
customer, product, or a combination of these, so too divisions can be formed
based on any of these methods of organizing.
59.
A.
B.
C.
D.
E.
Bureaucratic structure
Line structure
Multidivisional structure
Matrix structure
Line-and-staff structure
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
60.
A.
B.
C.
D.
E.
Line structure
Functional structure
Line-and-staff structure
Matrix structure
Committee
Matrix structures are generally expensive and quite complex, and employees may
be confused about whose authority has priority.
Essay Questions
61.
What are the benefits and drawbacks of using a matrix structure to organize?
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
62.
Line structure is based on direct lines of authority that extend from the top
executive to employees at the lowest level of the organization. The line-and-staff
structure has a traditional line relationship between superiors and subordinates,
but includes staff managers to assist line managers.
63.
64.
All groups are teams, but not all teams are groups.
FALSE
All teams are groups, but not all groups are teams.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
65.
Teams can create more solutions for solving problems than individuals.
TRUE
Teams can create more solutions to problems than can individuals because
multiple people work together to solve the problem and bring different knowledge,
skills and perspectives to the table.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-05 Distinguish between groups and teams; and identify the types of groups that exist in
organizations.
Level of Difficulty: 1 Easy
Topic: The Role of Groups and Teams in Organizations
66.
67.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
68.
A.
B.
C.
D.
E.
Quality-assurance teams, sometimes called quality circles, are fairly small groups
of workers brought together from throughout the organization to solve specific
quality, productivity, or service problems.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-05 Distinguish between groups and teams; and identify the types of groups that exist in
organizations.
Level of Difficulty: 2 Medium
Topic: The Role of Groups and Teams in Organizations
69.
Which of the following is a temporary group of employees, usually chosen for their
expertise, responsible for bringing out a specific change?
A.
B.
C.
D.
E.
A task force is a temporary group of employees, usually chosen for their expertise,
responsible for bringing out a specific change.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-05 Distinguish between groups and teams; and identify the types of groups that exist in
organizations.
Level of Difficulty: 2 Medium
Topic: The Role of Groups and Teams in Organizations
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
70.
Work groups
A.
B.
C.
D.
E.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-05 Distinguish between groups and teams; and identify the types of groups that exist in
organizations.
Level of Difficulty: 2 Medium
Topic: The Role of Groups and Teams in Organizations
71.
Teams
A.
B.
C.
D.
E.
Work teams share leadership roles, have both individual and mutual
accountability, and create collective work products.
AACSB: Communication
Blooms: Remember
Learning Objective: 07-05 Distinguish between groups and teams; and identify the types of groups that exist in
organizations.
Level of Difficulty: 2 Medium
Topic: The Role of Groups and Teams in Organizations
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
72.
A.
B.
C.
D.
E.
task force.
product-development team.
project team.
committee.
self-directed work team.
A committee is usually a permanent, formal group that does some specific task.
73.
A.
B.
C.
D.
E.
task force.
product-development team.
project team.
committee.
self-directed work team.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
74.
Project teams
A.
B.
C.
D.
E.
Project teams are similar to task forces, but they normally run their operation and
have total control of a specific work project.
75.
A special type of project team formed to devise, design, and implement a new
product is a
A.
B.
C.
D.
E.
product-development team.
committee.
task force.
coalition.
quality-assurance team.
Essay Questions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
76.
77.
78.
79.
80.
81.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
82.
Diagonal communication
83.
The increased use of electronic communication in the workplace has caused many
organizations to implement all but which of the following?
A.
Formal policies on appropriate Internet use
B.
Software programs to monitor employee Internet use
C. Most companies simply let employees do what they want on the Internet
D. Requiring employees to use corporate computers while at work
E. Consulting online resources on how to handle employee Internet usage
Most companies have taken steps to monitor and restrain employee Internet use
while at work. Excessive non-work-related Internet communications while on the
job can result in lost productivity and therefore lost profits for the company.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
84.
A.
B.
C.
D.
E.
Leaflets
Telecommunications
Job descriptions
Grievances
The grapevine
85.
A.
B.
C.
D.
E.
Performance feedback
Assignment of tasks
Details on organizational strategy
Gossip
Directions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
86.
87.
A.
B.
C.
D.
E.
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
88.
A.
B.
C.
D.
E.
orders.
explanation of decisions.
requests for information.
progress reports and complaints.
information about procedures and methods.
Upward communication flows from lower to higher levels of the organization and
includes information such as progress reports, suggestions for improvement,
inquiries, and grievances.
89.
A.
B.
C.
D.
E.
eliminate it.
use it to their advantage by feeding it facts.
find out if its goals are contrary to the organization's goals.
send incorrect information through it.
send upward communications through it.
Managers who understand how the grapevine works also can use it to their
advantage by feeding it facts to squelch rumors and incorrect information.
Essay Questions
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
90.
91.
What did Quest Star do, structurally, to help it become more competitive with
Japanese firms?
A.
It increased the number of management layers
B.
It flattened its layers of management
C.
It reduced the emphasis on teams in the organization
D. It decided that its employees could not be trusted to make decisions
E.
It increased managers' authority
QS flattened its layers of management and instead uses teams and peer pressure
to accomplish the plant's goals.
AACSB: Analytic
Blooms: Apply
Learning Objective: 07-07 Analyze a business's use of teams.
Level of Difficulty: 1 Easy
Topic: Solve the Dilemma
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in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
92.
Why are upper level managers facing frustration and increased stress as Quest
Star transitions to a new organizational structure?
A.
They do not like their jobs
B. They are faced with training employees to supervise themselves
C.
They miss the old system
D.
The employees don't like the new system
E. Management does not trust employees to make decisions for themselves
Upper-level management is feeling increased stressed as QS transitions to the new
organizational structure because they have to train employees to supervise
themselves and to make decisions for themselves.
AACSB: Analytic
Blooms: Apply
Learning Objective: 07-07 Analyze a business's use of teams.
Level of Difficulty: 1 Easy
Topic: Solve the Dilemma
Essay Questions
93.
To assume a leadership role within a work group, a Quest Star employee should
have a very good technical knowledge of the tasks conducted by the team. This
individual should also have some conceptual skills in order to relate the various
activities performed within the group. Finally, human relations skills are necessary
for the leader to provide information to the rest of the group and for the members
of the group to give feedback to their leader.
AACSB: Analytic
Blooms: Apply
Learning Objective: 07-07 Analyze a business's use of teams.
Level of Difficulty: 2 Medium
Topic: Solve the Dilemma
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94.
If each Quest Star work group has a team representative, what problems will be
faced in supervising these representatives?
Each team representative is likely to defend the interests of his or her own group
and to neglect the actions that may favor the performance of the other groups. In
other words, the degree of collaboration between teams is likely to be low.
AACSB: Analytic
Blooms: Apply
Learning Objective: 07-07 Analyze a business's use of teams.
Level of Difficulty: 2 Medium
Topic: Solve the Dilemma
95.
Evaluate the pros and cons of the system developed by Quest Star.
Students' responses will vary, but most will agree that the program introduced by
QS is likely to lead to greater employee involvement, innovation, improved
collaboration between employees of each team, and employees' enhanced sense
of accomplishment. Overall, it is likely to increase the firm's productivity and
competitiveness. Students should be able to defend their responses.
AACSB: Analytic
Blooms: Apply
Learning Objective: 07-07 Analyze a business's use of teams.
Level of Difficulty: 2 Medium
Topic: Solve the Dilemma
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