Management Fundamentals Concepts Applications and Skill Development 6th Edition Lussier Test Bank

Management Fundamentals Concepts
Applications and Skill Development 6th

Edition Lussier Test Bank
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Robert N. Lussier’s Management Fundamentals, 6e: Instructor Resource
Management Fundamentals 6e (Lussier)

Chapter 7: Organizing and Delegating Work
Multiple Choice
1. Which of the following is NOT a principle of organization?

a. Coordination
b. Span of management
c. Unbalanced responsibility and authority
d. Flexibility
Ans: C
Learning Objective: LO 7-1
Difficulty Level: 1
Cognitive Domain: Knowledge
Answer Location: Page 187
Question Type: MC
AACSB Standard: Analytical Thinking
2. Organic Organizations:
a. Are flexible
b. Focus on following procedures and rules
c. Have specialized jobs
d. Have top managers making decisions
Ans: A
Difficulty Level: 1
Question Type: MC
3. Mechanistic Organizations:
a. Define jobs broadly
b. Tend to work well in stable environments
c. Have decisions made at lower levels
d. Are flexible
Ans: B
Difficulty Level: 1
Question Type: MC
4. Responsibility is ________
a. the obligation to achieve objectives by performing required activities.
b. the right to make decisions, issue orders, and use resources.
c. how well individuals meet their objectives.
d. the process of assigning authority for accomplishing objectives.
Ans: A
Difficulty Level: 1
Question Type: MC
5. Sarah is the manager of a store. As the holiday season approaches, Sarah decides that the
store needs to be decorated. She knows Stephanie is creative so she assigns Stephanie to
decorate the store. This is an example of __________.
a. Authority
b. Responsibility
c. Flexibility
d. Delegation
Ans: D
Difficulty Level: 2
Cognitive Domain: Analysis
Question Type: MC
6. Requiring that each employee report to only one boss describes which principle?
a. Unity of Direction
b. Unity of Command
c. Scalar Principle
d. Span of Management
Ans: B

Difficulty Level: 2
Cognitive Domain: Comprehension
Answer Location: Page 186-187
Question Type: MC
7. Which of the following is considered to be generally easier in mechanistic organizations?

a. Coordination
b. Delegating
c. Authority
d. Flexibility
Ans: A
Difficulty Level: 2
Question Type: MC
8. What answers the question “How do we organize to meet our mission and strategy”?
a. Division of Labor
b. Coordination
c. Departmentalization
d. Unity of command and direction
Ans: C
Difficulty Level: 2
Question Type: MC
9. A balance of ______ and ______ lead to a clear definition of each individual’s responsibilities.
a. Command; Direction
b. Division of Labor; Flexibility
c. Responsibility; Authority
d. Authority; Direction
Ans: C
Difficulty Level: 2
Question Type: MC
10. Employees of ABC Corporation are often afraid of getting into trouble for breaking or
bending the rules. Therefore, it is likely that ABC Corporation is _________________.
a. well-coordinated
b. lacking a clear chain of command
c. highly flexible
d. a mechanistic organization
Ans: D
Difficulty Level: 3
Question Type: MC
11. Carolyn is a manager who works for a company with several hundred employees, but
only has a small group of six employees report to her. This situation shows:
a. A flat organization
b. A wide span of management
c. A narrow span of management
d. A mechanistic organization
Ans: C
Difficulty Level: 3
Question Type: MC
12. Arjun ensures that all of the departments and employees under him work together to
accomplish strategic and operational objectives. As a manager, Arjun focuses on integration
of department activities. Which concept is Arjun utilizing?
a. Coordination
b. Authority
c. Differentiation
d. Flexibility
Ans: A
Difficulty Level: 3
Question Type: MC
13. Formal authority ___________.

a. arises from the patterns of relationships and communication that evolve as employees
interact and communicate.
b. is always effective than informal authority.
c. is the unsanctioned way of getting things accomplished.
d. is based on the specified relationships among employees.
Ans: D
Difficulty level: 1
Question Type: MC
14. What authority arises from patterns of relationships and communication that evolve as
employees interact and communicate?
a. Formal authority
b. Informal authority
c. Authority to recommend
d. Passive authority
Ans: B
Difficulty level: 1
Question Type: MC
15. Tyler is a top manager at his organization. Below him are middle managers that
supervise first-line managers. The first-line managers supervise operative employees.
What type of authority is used at Tyler’s organization?
a. Informal authority
b. Formal authority
c. Line authority
d. Staff authority
Ans: B
Difficulty level: 2
Question Type: MC
16. Which form of authority is the unsanctioned way of getting the job done?
a. Formal authority
b. Informal authority
c. Line authority
d. Staff authority
Ans: B
Learning Objective: 7-2
Difficulty level: 1
Answer location: Page 189
Question type: MC
17. Which of the following is NOT a level of authority?

a. Authority to inform
b. Authority to recommend
c. Authority to report
d. Authority to delegate
Ans: D
Difficulty level: 1
Question Type: MC
18. Patricia is a first-line manager who makes important decisions with middle and other
first-line managers. What type of authority does Patricia belong to?
a. Informal authority
b. Formal authority
c. Centralized authority
d. Decentralized authority
Ans: D
Difficulty level: 2
Question Type: MC
19. Which type of authority is more common in organic organization?

a. Decentralized
b. Centralized
c. Bureaucratic
d. Organic organizations are not more likely to use one or the other
Ans: A
Difficulty level: 1
Question Type: MC
20. Where on the spectrum of authority seems to be the “key to success”?

a. Centralized
b. Decentralized
c. The “right balance”
d. Fluctuating between centralized and decentralized
Ans: C
Difficulty level: 2
Question Type: MC
21. Which of the following is NOT an attribute of micromanagement?

a. Often delays decisions
b. Restricts flow of information

c. Over-delegates tasks
d. More common with centralized authority
Ans: C
Difficulty level: 2
Question Type: MC
22. Being able to freely select a course of action and carry it out, but having to inform said
action to one’s supervisor describes:
d. Full authority
Ans: C
Difficulty level: 2
Question Type: MC
23. Being able to freely select a course of action and carry it out, but having to inform said
action to one’s boss describes:
d. Full authority
Ans: C
Difficulty level: 2
Question Type: MC
24. Molly’s job in a staffing department focuses on advising and assisting other personnel
and providing services that help those with line authority. Knowing that Molly’s position
involves staff authority, it can be inferred that Molly works in which of the following
departments?
a. Marketing
b. Human Resources
c. Finance
d. Accounting
Ans: B
Difficulty level: 1
Question Type: MC
25. An organization chart illustrates all of the following EXCEPT _____________.

a. Management hierarchy
b. Departments
c. Chain of command
d. Specified tasks
Ans: D
Difficulty level: 2
Question Type: MC
26. The internal structure of an organization or the arrangement of positions in the

organization into work units or departments and the interrelationships among these units
or departments is known as:
a. Organization Charting
b. Organizational Engineering
c. Organizational Design
d. Organization Management
Ans: C
Difficulty level: 1
Question Type: MC
27. What determines the type of organizational design an organization falls under?
a. Type of departmentalization
b. Type of functionalities
c. Structure of organization chart
d. The chain of command
Ans: A
Difficulty level: 1
Question Type: MC
28. The vertical lines on an organization chart shows _____________.

a. which departments interact
b. the method of departmentalization
c. the chain of command
d. the relative importance of each employee
Ans: C
Difficulty level: 1
Question Type: MC
29. An organization chart is a graphic illustration of the organization’s management

hierarchy and departments and __________.
a. their functionality
b. their individual department’s values
c. their working relationships
d. their preferred method of communication
Ans: C
Difficulty level: 1
Question Type: MC
30. An upside-down organization chart places the customer at the _____ of the chart and
management at the ____.
a. top, bottom
b. bottom, top
c. top, right
d. bottom, left
Ans: A
Difficulty level: 1
Question type: MC
31. Departmentalization based on internal operations or functions that the employees

perform and the resources needed to accomplish that work is called ________.
a. task departmentalization
b. product departmentalization
c. functional departmentalization
d. supervisory departmentalization
Ans: C
Difficulty level: 2
Question Type: MC
32. Adam works as a top manager for FedEx, which has switched to an upside-down
organization chart, with customers at the top and management at the bottom. What does
this remind Adam?
a. Managers are the foundation of the business and maintain the structure of the
organization
b. The ultimate goal is customer value and a manager’s role is to support employees in
providing customer value
c. Employees keep customers and managers distant so that managers can focus on more
generalized work and policy
d. That he must give the customers what they want regardless of the situation
Ans: B
Difficulty level: 3
Question Type: MC
33. General Motors divides its work based on the type of automobile that is produced:
Buick, Cadillac, Chevrolet, and GMC (trucks). What aspect of the organizational chart does
this portray?
a. Level of management hierarchy
b. Chain of command
c. Departmentalization
d. Division and type of work
Ans: D
Difficulty level: 3
Question Type: MC
34. Monica works as a vice president in a functional department for a well-respected

corporation. What level of management does Monica fall under?
a. Middle
b. Top
c. First-line
d. Staff
Ans: A
Difficulty level: 2
Question Type: MC
35. Divisional departmentalization ______________.

a. Organizes departments around the needs of customers
b. Establishes separate units in each area in which the enterprise does business
c. Organizes departments around goods or services

d. Is based on semiautonomous strategic business units
Ans: D
Difficulty level: 1
Question Type: MC
36. Which of the following is not a type of departmentalization:

a. Functional
b. Flexible
c. Divisional
d. Matrix
Ans: B
Difficulty level: 1
Question Type: MC
37. Functional departmentalization involves organizing departments around ___________.

a. Essential input activities
b. Goods and services
c. Essential output activities
d. Each area where the organization does business
Ans: A
Difficulty level: 1
Question Type: MC
38. Which type of departmentalization is most widely used in small organizations?

a. Territory
b. Customer
c. Divisional
d. Functional
Ans: D
Difficulty level: 1
Question Type: MC
39. Matrix departmentalization combines ___________ and ___________ departmentalization.

a. territory, customer
b. territory, product
c. functional, customer
d. functional, product
Ans: D
Difficulty level: 2
Question Type: MC
40. Beverley wants to sign up for Time Warner Cable Internet online. She has the option to
choose residential or business services. Which method of departmentalization is Time
Warner Cable probably using?
a. customer
b. territory
c. product
d. divisional
Ans: A
Difficulty level: 2
Question Type: MC
41. Department stores such as Macy's that offer a wide variety of products for customers
use __________ departmentalization.
a. Product
b. Functional
c. Customer
d. Divisional
Ans: A
Difficulty level: 2
Question Type: MC
42. Which of the following is not a NEW approach to organizational design?

a. Divisional
b. Modular
c. Virtual
d. Network
Ans: A
Difficulty level: 3
Question Type: MC
43. Which of the following is not a characterization of a Learning Organization?

a. Decentralized decision making
b. Selective information sharing
c. Horizontal team structure
d. Strong adaptive nature
Ans: B
Difficulty level: 2
Question Type: MC
44. Selena’s company has recently changed organizational structure. She finds herself in
groups of employees that are often working to develop innovative routines that benefit
other groups. Selena has also noticed that this new structure has increased speed of
response, knowledge sharing, and coordination. Selena’s company most likely changed to a
__________.
a. Horizontal Team Organization
b. Learning Organization
c. Modular Organization
d. Matrix Organization
Ans: A
Difficulty level: 3
Question Type: MC
45. The major advantage of matrix departmentalization is ___________.

a. Coordination
b. Two bosses
c. Complexity
d. Flexibility
Ans: D
Difficulty level: 1
Question Type: MC
46. Job design is the process of _____________.

a. Identifying tasks that each employee is responsible for completing
b. Uniting a network of companies temporarily to exploit opportunities
c. Creating innovative routines that benefit other groups in the company
d. Grouping related activates into units
Ans: A
Difficulty level: 1
Question Type: MC
47. ___________ involves performing different jobs in some sequence, each one for a set
period.
a. Job enrichment
b. Job enlargement
c. Job rotation
d. Job simplification
Ans: C
Difficulty level: 1
Question Type: MC
48. Which of the following is NOT a process of job simplification?

a. Change sequence
b. Rotate
c. Eliminate
d. Combine
Ans: B
Difficulty level: 1
Question Type: MC
49. Taylor is a cashier at Best Buy. Her manager decides to have Taylor trained to work on
the floor, helping customers find what they need in case she is short-staffed on the floor.
This is an example of ___________.
a. Job rotation
b. Cross-training
c. Job enlargement
d. Combining
Ans: B
Difficulty level: 2
Question Type: MC
50. Which of the following does not describe Integrated Work Teams?
a. Most members have no input in each other’s work
b. The team gives specific assignments to members
c. Operate without a designated manager
d. Frequently used in building maintenance and construction
Ans: C
Difficulty level: 2
Question Type: MC
51. Zach is part of a team that does not have a designated manager; the team plans,
organizes, leads, and controls. Zach’s team members commonly elect their own members
and evaluate each other. On what type of team is Zach most likely working?
a. Self-Managed Work Team
b. Independent Work Team
c. Integrated Work Team
d. Rotating Work Team
Ans: A
Difficulty level: 2
Question Type: MC
52. Which of the following is not a dimension of employee productivity and quality of
working life?
a. Skill variety
b. Authority
c. Autonomy
d. Feedback
Ans: B
Difficulty level: 2
Question Type: MC
53. Brian is an employee at a company that engineers human-sized robots. Brian creates
the wrist joints for each robot, but doesn’t like not being able to see the finished product.
What dimension needs to be fine-tuned for Brian?
a. Feedback
b. Autonomy
c. Task significance
d. Task identity
Ans: D
Difficulty level: 3
Question Type: MC
54. Which of the following tends to demotivate an employee?

a. Job rotation
b. Job enlargement
c. Job enrichment
d. Job simplification
Ans: B
Difficulty level: 1
Question Type: MC
55. Joselynn is frustrated at work because she often has to repeat the same task multiple
times for different projects. To remedy this problem, what could Joselynn do to her tasks?
a. Combine
b. Eliminate
c. Change sequence
d. Rework
Ans: A
Difficulty level: 3

Question Type: MC
56. What are priority-determination questions?

a. Questions that help determine the priority of tasks to be completed
b. Questions that help determine who is to complete a task
c. Questions that help delegate
d. Questions that help create a to-do list
Ans: A
Difficulty level: 1
Question type: MC
57. After creating a to-do list and assigning priorities, how should tasks be carried out?
a. From lowest priority to highest
b. One task at a time
c. Try to finish multiple tasks with the same action
d. All tasks should be delegated
Ans: B
Difficulty level: 2
Question Type: MC
58. Which of the following is NOT a priority-determination question?

a. Do I need to be personally involved because of my unique knowledge or skills?
b. Is the task my responsibility, or will it affect the performance or finances of my
department?
c. When is the deadline—is quick action needed?
d. Can the task be done more effectively in a team setting?
Ans: D
Difficulty level: 2

Question Type: MC
AACSB Standard: Reflective Thinking
59. Kim has a task at hand. She has answered “yes” to all three priority-determining
questions. What priority should Kim assign to this task?
a. Delegate
b. High
c. 2
d. Low
Ans: D
Difficulty level: 2
Question Type: MC
60. Which of the following tasks can and should be delegated?

a. Solving employees’ problems
b. Personnel matters
c. Confidential matters
d. Projects or tasks in crisis
Ans: A
Difficulty level: 2
Question Type: MC
61. Edward creates a to-do list for his project team for the entire length of the project and
posts it on the wall for all to see. What is wrong with this decision?
a. People from different teams can see the list
b. The to-do list needs to be updated often for new tasks and re-prioritization
c. The team was not instructed on what tasks to focus on
d. The to-do list should be sorted based on departmentalization
Ans: B
Difficulty level: 2

Question Type: MC
62. When organizing your tasks, when should D-level priority tasks be completed?
a. After High but before 2
b. After 2 but before Low
c. After Low
d. D-level tasks are not done directly; planning on delegation of the task is a priority
Ans: D
Difficulty level: 3
Question Type: MC
63. In terms of prioritization and the to-do list, how can one avoid the tendency to put off a
High-priority task to work on a lower-level one?
a. Look for ways to complete a High-level and a Low-/2-level task simultaneously
b. If the high-priority task becomes too much, delegate Low- and 2-level tasks
c. Add and prioritize new tasks that come up
d. Re-prioritize tasks when a high-priority task is too difficult to accomplish
Ans: C
Difficulty level: 3
Question Type: MC
64. David works for the Volkswagen Group at an executive level, and must prioritize
allocation of resources for all of its subsidiaries and its global markets. What is a strategy to
help accomplish the Volkswagen Group’s grand strategy goal (to become the world’s
largest automaker)?
a. Spotlight fewer high priorities that focus on said goal
b. Re-establish High-level priorities for each subsidiary
c. Delegate the tasks of allocation
d. Prioritize at a normal pace, allowing other managers to make most of their given
resources
Ans: A
Difficulty level: 3
Question Type: MC
65. All of the following are benefits of delegating except _______________.

a. Managers have more time to perform high priority tasks
b. Delegation improves employee self-esteem
c. Delegation enriches jobs
d. Delegation always benefits the manager
Ans: D
Difficulty level: 1
Cognitive domain: Comprehension
Question Type: MC
66. ____________ is the process of assigning responsibility and authority for accomplishing
objectives
a. Commanding
b. Managing
c. Delegating
d. Reworking
Ans: C
Difficulty level: 1
Cognitive domain: Knowledge
Question Type: MC
67. Telling employees to perform tasks that are a part of their job design is ________.
a. Delegating
b. Issuing orders
c. Evaluating
d. Enriching Jobs
Ans: B
Difficulty level: 1
Question Type: MC
68. Which of the following is NOT a reason an employee should be informed of the need
and reason for delegation of a task?
a. To reinforce expectations and a deadline
b. To make them feel valued
c. To make an employee aware of how they can benefit from the assignment
d. To avoid the “it’s a lousy job but someone has to do it” approach
Ans: A
Difficulty level: 2
Cognitive domain: Analysis
Question Type: MC
69. How should a manager determine the amount of autonomy he or she gives and
employee to develop a plan to accomplish a delegated task?
a. the amount of tasks on the to-do list
b. the employee’s trustworthiness
c. the employee’s seniority
d. the employee’s capability level
Ans: D
Difficulty level: 2
Question Type: MC
70. When is a deadline without control checkpoints appropriate?

a. dynamic tasks that change frequently
b. simple, short tasks

c. lengthy tasks that are worked on by an individual
d. low-priority tasks
Ans: B
Difficulty level: 2
Question Type: MC
71. Blake is delegating a task to Violet, and must determine a system of control checkpoints.
Violet is a well-liked employee, but has a generally lower level of capability than the
standard of the company. What system of checkpoints should Blake take?
a. more frequent checks throughout the period
b. less frequent checks throughout the period
c. no checks needed for the task
d. lengthy checks at random
Ans: A
Difficulty level: 2
Question Type: MC
72. When should a plan be developed in the delegation process?

a. after explaining the need for delegation and the reasons for selecting the employee
b. after setting objectives that define responsibility and a deadline
c. after establishing control checkpoints
d. throughout the process as a whole
Ans: B
Difficulty level: 2
Question Type: MC
73. The following are common obstacles to delegation EXCEPT:

a. Managers believing that they can be more efficient than others

b. Managers believing that an employee will fail to accomplish a task
c. Managers having more time to complete these tasks
d. Managers that fear that an employee will “show them up”
Ans: C
Difficulty level: 1
Question Type: MC
74. When Brittany delegated a task to an employee under her, she described the task with
enthusiasm and told the employee that they were the best person for the job. Does this
follow the recommendations of the chapter, and why?
a. Yes; if Brittany does not enjoy the idea of the task, then it is unethical for her to delegate
the task to someone else.
b. Yes; the employee should feel motivated to complete the assignment.
c. No; Brittany is obviously delegating the task for a reason, and is likely pushing the task
off on someone else.
d. No; the positivity could belittle the grave importance of certain tasks and create an
undesired tone for the work.
Ans: B
Difficulty level: 3
Question Type: MC
75. Which of the following correctly orders the delegation process?

a. Set objectives, explain the need, establish controls, develop a plan
b. Set objectives, develop a plan, explain the need, establish controls
c. Explain the need, establish controls, set objectives, develop a plan
d. Explain the need, set objectives, develop a plan, establish controls
Ans: D
Difficulty level: 2
Question Type: MC
True/False
1. Telling employees to perform tasks that are part of their job design is not delegating.
Ans: True
Difficulty level: 1
Question Type: TF
2. Tasks that are delegated to one personally can be re-delegated to employees.

Ans: False
Difficulty level: 1
Question Type: TF
3. One way to enrich jobs is for managers to delegate more responsibility to employees to
make their jobs more satisfying.
Ans: False
Difficulty level: 2
Question Type: TF
4. Internal departmentalization is referred to as product, customer, or territory

departmentalization.
Ans: False
Difficulty level: 1

Question Type: TF
5. Companies with multiple products commonly use customer departmentalization.

Ans: False
Difficulty level: 1
Question Type: TF
6. Generally, the larger the firm, the more mechanistic it becomes.

Ans: False
Difficulty level: 1
Question Type: TF
7. Coordination is generally easier in organic organizations.

Ans: False
Difficulty level: 1
Question Type: TF
8. Informal authority is common in mechanistic organizations whereas formal authority is

common in organic organizations.
Ans: False
Difficulty level: 2

Question Type: TF
9. The major distinction between centralized authority and decentralized authority lies in
who makes important decisions.
Ans: True
Difficulty level: 2
Question Type: TF
10. Line authority is the responsibility to advise and assist other personnel.
Ans: False
Difficulty level: 1
Question Type: TF
11. People with full authority may consult their bosses for advice.
Ans: True
Difficulty level: 2
Question Type: TF
12. Committees are often given authority to recommend.

Ans: True
Difficulty level: 1
Question Type: TF
13. An organization chart shows the structure of an organization with informal authority.
Ans: False
Difficulty level: 1
Question Type: TF
14. After prioritizing tasks, you should focus on accomplishing more than one task at a time
to save time.
Ans: False
Difficulty level: 1
Question Type: TF
15. Priority to-do lists should be updated often and new tasks should be added.
Ans: True
Difficulty level: 1
Question Type: TF
Essay
1. Give one example in which a mechanistic structure would thrive and one example in
which an organic structure would thrive.
Ans: Mechanistic structures do well in bureaucratic organizations and/or organizations

with tight controls. Government agencies are good examples. Organic structures do well in
more dynamic environments, such as art studios.
Difficulty level: 1
Question Type: ESS
2. Explain the difference between flat and tall organizations.

Ans: A flat organization has few levels of management with wide spans of management. A
tall organization has many levels of management, but with narrow spans.
Difficulty level: 1
Question Type: ESS
3. How does informal authority develop?

Ans: Informal authority arises from the patterns of relationships and communication that
evolve as employees interact and communicate.
Difficulty level: 1
Question Type: ESS
4. Describe the relationship between line and staff authority.

Ans: The staff personnel advise and assist line personnel, who are responsible for making
decisions and issuing orders down the chain of command.
Difficulty level: 2
Question Type: ESS
5. List and describe the four major aspects of an organization chart?

Ans: Level of management hierarchy: A hierarchy that shows the levels of management,
from top to middle to front-line).
Chain of command: Shows who reports to whom.
Division and type of work: What type of work is being performed.
Departmentalization: How an organization is divided into work units.
Difficulty level: 1
Question Type: ESS
6. Give an example of both internal departmentalization and external departmentalization.

Ans: Human resources, accounting, marketing (internal) customers, products, territory
(external).
Difficulty level: 1
Question Type: ESS
7. What is the purpose of job rotation?

Ans: For management trainees to learn all of the skills required, as well as conceptual skills,
and to increase job satisfaction. Related to job rotation is cross-training during which
employees learn to perform different jobs so they can fill in for those who are not on the
job.
Difficulty level: 2
Question Type: ESS
8. Explain the difference between job simplification and job expansion.

Ans: Job simplification is the process of eliminating or combining tasks and/or changing the
work sequence to improve performance. Job expansion is the process of making jobs less
specialized through rotation, enlargement, and/or enrichment.
Difficulty level: 3
Question Type: ESS
9. What are the three Priority-Determination Questions?

Ans: Do I need to be personally involved because of my unique knowledge or skill?
Is the task my responsibility, or will it affect the performance of finances of my
department? When is the deadline—is quick action needed?
Difficulty level: 2
Question Type: ESS
10. What are the four steps in the delegation process?

Ans: 1. Explain the need for delegating and reasons for selecting the employee.
2. Set objectives that define responsibility, level of authority, and deadline.
3. Develop a plan.
4. Establish control checkpoints and hold employee accountable.
Difficulty level: 2
Question Type: ESS

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Management Fundamentals Concepts

Applications and Skill Development 6th

Management Fundamentals 6e (Lussier)

1. Which of the following is NOT a principle of organization?

Learning Objective: LO 7-1

7. Which of the following is considered to be generally easier in mechanistic organizations?

13. Formal authority ___________.

17. Which of the following is NOT a level of authority?

19. Which type of authority is more common in organic organization?

20. Where on the spectrum of authority seems to be the “key to success”?

21. Which of the following is NOT an attribute of micromanagement?

b. Restricts flow of information

25. An organization chart illustrates all of the following EXCEPT _____________.

26. The internal structure of an organization or the arrangement of positions in the

AACSB Standard: Analytical Thinking

28. The vertical lines on an organization chart shows _____________.

29. An organization chart is a graphic illustration of the organization’s management

AACSB Standard: Analytical Thinking

31. Departmentalization based on internal operations or functions that the employees

34. Monica works as a vice president in a functional department for a well-respected

35. Divisional departmentalization ______________.

c. Organizes departments around goods or services

36. Which of the following is not a type of departmentalization:

37. Functional departmentalization involves organizing departments around ___________.

38. Which type of departmentalization is most widely used in small organizations?

39. Matrix departmentalization combines ___________ and ___________ departmentalization.

42. Which of the following is not a NEW approach to organizational design?

43. Which of the following is not a characterization of a Learning Organization?

45. The major advantage of matrix departmentalization is ___________.

46. Job design is the process of _____________.

48. Which of the following is NOT a process of job simplification?

AACSB Standard: Analytical Thinking

54. Which of the following tends to demotivate an employee?

Answer Location: Page 198

56. What are priority-determination questions?

58. Which of the following is NOT a priority-determination question?

Answer Location: Page 202

60. Which of the following tasks can and should be delegated?

Cognitive Domain: Analysis

65. All of the following are benefits of delegating except _______________.

70. When is a deadline without control checkpoints appropriate?

b. simple, short tasks

72. When should a plan be developed in the delegation process?

73. The following are common obstacles to delegation EXCEPT:

a. Managers believing that they can be more efficient than others

75. Which of the following correctly orders the delegation process?

2. Tasks that are delegated to one personally can be re-delegated to employees.

4. Internal departmentalization is referred to as product, customer, or territory

Cognitive Domain: Knowledge

5. Companies with multiple products commonly use customer departmentalization.

6. Generally, the larger the firm, the more mechanistic it becomes.

7. Coordination is generally easier in organic organizations.

8. Informal authority is common in mechanistic organizations whereas formal authority is

Answer Location: Page 189

12. Committees are often given authority to recommend.

Ans: Mechanistic structures do well in bureaucratic organizations and/or organizations

2. Explain the difference between flat and tall organizations.

3. How does informal authority develop?

4. Describe the relationship between line and staff authority.

5. List and describe the four major aspects of an organization chart?

6. Give an example of both internal departmentalization and external departmentalization.

7. What is the purpose of job rotation?

8. Explain the difference between job simplification and job expansion.

39. Matrix departmentalization combines _ and _ departmentalization.