Management A

April 25, 2024 (Week 2)

Prof. Tatsuo KUROGI
When setting performance standards, benchmarking
refers to ________.

A) comparing performance results between work

groups in the organization
B) determining departmental standards of performance
C) establishing a timeline to determine efficiency
D) balancing process and performance data within the
company
E) comparing performance data with industry leaders

Question 1 2
E) comparing performance data with industry leaders

Answer (Q1) 3
________ skills refer to the ability to visualize
organizations, systems, markets, and solution, and
understanding the relationship of parts to the whole.

A) Interpersonal
B) Conceptual
C) Technical
D) Administrative
E) Decision-making

Question 2 4
B) Conceptual

Answer (Q2) 5
<Case Question 1>
What does a new CEO like Su have at
stake when launching an ambitious
turnaround?

Behind the Scenes 6

The survival of the company was at stake as
AMD was struggling to pay the interest on its
debt after years of successive losses.
Su had the future of the company and the
livelihoods of all individuals it employed at
stake.

Model Answer (CQ1) 7

<Case Question 2>
What sort of internal resistance might
Su have encountered when she
proposed her turnaround plan?

Behind the Scenes 8

Change presents a major leadership challenge
for one simple reason: Many people don’t like
it, or at least they don’t like being told they
need to change.
Moreover, even when change is clearly
necessary and beneficial, it can be stressful
and disruptive while the change is taking
place and even long after as people settle into
new behaviors.

Model Answer (CQ2) 9

What does an organization chart show?

A) The attrition rate in the organization

B) The costs incurred by the organization
C) Lines of authority in the organization
D) The performance of the organization
E) The growth curve of employees

Question 3 10
C) Lines of authority in the organization

Answer (Q3) 11
In a ________ organization, a manager usually has a
wide span of management.

A) tall
B) line
C) flat
D) line-and-staff
E) formal

Question 4 12
C) flat

Answer (Q4) 13
Organizations that focus decision-making authority
near the top of the chain of command are said to be
________.

A) departmentalized organizations
B) centralized organizations
C) unstructured organizations
D) informal organizations
E) flat organizations

Question 5 14
B) centralized organizations

Answer (Q5) 15
Would you function better in a highly
centralized or a highly decentralized
organization? Why?

Group Discussion 1 16
There’s no model answer for this.
Responses vary depending on personal
experiences and opinions.

Model Answer (GD1) 17

Grouping workers according to their similar skills,
resource use, and expertise is called a ________
structure.

A) divisional
B) functional
C) matrix
D) virtual
E) network

Question 6 18
B) functional

Answer (Q6) 19
Grouping departments according to similarities in
product, process, customer, or geography is called
________.

A) network structure
B) virtual structure
C) matrix structure
D) functional structure
E) divisional structure

Question 7 20
E) divisional structure

Answer (Q7) 21
A ________ structure is also called a virtual
organization because many functions are outsourced,
creating a more cohesive whole.

A) functional
B) matrix
C) divisional
D) line
E) network

Question 8 22
E) network

Answer (Q8) 23
Do you think you would function well
in a matrix structure, where you would
need to report to two bosses
simultaneously? Why or why not?

Group Discussion 2 24
There’s no model answer for this.
Responses vary depending on personal
experiences and opinions.

Model Answer (GD2) 25

How can a virtual organization reduce
costs?

Group Discussion 3 26
In the virtual organization structure, companies hire
the services that are needed when they are needed
and then can change them once they are no longer
needed. Thus, rather than hiring individual
employees to perform specific functions and paying
for the training and development of these employees,
the virtual organization structure allows the
flexibility of focusing on its core competencies and
outsourcing other key activities to firms that
specialize in those specific areas.

Model Answer (GD3) 27