logo image

Intro to Business Chapter 7

Organization
A group of two or more people working together to achieve a common set of goals
Organization chart
A diagram that represents the positions and relationships within an organization
Chain of command
The line of authority that extends from the highest to the lowest level of an organization
Job specialization
The separation of all organizational activities into distinct tasks and the assignment of different tasks to different people
Job rotation
The systematic shifting of employees from one job to another
Departmentalization
The process of grouping jobs into manageable units
Departmentalization by function
Grouping jobs that relate to the same organizational activity
Departmentalization by product
Grouping activities related to a particular product or service
Departmentalization by location
Grouping activities according to the defined geographic area in which they are performed
Departmentalization by customer
Grouping activities according to the needs of various customer populations
C
Marriott international Inc. has been recognized consistently as one of the worlds best places to work. The company’s core values to put people first, pursue excellence, embrace change, act with integrity, and serve our world,exemplify what kind of culture?
A. Mercenary culture
B. Networked culture
C. Communal culture
D. Fragmented culture
A
Which statement best represents a viable reason for a firm to use job specialization?
A. The job in most organizations is simply too large for one person to handle
B. The more specialized the job, the harder it is to train new employees
C. Employees who learn only specialized tasks become ineffective at doing that task
D. Job design is more difficult to implement with job specialization
E. Continuously repeating the same task decreases employee productivity
B
Since Proctor and Gamble, a giant multinational corporation, manufactures a variety of items, which type of departmentalization with the company likely use?
A. Location
B. Product
C. Function
D. Model
E. Customer
C
Jane describes her organization as slow to resolve problems. She also sees the organization as challenged in its understanding of her individual role in the organization while it continues to add responsibilities on employees but without clarification. Jane likely works in a_____structure.
A. Cross – functional team
B. Line
C. Matrix
D. Network
E. Line – and – staff
A
A design business is divided with designers in one department, seamstresses in another, marketing in another, etc. This seemed like the logical division of efforts and task because they were a new small start up. Recently, however, they have begun thinking that dividing the company by children’s upscale dress clothing, children’s bedroom fabrics, and children’s active wear may be a better solution this shift and division seems like a logical step for the company. What type of division are the owners thinking will be the next step in the growth of their company?
A. By product
B. By customer
C. By location
D. By vendor
E.by function
A
The environment of a company is also something that changes over the years what was once a vibrant, passionate, energetic place to spend countless hours working has moved to one of friendship and commitment with a high premium of quality and performance. This pleases the owners as they feel they have crossed a threshold into longer – term, more committed, and celebrated employees. This shift in the feel of the organization has one that both owners spent a long time working toward and are pleased to see has come about. The owners build an organization that initially had a_______culture.
A. Mercenary
B. Networked
C. Fragmented
D. Informal group
E. Communal
E
If an organization was contemplating a merger with another firm, the organization might consider forming a
A. Departmentalization by function
B. Matrix organization
C. Managerial hierarchy
D. Standing committee
E. Task force
A
A step in the delegation of authority process is to
A. Grant authority
B. Assign accountability
C. Retain responsibility
D. inherent assigned task
E. All of these are steps in the delegation process
D
The line of authority that extends from the highest to the lowest levels in an organization is called
A. A network
B. Communication
C. The span of control
D. The chain of command
E. Decentralization
Delegation
Assigning part of the managers work and power to other workers
Responsibility
The duty to do a job or perform a task
Accountability
The obligation of a worker to accomplish and assigned job or task
Decentralized organization
And organization in which management consciously attempts to spread authority widely in the lower levels of the organization
Centralized organization
An organization that systematically works to concentrate authority at the upper levels of the organization
Span of management(Or span of control)
The number of workers who report directly to one manager
A
The chain of command is the line of Authority that extends throughout the levels of the organization
A. True
B. False
B
The more specialized a job is within an organization, the more difficult it is to design specialized equipment
A. True
B. False
B
Departmentalization by location can only be done within regions of the country
A. True
B. False
A
Authority is the power to accomplish and assigned job or task
A. True
B. False
B
Delegation is rarely an important part of a managers job or responsibility
A. True
B. False
A
When workers are spread throughout a variety of locations, a narrow span of management is likely best
A. True
B. False
B
Conflict between line managers and staff managers is very rare in most large organizations
A. True
B. False
A
A matrix structure combines vertical and horizontal lines of authority
A. True
B. False
A
How employees spend their time and how Company guests are greeted says something about the corporate culture of an organization
A. True
B. False
B
Information in a grapevine always runs horizontally
A. True
B. False
C
Which of the following positions are most often represented by broken lines in an organizational chart
A. Department manager
B. Vice President
C. Human resource manager
D. President
E. Regional sales manager
D
What is the primary drawback to job specialization?
A. Loss of time changing from operations
B. Difficult job training
C. Little specialized equipment available
D. Boredom
E. Motivation
B
Which of the following is not an effective departmentalization?
A. By function
B. By manager
C. By location
D. By customer
E. By product
A
Delegation assigns part of a managers tasks as well as______to other workers in the organization
A. Authority
B. Accountability
C. Celery
D. Inspiration
E. Motivation
D
If an organization concentrates power and authority at the upper levels, it can be said to be a(n)________organization.
A. Delegation
B. Departmentalization by function
C. Informal
D. Centralized
E. Decentralized
E
Span of management is also known as span of
A. Knowledge
B. Power
C. Departmentalization
D. Specialization
E. Control
B
In a taller organization, why would administrative cost be higher?
A. More employees are needed at the lowest levels
B. More managers are necessary
C. More duplication of staff positions is needed
D. More raw materials are needed
E. More equipment is necessary
B
Which of the following is a characteristic of a line structure
A. Many staff managers are used in a line structure
B. Managers need a wide range of knowledge
C. Line managers do not exist at the top levels of the organization
D. Managers need to be highly – skilled experts in just one or two areas
E. Managers can be very specialized
C
The_______structure offers flexibility, possible increased Morale, and can nurture creativity
A. Line
B. Network
C. Matrix
D. Line – and – staff
E. Formal
Organizational height
The number of layers, or levels, of management in a firm
Line structure
An organizational structure in which the chain of command goes directly from person to person throughout the organization
Line managers
A position in which a person makes decisions and gives orders to subordinates to achieve the organizations goals
Line – and – staff structure
An organizational structure that utilizes the chain of command from a line structure in combination with the assistance of staff managers
Staff managers
A position created to provide support, advice, and expertise within an organization
Matrix structure
An organizational structure that combines vertical and horizontal lines of authority, usually by superimposing product departmentalization on a functionally departmentalized organization
Cross – functional team
A team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task
Network structure
An organizational structure in which administration is the primary function, and most other functions are contracted out to other firms
C
_________ helps clarify who reports to whom and clarify positions
A. Delegation
B. Specialization
C. An organization chart
D. Departmentalization
E. Job rotation
C
Grouping jobs into manageable units is called
A. A cluster structure
B. Delegation
C. Departmentalization
D. Organizing
E. Job specializing
D
A rational approach to handling a grapevine is to
A. Reply in email to all information that runs through it
B. Punish anyone involved in it
C. Respond to all information that runs through it
D. Recognize the existence of it
E. Stop all communication that runs through it
E
What is considered to be the first step in the delegation process?
A. Granting authority
B. Creating motivation
C. Creating accountability
D. Assessing and evaluating
E. Assigning responsibility
A
Departmentalization by location allows for rapid response to unique demands or requirements of different locations
A. True
B. False
B
A manager in charge of the team is called a
A. Job specialist
B. Project manager
C. Line manager
D. Subordinate
E. Staff manager
B
Henry Ford was the first to emphasize the power of specialization
A. True
B. False
B
There are no positive aspects to a company Grapevine
A. True
B. False
B
An ad hoc committee is often tasked with performing recurring items
A. True
B. False
A
Job rotation is often a solution for__________
A. Board employees
B. Satisfied employees
C. Content and motivated employees
D. All managers
E. The CEO and president
A
If an employee learns one or two highly specialized tasks, it is assumed that that employee should be able to perform it very efficiently
A. True
B. False
B
When managers and subordinates are very competent, a narrow span of control is best
A. True
B. False
B
An organization can be as little as just one person working to achieve a set of goals
A. True
B. False
B
A company can only be organized by one departmentalization base
A. True
B. False
B
What is the primary drawback of departmentalization by customer
A. Boredom by employees
B. Larger – than – usual administrative staff
C. Difficult to deal with unique customers
D. Slow reaction by departments to problems or challenges
E. Lack of connection with customers
A
Relationships within a company are visually represented in an organizational chart
A. True
B. False
B
A virtual organization can also be known as a__________structure.
A. Cluster
B. Network
C. Corporate culture
D. Matrix
E. Cross – functional team
A
An informal group is created by the members of the group
A. True
B. False
C
Which of the following terms is NOT included in the definition of corporate culture?
A. The inner rites
B. The values of the firm
C. The mission statement
D. The rituals
E. It’s heroes
A
Which of the following is true about departmentalization by function
A. Most small organizations group this way
B. Each department handles it’s own marketing and production
C. An advantage of this method is quick decision-making
D. This is grouping by good or service of the organization
E. Older and larger firms usually use this method
Corporate culture
The inner rites, rituals, heroes, and values of a firm
Ad hoc Committee
A committee created for a specific short – term purpose
Standing committee
A relatively permanent committee charged with performing some recurring task
Task force
A committee established to investigate a major problem or pending decision
Informal organization
The pattern of behavior and interaction that stems from personal rather than official relationships
Informal group
A group created by the members themselves to accomplish goals that may or may not be relevant to an organization
Grapevine
The informal communications network within an organization
E
Which of the following are considered characteristics of an organization
A. Job specialization
B. Grouping of jobs into manageable units
C. Delegation of power
D. Span of management and chain of command
E. All of the above
D
Why do companies re-organize?
A. Lower operating costs
B. focused consumer targeting
C. Specialized products
D. A, B, and C
E. Delegation of power
C
Lined up authority from the highest to lowest level
A. Authority
B. Matrix structure
C. Chain of command
D. Delegation
A
Two or more people working toward a common goal
A. Organization
B. Task force
C. Chain of command
D. Cross functional team
B
Grouping jobs into manageable units
A. Grapevine
B. Departmentalization
C. Network structure
D. Cross functional team
C
Assigns part of the managers work to others
A. Responsibility
B. Departmentalization
C. Delegation
D. Organization
B
The power to accomplish and assign task
A. Organization
B. Authority
C. Task force
D. Span of management
D
The duty to do a job or perform a task
A. Authority
B. Matrix structure
C. Span of management
D. Responsibility
B
Combines vertical and horizontal lines of authority
A. Spanish management
B. Matrix structure
C. Organization
D. Delegation
A
Charged with the responsibility of developing new products
A. Cross-functional team
B. Task force
C. Responsibility
D. Chain of command
D
An informal communications network
A. Chain of command
B. Organization
C. Task force
D. Grapevine
A
Committee that investigates major problems or pending decisions
A. Task force
B. Organization
C. Cross functional team
D. Matrix structure
A
The benefit of specialization is improved efficiency and increased productivity
A. True
B. False
B
Job rotation involves assigning an employee more tasks and greater control
A. True
B. False
A
The power to make decisions is granted through authority
A. True
B. False
A
Accountability is created, not delegated
A. True
B. False
B
The span of management should be wide when a great deal of interaction is required between the supervisor and worker
A. True
B. False
A
Line positions support staff positions in decision-making
A. True
B. False
B
Many firms find that by using matrix organization, the motivation level is lowered, and personal growth of employees is limited
A. True
B. False
B
In the mercenary culture, employees work “at” the organization, not “for” it
A. True
B. False
B
Creating a culture of trust can lead to decreased productivity and job satisfaction
A. True
B. False
A
Ad hoc committees can be used effectively to review a firms employee benefits plan
A. True
B. False
D
The process of dividing work to be done by an entire organization into separate parts and assigning the parts to positions within the organization is called__________
A. Departmentalization
B. Delegation
C. Job design
D. Specialization
E. Organizing
D
Who was the first to recognize the power of specialization
A. Karl Marx
B. Max Weber
C. John Kenneth Gabriel
D Adam Smith
E. Thomas Friedman
E
ABC distributors is reorganizing to better control costs. The company decided to group hospitals, schools, and churches together in one department. Which departmentalization base is the company using?
A. Location
B. Function
C. Employees
D. Product
E. Customer
B
Older and larger firms that produce and sell a variety of products tend to organize by__________
A. Location
B. Product
C. Customer
D. Function
E. Executive decisions
A
A supervisor assigned to Wendy, the most proficient employee in the accounting department, a project on cost control that was due in three weeks. For Wendy to be accountable for the project, what must Wendy be given?
A. Responsibility
B. Power
C. Authority
D. Training
E. Control
C
Many managers are reluctant to delegate. Which one of the following is NOT one of the reasons they are reluctant to do so?
A. They want to be sure that the work gets done
B. They fear that workers will do the work well and attract the approving notice of higher level managers
C. They are so disorganized that they simply are not able to plan and assign work
D. Most managers are workaholics
E. Most subordinates are reluctant to except delegated tasks
D
A narrow span management works best when__________
A. Subordinates are located close together
B. The manager has few responsibilities outside of supervision
C. Little interaction is required between the manager and the worker
D. New problems arise frequently
E. Few problems arise on a daily basis
B
In relatively permanent committee charge with performing some recurring task is called__________
A. An Ad Hoc committee
B. A standing committee
C. A task force
D. A managerial committee
E. A permanent committee
A
The committee is organized to review applications for scholarships. The group will award two scholarships to recent high school graduate. What type of committee would work best?
A. Ad hoc committee
B. Task force
C. Liaison committee
D. Standing committee
E. Self-managed team
D
In order to best handle the grapevine, manager should__________
A. Try to eliminate it
B. Respond slowly to inaccurate information
C. Respond aggressively to accurate information
D. Recognize it’s existence
A. Reprimand employees who pass on important information

Need essay sample on "Intro to Business Chapter 7"? We will write a custom essay sample specifically for you for only .90/page

Can’t wait to take that assignment burden offyour shoulders?

Let us know what it is and we will show you how it can be done!
×
Sorry, but copying text is forbidden on this website. If you need this or any other sample, please register
Signup & Access Essays

Already on Businessays? Login here

No, thanks. I prefer suffering on my own
Sorry, but copying text is forbidden on this website. If you need this or any other sample register now and get a free access to all papers, carefully proofread and edited by our experts.
Sign in / Sign up
No, thanks. I prefer suffering on my own
Not quite the topic you need?
We would be happy to write it
Join and witness the magic
Service Open At All Times
|
Complete Buyer Protection
|
Plagiarism-Free Writing

Emily from Businessays

Hi there, would you like to get such a paper? How about receiving a customized one? Check it out https://goo.gl/chNgQy