Mgmt Ch. 9 Quiz

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  • 1/20 Questions

    The difference between line authority and staff authority is that someone with line authority has the right to ___________ while someone with staff authority has the right to ______________. 

    • Command, advise
    • Advise, command
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About This Quiz

Chuck Williams MGMT Ch. 9 Quiz to correspond with BA3305 TTU

Management Quizzes & Trivia

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  • 2. 

    A company's organizational structure refers to the _____________ and _____________ configuration of departments, authority, and jobs within a company. 

    • Vertical, horizontal

    • Lateral, symmetrical

    • Independent, dependent

    • None of the above

    Correct Answer
    A. Vertical, horizontal
    Explanation
    A company's organizational structure refers to the arrangement and layout of departments, authority, and jobs within a company. The terms "vertical" and "horizontal" accurately describe different types of organizational structures. A vertical structure is one where decision-making authority flows from top to bottom, with a clear chain of command. A horizontal structure, on the other hand, is one where decision-making authority is distributed across different departments or teams, promoting collaboration and teamwork. Therefore, the answer "vertical, horizontal" correctly describes the configuration of departments, authority, and jobs within a company.

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  • 3. 

    Modular organizations outsource noncore business activities to outside companies, suppliers, specialists, or consultants. 

    • True

    • False

    Correct Answer
    A. True
    Explanation
    Modular organizations adopt a strategy of outsourcing noncore business activities to external entities such as companies, suppliers, specialists, or consultants. This approach allows them to focus on their core competencies and gain access to specialized expertise and resources. By outsourcing noncore activities, these organizations can achieve cost savings, improve efficiency, and enhance their overall performance. Therefore, the given answer, "true," accurately reflects the concept of modular organizations outsourcing noncore business activities.

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  • 4. 

    Under the Unity of Command, an employee should report to how many bosses? 

    • 1

    • More than 1

    • None. Authority and responsibilities are distributed organically.

    Correct Answer
    A. 1
    Explanation
    Under the Unity of Command principle, an employee should report to only one boss. This ensures clear communication, avoids confusion, and promotes accountability within the organization. Having multiple bosses can lead to conflicting instructions and a lack of clarity in roles and responsibilities. By reporting to a single boss, employees can receive consistent guidance and direction, making it easier to prioritize tasks and work efficiently.

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  • 5. 

    Under centralization of authority, significant amounts of authority are found in the _____________ of the organization. 

    • Upper levels

    • Lower levels

    • Middle levels

    • None of the above

    Correct Answer
    A. Upper levels
    Explanation
    Under centralization of authority, significant amounts of authority are found in the upper levels of the organization. This means that the decision-making power and control are concentrated at the top levels of management. Upper-level managers have the authority to make important decisions and set policies that affect the entire organization. This can lead to a more hierarchical structure, where lower-level employees have less autonomy and decision-making power.

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  • 6. 

    When a manager delegates work, 3 transfers occur. These are

    • Transfer of responsibility, authority, and accountability

    • Transfer of responsibility, authority, and power

    • Transfer authority, accountability, and power

    • None of the above

    Correct Answer
    A. Transfer of responsibility, authority, and accountability
    Explanation
    When a manager delegates work, there is a transfer of responsibility, authority, and accountability. This means that the manager is assigning the task or project to someone else, giving them the authority to make decisions and take actions related to the work, and holding them accountable for the outcome. This transfer ensures that the person taking on the delegated work has the necessary control and ownership over it, while still being held responsible for its success or failure.

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  • 7. 

    The chain of command is a __________ line of authority that clarifies who ____________ to whom throughout the organization.

    • Horizontal, reports

    • Vertical, reports

    • Horizontal, delegates authority

    • Vertical, delegates authority

    Correct Answer
    A. Vertical, reports
    Explanation
    The chain of command refers to the vertical line of authority within an organization. It establishes a clear hierarchy and structure, indicating who reports to whom. This vertical structure ensures that there is a clear flow of communication and accountability within the organization.

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  • 8. 

    In addition to adding more tasks, job enrichment is characterized by adding more authority and control. 

    • True

    • False

    Correct Answer
    A. True
    Explanation
    Job enrichment is a concept that aims to enhance job satisfaction and motivation by adding more meaningful tasks and responsibilities to an employee's role. By giving employees more authority and control over their work, job enrichment allows them to have a greater sense of ownership and autonomy. This can lead to increased job satisfaction, higher levels of engagement, and improved overall performance. Therefore, the statement that job enrichment is characterized by adding more authority and control is true.

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  • 9. 

    The main concern of the Job Characteristics Model (JCM) is enhancing the employee's ____________.

    • External motivation

    • Internal motivation

    • Intrinsic motivation

    • None of the above

    Correct Answer
    A. Internal motivation
    Explanation
    The Job Characteristics Model (JCM) focuses on enhancing the employee's internal motivation. This means that the model aims to design jobs in a way that provides individuals with a sense of fulfillment, satisfaction, and enjoyment from the work itself. By incorporating elements such as skill variety, task identity, task significance, autonomy, and feedback, the JCM seeks to create a work environment that encourages employees to be intrinsically motivated and engaged in their tasks. This approach recognizes that internal motivation is crucial for long-term job satisfaction and performance.

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  • 10. 

    The 5 methods of departmentalization are:

    • Functional, product, customer, organizational, matrix

    • Organizational, product, customer, process, matrix

    • Functional, product, customer, geographic, matrix

    • None of the above

    Correct Answer
    A. Functional, product, customer, geographic, matrix
    Explanation
    The correct answer is functional, product, customer, geographic, matrix. Departmentalization refers to the process of dividing an organization into different departments or units based on various criteria. Functional departmentalization groups employees based on their specific functions or skills, such as marketing, finance, or human resources. Product departmentalization groups employees based on the specific products or services they work on. Customer departmentalization groups employees based on the specific types of customers they serve. Geographic departmentalization groups employees based on their location or the geographic area they serve. Matrix departmentalization combines two or more criteria, such as functional and product or functional and geographic, to create a more complex organizational structure.

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  • 11. 

    Most companies use job specialization because the jobs are made ________________, _________________, and _______________. 

    • Simple, easy to learn, economical

    • Specialized, intricate, efficient

    • Difficult, more specialized, efficient

    • None of the above

    Correct Answer
    A. Simple, easy to learn, economical
    Explanation
    Most companies use job specialization because the jobs are made simple, easy to learn, and economical. This means that by dividing tasks into smaller, specialized roles, employees can focus on specific skills and become proficient in their area of expertise. This simplifies the learning process as employees only need to acquire the necessary skills for their specific role. Additionally, job specialization allows for efficient resource allocation and cost savings as tasks can be completed more quickly and with less training required.

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  • 12. 

    A ___________ organization works best in a __________, ____________ environment. A ______________ works best in a ___________, ______________ environment. 

    • Organic, unstable, changing business/ mechanistic, unstable, unchanging business

    • Organic, stable, unchanging business/ mechanistic, unstable, unchanging business

    • Mechanistic, stable, unchanging business/ organic, dynamic, changing business

    • None of the above

    Correct Answer
    A. Mechanistic, stable, unchanging business/ organic, dynamic, changing business
    Explanation
    A mechanistic organization works best in a stable, unchanging business environment because it relies on clear hierarchies, formal rules and procedures, and standardized processes to ensure efficiency and consistency. On the other hand, an organic organization works best in a dynamic, changing business environment because it is flexible, adaptable, and encourages collaboration and innovation to respond quickly to market changes and customer demands.

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  • 13. 

    When companies 'reengineer' to redesign organizational processes, they tend to change the orientation from ______________ to ________________. 

    • Vertical, asymmetrical

    • Vertical, horizontal

    • Asymmetrical, horizontal

    • Horizontal, vertical

    Correct Answer
    A. Vertical, horizontal
    Explanation
    When companies 'reengineer' to redesign organizational processes, they tend to change the orientation from vertical to horizontal. This means that they shift from a hierarchical structure where decision-making flows from top to bottom, to a more collaborative and cross-functional approach where information and decision-making are shared horizontally across different departments and levels within the organization. This allows for greater communication, coordination, and agility in responding to customer needs and market changes.

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  • 14. 

    3 methods to improve specialized jobs are job ___________, _____________, and _____________. 

    • Job specification, job enlargement, job enrichment

    • Job rotation, job enrichment, and job authority

    • Job rotation, job enlargement, job enrichment

    • None of the above

    Correct Answer
    A. Job rotation, job enlargement, job enrichment
    Explanation
    Job rotation, job enlargement, and job enrichment are three methods that can be used to improve specialized jobs. Job rotation involves moving employees between different roles or departments to increase their skills and knowledge. Job enlargement refers to expanding the scope of an employee's role by adding additional tasks and responsibilities. Job enrichment involves providing employees with more challenging and meaningful work, often by giving them greater autonomy and decision-making authority. These methods can help to enhance job satisfaction, engagement, and overall performance in specialized jobs.

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  • 15. 

    When behavior within an organization tends to be 'formal', all of the following characteristics are present except: 

    • Spontaneity

    • Routine/regimen

    • Specific rules

    • Impersonal detachment

    Correct Answer
    A. Spontaneity
    Explanation
    Formal behavior within an organization is characterized by adherence to specific rules, routine/regimen, and impersonal detachment. Spontaneity, on the other hand, refers to actions that are unplanned or uncontrolled. Therefore, when behavior tends to be formal, spontaneity is not present as it goes against the structured and controlled nature of formal behavior.

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  • 16. 

    A company's organizational _____________ refers to the collection the transform ______________ to ____________ that customers value.

    • Structure, outputs, inputs

    • Structure, inputs, outputs

    • Process, inputs, outputs

    • Process, outputs, inputs

    Correct Answer
    A. Process, inputs, outputs
    Explanation
    The correct answer is "process, inputs, outputs". In a company's organizational process, inputs are the resources or raw materials that are used to create outputs, which are the final products or services that customers value. The process refers to the activities and steps involved in transforming the inputs into outputs.

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  • 17. 

    Under the decentralization of authority, most authority is found in the ____________ of the organization. 

    • Upper levels

    • Lower levels

    • Middle levels

    • None of the above

    Correct Answer
    A. Lower levels
    Explanation
    Under the decentralization of authority, most authority is found in the lower levels of the organization. This means that decision-making power and responsibility are delegated to the lower levels of management or employees within the organization. By distributing authority to lower levels, organizations can empower their employees, promote faster decision-making, and increase efficiency. This allows for greater flexibility and adaptability in responding to challenges and opportunities.

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  • 18. 

    A disadvantage of a virtual organization is that they may reduce competitive advantage. 

    • True

    • False

    Correct Answer
    A. False
    Explanation
    A virtual organization is a type of organization that operates primarily through digital means, allowing employees to work remotely. While there may be some challenges associated with virtual organizations, such as communication and coordination issues, they can also offer several advantages. One of these advantages is the potential to enhance competitive advantage. By leveraging technology and accessing a global talent pool, virtual organizations can tap into diverse skills and expertise, leading to increased innovation and efficiency. Therefore, the statement that virtual organizations may reduce competitive advantage is false.

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  • 19. 

    When behavior within organization is said to be 'informal' all of the following characteristics exist except: 

    • Spontaneity

    • Casualness

    • Interpersonal familiarity

    • Impersonal detachment

    Correct Answer
    A. Impersonal detachment
    Explanation
    When behavior within an organization is described as 'informal', it means that there is a lack of strict adherence to formal rules and protocols. This type of behavior is characterized by spontaneity, casualness, and interpersonal familiarity. However, impersonal detachment goes against the idea of informality as it suggests a lack of personal connection or involvement. Therefore, impersonal detachment is not a characteristic that exists in an informal organizational behavior.

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  • 20. 

    Specialized jobs can eliminate:

    • Boredom

    • Low job satisfaction

    • Low turnover

    • A and b

    • A, b, and c

    Correct Answer
    A. A and b
    Explanation
    Specialized jobs can eliminate boredom and low job satisfaction. When employees are assigned specific tasks that match their skills and interests, they are more likely to find their work engaging and fulfilling. This can help prevent boredom and increase job satisfaction. Additionally, specialized jobs can also contribute to low turnover rates as employees who are satisfied with their work are less likely to leave their positions. Therefore, the correct answer is "a and b".

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  • Current Version
  • Mar 19, 2023
    Quiz Edited by
    ProProfs Editorial Team
  • Mar 11, 2009
    Quiz Created by
    Trarnold
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