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Quiz 6 1

Management

Quiz 6

1.As task uncertainty and interdependence increase, ________ are a more effective coordination mechanism than ________.

  • goals; rules
  • rules; goals
  • rules; values
  • goals; values

 

2. When a firm decides to outsource its manufacturing operations, a ________ allows it to maintain close contact with the firms to which it is outsourcing the work.

  • division structure
  • network structure
  • functional structure
  • geographic structure

 

3. Ken Langley is a production supervisor in an automobile manufacturing firm. After evaluating Ken's managerial capabilities, some members of the senior management feel that average productivity would improve if more workers are assigned to him. However, some managers are skeptical about Ken's ability to handle more workers. Which of the following statements, if true, would support the argument favoring increased span of control?

  • Ken's team consists of highly experienced and skilled labor.
  • The firm is looking to double its production capacity over the next two years.
  • Ken is receiving increasing complaints about interpersonal conflicts within the team.
  • Ken's team is highly dependent on his guidance, even on minor issues.

 

4. A ________ is one that has multiple layers with significant vertical differentiation.

  • flat organization structure
  • decentralized organization structure
  • tall organization structure
  • simple organization structure

 

5. The ________ specifies the number of employees reporting to a given supervisor.

  • organizational chart
  • unity of command
  • line of authority
  • span of control

 

6. In which of the following ways are product and customer structures similar?

  • They both increase companies' ability to leverage global scale economies.
  • They both increase the international orientation of all managers.
  • They both boost responsiveness to changing market conditions.
  • They both result in ambiguous lines of authority.

 

 

 

7. "White water" environments are ________.

  • stable
  • formal
  • dynamic
  • stationary

 

8. A ________ consists of two organizational structures superimposed on each other. As a consequence, one person essentially reports to two bosses.

  • divisional structure
  • functional structure
  • matrix structure
  • regional structure

 

9. Which of the following is true about a divisional structure?

  • Organizing various product families within a division can increase functional duplication.
  • It reduces economies of scale for the firm's functional activities.
  • Cross-regional coordination within product families and within the division is often easier.
  • It ensures that division objectives are well aligned with corporate objectives.                                                                                                                                                  10. Companies that advocate unity of command would be least likely to adopt which organizational structure?
  • customer
  • division
  • functional
  • matrix

 

11. Because many organizational environments have become more dynamic, managers often respond by trying to "flatten" their organizational structures, often removing whole levels of hierarchy and people in the process. This process is often referred to as ________.

  • downsizing
  • cost cutting
  • leveling
  • layering

 

12. A manager in the promotion department of a record company would find it most difficult to use ________ for coordination and integration to implement concert cancellations due to weather, travel problems for the band, or any number of other unpredictable factors.

  • rules
  • liaisons
  • goals
  • values

 

 

 

13. What is meant by the term unity of command?

  • the idea that the line of authority should be clear and direct
  • the idea that interdependence within a firm should be kept to a minimum
  • the idea that managers should have a limited span of control
  • the idea that every employee should have one and only one boss

 

14. A bank organizes itself around the basic services it provides: personal banking, corporate and business banking, and rural banking. Each service group has its own finance, marketing, operations, and human resource management departments. The bank is using a ________.

  • functional structure
  • product structure
  • division structure
  • matrix structure

 

15. Japanese multinational firms tend to operate as ________, announcing decisions from home offices to subsidiaries. European multinational operations tend to operate as ________, pushing decision-making authority to the lowest possible level.

  • centralized organizations; decentralized organizations
  • decentralized organizations; centralized organizations
  • functional organizations; geographic organizations
  • geographic organizations; functional organizations

 

16. A company is likely to use a "local approach" to doing business abroad if the benefits from location-specific differentiation and adaptation are significant and economies of scale are small.

  • True
  • False

 

17. Environmental dynamism is the breadth and depth of differences and similarities in an organization's external environment.

  • True
  • False

 

18. In a low-networked structure, the quantity and magnitude of externally networked activities are limited.

  • True
  • False

 

19. Organizational structuring is the process of assessing the organization's strategy and environmental demands and then determining the appropriate organizational design.

  • True
  • False

 

 

 

20. A major principle in the relationship between organizational strategy and structure is that the structure should complement and leverage the strategy.

  • True
  • False

 

21. A product structure reduces the duplication of the firm's functional resources.

  • True
  • False

 

22. Companies in relatively stable and static environments can use rules effectively to achieve integration.

  • True
  • False

 

23.In conditions of high task uncertainty and interdependence, values are a better integrating mechanism than goals.

  • True
  • False

 

24. Multinational firms rarely employ a regional structure.

  • True
  • False

 

25. In a functional structure, the firm is organized around specific products (or services) or related sets of products (or services).

  • True
  • False

 

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