Reference no: EM131512472

Question 1
Grouping activities and responsibilities in departments based on the needs of specific groups is called:
functional departmentalization.
geographic structure.
customer departmentalization.
product structure.

Question 2
Change often fails because:
faulty thinking
lack of acceptance
lack of resources
all of the above

Question 3
The first step in the process of planned change is ____________.
select the method of intervention
develop the goal(s)
diagnose the problem
recognize the need for change

Question 4
The authority that permits staff managers to make decisions about specific activities performed by employees within other departments is:
staff authority.
line authority.
organization restructuring.
functional authority.

Question 5
Because a functional structure acknowledges occupational specialization, it also:
simplifies training.
creates division of labor.
maintains the chain of command.
restricts job growth.

Question 6
Bold, discontinuous advances that bring about dramatic transformations in organizational strategies and structure is called:
revolutionary change.
evolutionary change.
decentralization.
conflict.

Question 7
Each employee should have only one ____________, but may have more than one ____________, depending on the relationship between departments.
task, job
office, workspace
objective, goal
boss, supervisor

Question 8
Organizational structures are labeled either mechanistic or organic. A mechanistic structure is described as having:
rigid hierarchical relationships.
decentralized decision making.
informal horizontal communication.
few rules and regulations.

Question 9
Which of the following is not a contingency factor that affects organizational design?
function
size
strategy
age

Question 10
The potential problem areas associated with the informal organization include the following except:
resists change.
supports a strong philosophy of management.
develops pressure for conformity.
creates conflict.

Question 11
The informal organization emerges within the:
formal organization.
division of labor.
functional organization.
chain of command.

Question 12
Values or attitudes that employees as a group accept as standard of behavior are known as:
policy.
single-use plans.
standing plans.
norms.

Question 13
It is said that form follows function. However, regarding the contingency factors approach to organizational design, ____________ follows ____________.
planning; actions
structure; strategy
function; form
competition; cooperation

Question 14
The informal organization has the potential to be helpful to managers in the following ways except:
make the total system effective.
provide stability in the workplace.
discourages improved management.
provide support to management.

Question 15
Matrix structure projects are designed to maximize and economize resources and ____________.
divisional managers
support services
functional expertise
financial paperwork

Question 16
Authority in decentralized organizations is delegated to ____________.
the lowest possible level
assistant managers
the highest person in charge
staff members only

Question 17
When authority is truly shifted to the hands of the employees, and is accompanied by training and information, it becomes ____________.
synergy
trust
loyalty
empowerment

Question 18
A manager formally assigned as department head possesses organization ____________ ____________ power.
legitimate
charismatic
referent
expert

Question 19
Achieving _________ changes can require a change in organizational culture or other elements.
tactical
strategic
operational
structural

Question 20
As in a formal organization, the informal group develops:
staff authority.
functional authority.
line authority.
leader/follower relationships.