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Mid-Term Overview
Management
Prof. Chen Yin
Part 4
I. True or False
1.
Organizational
design is the process in which managers change or
develop an
organization's structure. T
2.
There are four basic elements in
organizational structure. T
3.
The original
ideas about organizational design formulated by
Fayol and Weber
are now largely
obsolete. F
4.
When work specialization originally
began to be implemented early in the
twentieth century, employee
productivity initially rose. T
5.
Today, most
managers see work specialization as a source of
ever-increasing
productivity. F
6.
The advantage of work specialization is
that it tends to result in high employee
motivation and high productivity. F
7.
Departmentalization is a how jobs are
grouped. T
8.
Grouping
jobs
on
the
basis
of
major
product
areas
is
termed
customer
departmentalization
. F
9.
Unity of command prevents an employee
from trying to follow two conflicting
commands at once. T
10.
Power is a
right that a manager has when he or she has a
higher rank in an
organization. T
11.
When decisions tend to be made at lower
levels in an organization, the
organization is said to be centralized.
F
12.
Traditional
organizations
are
structured
in
a
pyramid,
with
the
power
and
authority located in the pyramid's
broad base. F
13.
The two
prevalent organization structure models in today's
world are the organic
organization and
the inorganic organization. T
14.
A mechanistic
organization is bureaucratic and hierarchical. T
15.
An organic organization tends to be
flexible and have few formal rules. T
16.
Innovators
need the efficiency, stability, and tight controls
of a mechanistic
structure rather than
an organic structure. T
17.
The stability
of a mechanistic structure seems to work best in
today's dynamic
and uncertain business
environment. F
18.
The strength
of a simple system is that everything depends on a
single person. F
19.
A strength of
a functional structure is that it avoids
duplication. T
20.
A weakness of
the divisional structure is that duplication tends
to occur. T
21.
In a team structure, team members are
not held responsible for their decisions. F
22.
In a team structure there is a clear
line of managerial authority from top to
bottom.
T
23.
When an
employee in a matrix structure finishes a project,
she goes back to her
functional
department. T
24.
Employees in
an organization with a matrix design can have two
bosses for the
same job. T
25.
A significant
advantage of the matrix structure is the clear
chain of command
from top to bottom of
the organization. F
26.
When an
employee in a project structure finishes a
project, he goes back to his
original
department. T
27.
A virtual
organization relies on freelancers who have no
permanent status or
position in the
organization. T
28.
Managers want
to eliminate boundaries in organizations primarily
to increase
stability and reduce
flexibility. F
29.
A virtual
organization may disintegrate after it finishes
its task. T
30.
A company's organizational culture
refers to a system of shared political beliefs. F
31.
Employees learn organizational culture
by reading official organization
documents and histories. T
32.
Employees
learn organizational culture by reading official
organization
documents and histories.
33.
Strong
organizational culture can eliminate the need for
rules and bylaws. F
II. Multiple Choices
1. Organizational design requires a
manager to ________. C
A)
organize groups within an organization
B) change the culture of an
organization
C) change or develop the
structure of an organization
D) change
the logo of an organization
2.
All of the following are part of the
process of organizational design EXCEPT
________. D
A)
decide how specialized jobs should be
B) determine rules for employee
behavior
C) determine the level at
which decisions are made
D) determine
goals for the organization
3.
Which of the following are NOT basic
elements of organizational structure? B
A) work specialization,
span of control
B) chain of command,
line authority
C) centralization,
decentralization
D)
departmentalization, formalization
4.
Which of the following is synonymous
with work specialization? A
A) division of labor
B) job
discrimination
C) chain of command
D) job preference
5.
Which statement accurately defines work
specialization? B
A) It is
the degree to which tasks are grouped together.
B) Individual employees specialize in
doing part of an activity rather than the entire
activity.
C) Jobs are ranked
relative only to their worth or value to the
businesses.
D) Work
specialization clarifies who reports to whom.
6.
Early supporters of work
specialization saw it as ________. A
A) a reliable way to increase
productivity
B) a good way to increase
employee morale
C) a source of
innovation
D) an immoral way to coerce
workers into greater productivity
7.
Early users of work specialization
early in the twentieth century found that the
practice ultimately resulted in
________. A
A) higher
profits and better employee morale
B)
bored workers with low morale
C) huge
and permanent productivity gains
D)
better communication among employees
8.
Today, managers favor this approach
instead of work specialization. C
A) All tasks are performed by all
employees.
B) Partners switch jobs
every half hour.
C) Employees perform a
broad range of tasks.
D) Monotonous
tasks are shared by all employees.
9.
Functional departmentalization groups
jobs by ________. A
A)
tasks they perform
B) territories they
serve
C) products or services they
manufacture or produce
D) type of
customer they serve
10.
________ departmentalization is based
on territory or the physical location of
employees or customers. C
A) Functional
B) Product
C) Geographic
D) Matrix
11.
A soap company that
features a bath soap department, a laundry
detergent
department, and a dish soap
department is using which of the following? C
A) process
departmentalization
B) functional
departmentalization
C) product
departmentalization
D) customer
departmentalization
12.
What
kind of departmentalization would be in place in a
government agency in
which there are
separate departments that provide services for
employers, employed
workers, unemployed
workers, and the disabled? D
A) product
B) geographic
C) outcome
D) customer
13.
State motor vehicle
offices usually use this kind of
departmentalization. B
A)
product
B) functional
C)
customer
D) process
14.
The line of authority that extends from
the upper levels of management to the
lowest levels of the organization is
termed the ________. D
A)
chain of responsibility
B) unity of
command
C) staff authority
D) chain of command
15.
The chain of command answers this
question. D
A) Where do I
go for help?
B) How do I know when the
task is complete?
C) What are the
rules?
D) Who reports to whom?
16.
Authority gives an
individual the right to do this. A
A) give orders
B) reprimand
employees
C) command respect
D) obey orders
17.
In the chain of command, each person
above you ________. C
A)
has special privileges
B) receives
higher pay
C) has line authority
D) has no right to give you orders
18.
Staff managers have
authority over ________. A
A) special support employees only
B) line managers
C) middle managers
D) the
person above them in the chain of command
19.
Line authority gives a
manager the ability to direct the work of
________. B
A) any employee
in the firm
B) any subordinate
C) any subordinate, after consulting
with the next higher level
D) only
subordinates one level down
20.
________ prevents a single employee
from getting conflicting orders from two
different superiors. B
A) Line authority
B) Unity
of command
C) Staff authority
D) Chain of command
21.
The importance of unity of command has
diminished in today's workplace because
of its tendency to be ________. A
A) inflexible
B)
ethically questionable
C) chauvinistic
and dictatorial
D) too decisive
22.
Which of the following
statements is true? C
A)
Power is a right.
B) Authority is one's
ability to influence decisions.
C)
Authority is a right.
D) Both power and
authority are rights.
23.
________ is the obligation or
expectation to perform a duty. A
A) Responsibility
B) Unity
of command
C) Chain of command
D) Span of control
24.
The personal secretary of a top manager
may have ________. A
A) power but not authority
B) authority but not power
C) power and authority
D)
line authority but not staff authority
25. Which of the following statements
is true? A
A) Power is a
type of authority.
B) Authority and
power are identical.
C) Authority is a
type of power.
D) Power is determined
by horizontal position in an organization.
26.
As represented in a
power cone, power is based on ________. D
A) vertical position only
B) horizontal position only
C) distance from the center only
D) vertical position and distance from
the center
27.
As
represented in a hierarchical organization
diagram, authority is based on
________. D
A)
vertical position only
B) horizontal
position only
C) distance from the
center only
D) horizontal and vertical
position
28.
A construction
site supervisor who sees an impending thunderstorm
and tells
workers to go home is
demonstrating ________. A
A) line authority
B) staff
delegation
C) provisional
accountability
D) responsibility
29.
________ is the power
that rests on the leader's ability to punish or
control. B
A) Reward power
B) Coercive power
C) Expert
power
D) Referent power
30.
A bank manager who passes out bonuses
at the end of the year is exercising this. A
A) reward power
B) coercive power
C) expert
power
D) referent power
31.
Your firm's attorney has ________ power
when giving legal advice. C
A) legitimate
B) status
C) expert
D) coercive
32.
________ is the power
that arises when a person is close to another
person who
has great power and
authority. B
A) Expert
power
B) Referent power
C)
Reward power
D) Legitimate power
33.
When a top manager
decides to hire an individual over the objections
of her staff
she is exercising which
kind of power? D
A)
referent
B) expert
C)
coercive
D) legitimate
34.
The traditional view holds that
managers should not directly supervise more than
________ subordinates. C
A) three or four
B) five or
six
C) seven or eight
D)
nine or ten
35.
Modern
managers find that they can ________ if their
employees are experienced,
well-
trained, and motivated. A
A) increase their span of control
B) decrease their span of control
C) eliminate their span of control
D) fluctuate their span of control
36.
A traditional
A) a largely centralized
B) a largely decentralized
C) an absolutely decentralized
D) an absolutely centralized
37.
________ reflects the
degree to which decision making is distributed
through out
the hierarchy rather than
concentrated at the top. D
A) Centralization
B) Span of
Control
C) Concentration
D)
Decentralization
38.
In
recent years, organizations have become more
________ to be responsive to a
dynamic
business environment. C
A)
centralized
B) decentralized
C) structured
D) mechanistic
39.
In today's decentralized
business world, ________ the most important
strategic
decisions. A
A) top managers still primarily make
B) middle managers make
C)
lower-level managers
D) nonmanagerial
employees
40.
All of the
following are characteristics of a highly
formalized organization
EXCEPT
________. C
A) explicit job
descriptions
B) little discretion for
employees
C) minimum number of rules
D) a standardized way of doing things
41.
Today's managers are
moving away from formalization and trying to be
this. B
A) more rigorous
B) more flexible
C) more
strict
D) less permissive
42.
Today's managers expect
employees to ________. B
A)
ignore rules for the most part
B) use
discretion when it comes to following rules
C) faithfully follow rules even when it
may harm the organization
D) make their
own rules
43.
A(n) ________
organization has a high degree of specialization,
formalization, and
centralization. D
A) organic
B)
horizontal
C) learning
D)
mechanistic
44.
Which of the
following would likely be found in mechanistic
organizations? D
A) wide
span of control
B) empowered employees
C) decentralized responsibility
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