Hrm/531 Week 4
True/False
True 1. Empowerment is letting others make decisions and exercise discretion in their work.
True 2. Given a clear mission, core values, objectives and strategy, organizing begins the process of strategy implementation by clarifying jobs and working relationships.
False3. In the management process of organizing, the strategic leadership challenge is to choose least expensive organizational form to fit the strategy of the organization.
True4. An organization’s ability to implement its strategy is greatly helped by a structure that allocates tasks through a division of labor and provides for the coordination of performance results.
True5. Social network analysis identifies the informal structures and their embedded social relationships …show more content…
that are active in an organization.
False6. Identifying the informal structures and their embedded social relationships that are active in an organization defines social empowerment analysis.
True7. Three common types of traditional organizational structures are functional, divisional, and matrix.
True8. A potential disadvantage of functional structures concerns difficulties in pinpointing responsibilities for cost containment, product or service quality, timeliness, and innovation.
True9.
Included among the potential advantages of divisional structures are more flexibility in responding to environmental changes and clear points of responsibility for product or service delivery.
True10. A work process is a group of tasks related to one another that collectively creates something of value to a customer.
True11. The potential disadvantages of team structures include conflicting loyalties among members regarding both team and functional assignments and the excessive time spent in meetings.
True12. The advantages of network structures include (a) staying cost competitive through reduced overhead and increased operating efficiency, and (b) operating with fewer full-time employees and less complex internal systems.
True13. A virtual organization is a special form of a boundaryless organization.
True14. Decentralized authority, fewer rules and procedures, and personal means of coordination are characteristics of organic designs.
True15. Adaptive organizations operate with a minimum of bureaucratic structure and with cultures that encourage worker empowerment and participation.
False16. Narrow spans of control create an organization that is more efficient and flexible, whereas wider spans of control usually result in additional management overhead
costs.
True17. Authority is the right to act in ways to carry out the assigned tasks.
True18. Staff can grow to the point where it costs more in administrative overhead than the staff is worth.
Multiple Choice
A19. We don’t empower others because we fear losing ________.
A. Control
B. Employees
C. Trust
D. Money
E. None of the above
B20. __________ is the process of arranging people and other resources to work together to accomplish a goal.
A. Planning.
B. Organizing
C. Controlling.
D. Leading.
E. Strategizing.
A21. Any organization structure should __________ and __________.
A. Allocate task assignments through a division of labor provide for the coordination of performance results.
B. Allocate task assignments through a division of labor provide for the creation of a horizontal organization.
C. Allocate organizational resources to important departments provide for the oversight of less important departments.
D. Assign good leaders to the effective work teams assign poorer leaders to marginally effective work teams.
E. Assign organizational objectives to divisions, departments, and work teams provide for the coordination of performance results.
E22. Which of the following pieces of information cannot be determined from an organization chart?
A. Formal communication channels.
B. Type of work performed.
C. Division of work.
D. Levels of management.
E. Informal decision-making coalitions.
24. Jill, a recent MBA graduate in the field of accounting, is the finance manager of ION Company. Jill has a problem with a shadow organization in his division. One sensible first step in Jill’s management strategy might be __________.
A. Meeting with his employees to let them know he is the boss.
B. Promising bonuses only to those employees who agree with him and work with him.
C. Seeking to understand and work with the shadow organization.
D. Firing the people who are members of the shadow organization.
E. Assuming his staff is trying to undermine him and act accordingly.
C25. When an organization chart shows vice presidents of marketing, manufacturing, finance, and human resources reporting directly to the president of a company, the top management group is organized as a __________ structure.
A. Horizontal.
B. Vertical.
C. Functional.
D. Divisional.
E. Matrix.
D26. Structures that group together jobs and activities that are serving the same customers or clients are called __________ structures.
A. Product.
B. Process.
C. Matrix.
D. Customer.
E. Geographical.
B 27. XYZ Marketing creates teams of employees from varying departments within the organization when working on projects for their clients. This combination of members from different areas of work responsibility is an example of:
A. Interdepartmental team.
B. Cross-functional team.
C. Self-managing team.
D. Task team.
E. Network team.
E 28. __________ organizations are those in which teamwork and intense communication take the place of formal lines of authority.
A. Divisional.
B. Functional.
C. Geographical.
D. Matrix.
E. Boundaryless.
C 29. Triple Z Inc. is a new company that is contemplating the type of organizational design to use in its operations and is considering a design that is characterized by decentralization, wider spans of control, and few rules and procedures. Triple Z is considering which type of design?:
A. Mechanistic.
B. Traditional.
C. Organic.
D. Bureaucratic.
E. Transformational.
C 30. Susan prefers to lead her department by allowing her employees the right to make decisions and take action. Susan is utilizing ___________.
A. What the manager should do.
B. The hierarchy of authority.
C. Delegation.
D. Empowerment.
E. Decentralization.
A 31. The current trend in the use of staff is to __________.
A. Reduce the size of staff in order to increase operating efficiency.
B. Maximize the size of staff in order to increase operating effectiveness.
C. Maximize the size of staff in order to help create a full-employment economy.
D. Completely eliminate staff positions.
E. Change the staff size in proportion to changes in sales.
True 1. Empowerment is letting others make decisions and exercise discretion in their work.
True 2. Given a clear mission, core values, objectives and strategy, organizing begins the process of strategy implementation by clarifying jobs and working relationships.
False3. In the management process of organizing, the strategic leadership challenge is to choose least expensive organizational form to fit the strategy of the organization.
True4. An organization’s ability to implement its strategy is greatly helped by a structure that allocates tasks through a division of labor and provides for the coordination of performance results.
True5. Social network analysis identifies the informal structures and their embedded social relationships …show more content…
that are active in an organization.
False6. Identifying the informal structures and their embedded social relationships that are active in an organization defines social empowerment analysis.
True7. Three common types of traditional organizational structures are functional, divisional, and matrix.
True8. A potential disadvantage of functional structures concerns difficulties in pinpointing responsibilities for cost containment, product or service quality, timeliness, and innovation.
True9.
Included among the potential advantages of divisional structures are more flexibility in responding to environmental changes and clear points of responsibility for product or service delivery.
True10. A work process is a group of tasks related to one another that collectively creates something of value to a customer.
True11. The potential disadvantages of team structures include conflicting loyalties among members regarding both team and functional assignments and the excessive time spent in meetings.
True12. The advantages of network structures include (a) staying cost competitive through reduced overhead and increased operating efficiency, and (b) operating with fewer full-time employees and less complex internal systems.
True13. A virtual organization is a special form of a boundaryless organization.
True14. Decentralized authority, fewer rules and procedures, and personal means of coordination are characteristics of organic designs.
True15. Adaptive organizations operate with a minimum of bureaucratic structure and with cultures that encourage worker empowerment and participation.
False16. Narrow spans of control create an organization that is more efficient and flexible, whereas wider spans of control usually result in additional management overhead
costs.
True17. Authority is the right to act in ways to carry out the assigned tasks.
True18. Staff can grow to the point where it costs more in administrative overhead than the staff is worth.
Multiple Choice
A19. We don’t empower others because we fear losing ________.
A. Control
B. Employees
C. Trust
D. Money
E. None of the above
B20. __________ is the process of arranging people and other resources to work together to accomplish a goal.
A. Planning.
B. Organizing
C. Controlling.
D. Leading.
E. Strategizing.
A21. Any organization structure should __________ and __________.
A. Allocate task assignments through a division of labor provide for the coordination of performance results.
B. Allocate task assignments through a division of labor provide for the creation of a horizontal organization.
C. Allocate organizational resources to important departments provide for the oversight of less important departments.
D. Assign good leaders to the effective work teams assign poorer leaders to marginally effective work teams.
E. Assign organizational objectives to divisions, departments, and work teams provide for the coordination of performance results.
E22. Which of the following pieces of information cannot be determined from an organization chart?
A. Formal communication channels.
B. Type of work performed.
C. Division of work.
D. Levels of management.
E. Informal decision-making coalitions.
24. Jill, a recent MBA graduate in the field of accounting, is the finance manager of ION Company. Jill has a problem with a shadow organization in his division. One sensible first step in Jill’s management strategy might be __________.
A. Meeting with his employees to let them know he is the boss.
B. Promising bonuses only to those employees who agree with him and work with him.
C. Seeking to understand and work with the shadow organization.
D. Firing the people who are members of the shadow organization.
E. Assuming his staff is trying to undermine him and act accordingly.
C25. When an organization chart shows vice presidents of marketing, manufacturing, finance, and human resources reporting directly to the president of a company, the top management group is organized as a __________ structure.
A. Horizontal.
B. Vertical.
C. Functional.
D. Divisional.
E. Matrix.
D26. Structures that group together jobs and activities that are serving the same customers or clients are called __________ structures.
A. Product.
B. Process.
C. Matrix.
D. Customer.
E. Geographical.
B 27. XYZ Marketing creates teams of employees from varying departments within the organization when working on projects for their clients. This combination of members from different areas of work responsibility is an example of:
A. Interdepartmental team.
B. Cross-functional team.
C. Self-managing team.
D. Task team.
E. Network team.
E 28. __________ organizations are those in which teamwork and intense communication take the place of formal lines of authority.
A. Divisional.
B. Functional.
C. Geographical.
D. Matrix.
E. Boundaryless.
C 29. Triple Z Inc. is a new company that is contemplating the type of organizational design to use in its operations and is considering a design that is characterized by decentralization, wider spans of control, and few rules and procedures. Triple Z is considering which type of design?:
A. Mechanistic.
B. Traditional.
C. Organic.
D. Bureaucratic.
E. Transformational.
C 30. Susan prefers to lead her department by allowing her employees the right to make decisions and take action. Susan is utilizing ___________.
A. What the manager should do.
B. The hierarchy of authority.
C. Delegation.
D. Empowerment.
E. Decentralization.
A 31. The current trend in the use of staff is to __________.
A. Reduce the size of staff in order to increase operating efficiency.
B. Maximize the size of staff in order to increase operating effectiveness.
C. Maximize the size of staff in order to help create a full-employment economy.
D. Completely eliminate staff positions.
E. Change the staff size in proportion to changes in sales.