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Chapter Five Organization Structure and Design

Chapter # 05 “Organization Structure and Design”

(1) If the work is subdivided into smaller tasks, this is an example of

span of control
departmentalization
division of labor
delegation

(2) In ______ organizations, more decisions are made at lower levels.

decentralized
matrix
functional
centralized

(3) If the jobs are specialized and grouped according to business functions and skills they
require, it can be described as a __________ organization.

matrix
divisional
functional
product

(4) ______ is a formal system of relationships that determine lines of authority and the
tasks assigned to individuals and units.

Unity of command
Vertical dimension
Span of control
Organization structure2 INCORRECT
(5) ______ entitles a manager to directly control the work of subordinates by hiring,
discharging, evaluating, and rewarding them.

Chain of command
Line of authority
Staff authority
Unity of command
(6) Which of these describes a goal setting program for managers and subordinates?

Line authority
Management by objectives
Chain of command
Staff authority

(7) Which of the following outlines the number of subordinates who report to a manager
as well as the number of managers available?
Unity of command
Span of control
Departmentalization
Vision statement
(8) Maintaining a large span of control within an organization is most effective in all but
which of the following situations?

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Chapter Five Organization Structure and Design

Tasks are routine


Similar jobs but varying performance measures
Subordinates are highly trained
Managers are competent

(9) If decision making authority is primarily located at the top of the organizational
hierarchy, it can be stated the organization is _________.

primarily centralized
operating under a coordination mechanism
operating under the matrix approach
partly decentralized
(10) If an organization has a high degree of written documentation that it utilizes in
order to direct and control its employees, the organization is most probably high in
______.

Formalization
Horizontal dimension
Decentralization
Vertical dimension
INCORRECT
(11) ______organizes employees into units based on common products, services/
markets.

departmentalization
divisional approach
functional structure
chain of command14 INCORRECT
(12) All of the following except ______ are considered coordination mechanisms.

delegation
teams
task forces
profit sharing
(13) A _______ is a temporary interdepartmental group formed to study and issue
and make recommendations.
parallel team
problem-solving team
task force
delegation

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Chapter Five Organization Structure and Design

(14) Which type of manager is attributed with coordinating work on a scientific,


aerospace, or construction project?

Integrating
Proactive
Product
Project
(15) Which of the following is not considered a strategic factor that affects the
choices of organization design?

Government regulations
Organization capabilities
Technology
Organization size

(16) An organization that possesses a rigid hierarchy, top-down communication,


specialized jobs, and centralized decision authority is most probably ______.

vertical
organic
boundaryless
mechanistic

(17) __________ refers to the number of different types of operations performed.

Job scope
Job depth
Job synergy
Job variety

(18) __________ is the accountability for the achievement of objectives, the use of
resources, and the adherence to organizational policy.

Power
Responsibility
Authority
Planning

(19) Centralization and decentralization refer to ________________.

the number of geographic sales areas a company maintains


the number of countries in which the organization is present
the degree of authority delegated by upper management
the number of satellite offices an organization has

(20) _________ is a form of decentralization that involves giving subordinates


substantial authority to make decisions.

Authority
Empowerment
Leadership
Unity of command

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Chapter Five Organization Structure and Design

(21) Failure to __________ is probably the single most frequently encountered


reason managers fail.

be authoritative
delegate
show leadership
cooperate

(22) The first stage in organizational growth is the _________.

organizing stage
family stage
entrepreneurship stage
growth stage

(23) __________ systems are characterized by less formal job descriptions, greater
emphasis on adaptability, more participation, and less fixed authority.

Participative
Mechanistic
Team
Organic

(24) The __________ approach should be viewed as a process of assessing the


relevant variables and then choosing the most appropriate structure for the situation.

responsibility
contingency
assessment
structural

(25) One of the ways to departmentalize is by _________.

work functions
geography
time
all of the above

(26) In a __________ structure the work of all organizational units is directly


involved in producing and marketing the organization's goods or services.

line
line and staff
hybrid
matrix

(27) The automobile assembly line is an extreme example of

decentralization.
horizontal division of labor.
empowerment.
vertical division of labor.

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Chapter Five Organization Structure and Design

(28) The parity principle states that authority and responsibility must

be relative.
remain constant.
be independent.
coincide.

(29) The _____ of authority states that the breadth and scope of authority become
more limited as one descends the scalar chain.

Principle
tapered concept
decentralization
centralization
(30) _____ happens when only a little authority is delegated to lower levels of
management.

Decentralization
Centralization
Job depth
Job rotation

(31) Flextime

allows employees to choose when they start and end their workday without any limits.
does not allow employees to vary the hours worked each day.
has the disadvantage of making it difficult to retain hard-to-find qualified employees.
can create communication and coordination problems for supervisors and managers.

(32) Vesting decision-making authority in lower-level managers or other employees


is called:

decentralization.
centralization.
localization.
distributed authority.

(33) Organizations with many layers of management are called:

wide.
multi-layered.
tall.
narrow.

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Chapter Five Organization Structure and Design

In a __________ structure the structure of the organization follows the obvious division of
labor within the firm.

multidivisional
geographic
matrix
functional

(34) A formal integrating mechanism is used to:

reward managers.
consolidate profitability results.
help achieve organizational coordination.
do all of the above.

(35) Which organizational structure is designed to maximize integration among


subunits?

matrix
functional
geographic
multidivisional

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