chapter 5 - Part III Organizing Chapter Five Basic...

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Part III – Organizing Chapter Five: Basic Organization Designs True/False 1. Line authority is a person’s capacity to influence decisions. (True; Easy; p. 163) 2. Line authority gives a manager the right to supervise the work of other employees. (True; Easy; p. 163) 3. As an organization becomes flatter the span of control becomes smaller. (False; Easy; p. 163) 4. The principle of specialization maintains that no person in an organization should report to or be supervised by anyone else other than one’s boss. (False; Moderate; p. 161) 5. Departmentalization by product is defined as the grouping of activities by the functions performed in an organization. (False; Moderate; p. 169) 6. In more centralized organizations employees at all levels of the organization are involved in the decision-making process. (False; Moderate; p. 169) 7. Legitimate power is not based on a manager’s expertise, technical skills or functional knowledge. (True; Moderate; p. 168; Ex. 5-5) 8. Authority is one of the five types of power described by French and Raven. (False; Easy; p. 168; Ex. 5-5) 9. An organic organization is one that is highly structured, has many layers and levels of management and a narrow span of control. (False; Moderate; p. 172) 10. A mechanistic organization tends to be formal, highly specialized and have centralized decision-making. (True; Easy; p. 172) 11. A matrix organizational structure fits best with an organization that uses a focused differentiation strategy. (False; Challenging; pp. 171-172) 12. An organizational structure made up of self-contained and self-managed operating units is called a matrix organization. (False; Challenging; pp. 177-178) 13. A team-based, cross-functional organization combines the advantages of focusing on functional specialization with direct, clear accountability and lines of authority. (False; Moderate; p. 178) 122
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Part III – Organizing 14. A major disadvantage of the matrix organizational structure is duplication of staff, cost and resources. (False; Moderate; p. 177) 15. Role conflicts are likely to result from the way that reporting relationships are organized in a matrix structure. (True; Moderate; p. 177) 16. A marketing organization that is structured by customer would break down its territory into northern, southern, eastern and western regions. (False; Moderate; p. 170) 17. Managers in an organization with a weak organizational culture require fewer formal rules, regulations and policies. (False; Moderate; p. 182) 18. Departmentalization is a process in which jobs and positions are grouped by specialization into departments, linking them together within the larger organizational structure. (False; Easy; p. 169) 19. A product-based organizational structure groups together jobs, activities and functions that serve the same customers. (False; Moderate; p. 170)
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This note was uploaded on 06/06/2011 for the course MANAGEMENT 1201 taught by Professor Asl during the Spring '11 term at UCLA.

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chapter 5 - Part III Organizing Chapter Five Basic...

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