Chap016

Chap016 - Chapter 16 Organizational Structure and Design...

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Chapter 16 - Organizational Structure and Design Chapter 16 Organizational Structure and Design True / False Questions 1. All jobs contain some degree of the right to exact obedience from others. True False 2. Some organizations have eliminated the hierarchy through which authority flows from the highest-level manager to the lowest-level manager. True False 3. Managers can change an organization's structure by changing the degree of job specialization. True False 4. Delegation of authority refers specifically to doing work. True False 5. A relatively high delegation of authority encourages the development of new work teams. True False 6. Advancement of managers on the basis of demonstrated performance can eliminate favoritism and minimize personality in the promotion process. True False 7. Significant competition exists only when individuals have authority to do those things that enable them to win. True False 16-1
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Chapter 16 - Organizational Structure and Design 8. The high cost of formal management training programs is always offset by the benefits. True False 9. Top management must have some means of reviewing the use of authority by lower levels of management. True False 10. The number of specialized jobs that a single manager can effectively coordinate is essentially unlimited. True False 11. The crucial managerial consideration when creating departments is determining the basis for grouping jobs. True False 12. A major disadvantage of the departmental basis is that organizational goals may be sacrificed in favor of departmental goals. True False 13. Managers of many large, diversified companies group jobs on the basis of product. True False 14. Managers are often asked to compare actual profit with the planned-for profit level that they established at the beginning of a specified time period. True False 15. Clients or customers are never a basis for grouping jobs. True False 16-2
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Chapter 16 - Organizational Structure and Design 16. The loan department in a commercial bank is an example of product departmentalization. True False 17. The number of jobs to be included in a specific group is an issue of span of control . True False 18. The critical issue in determining a manager's span of control is the number of potential relationships in the unit. True False 19. In general, the greater the inherent ambiguity in an individual's job, the greater the need for supervision to avoid conflict and stress. True False 20. The individual who can clearly and concisely communicate with subordinates is able to manage more people than one who can't. True False 21. "Flattening" an organization decreases the average span of control of each manager. True False 22. High delegation of authority creates the need for checks on its use. True False 23. Functional departments are made up of jobs with great differences.
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Chap016 - Chapter 16 Organizational Structure and Design...

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