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CHAPTER 7 STRUCTURE AND FUNDAMENTALS OF ORGANIZING True/False Questions 1. Organizing defines what to do while strategy defines how to do it. *2. The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated is called the organizational structure. *3. A visual representation of an organization's structure, showing communication and lines of power is called an organizational pyramid. 4. Efficiency improves when an employee performs a large number of unrelated tasks. *5. The organization plan delineates the chain of command and indicates departmental tasks and how they fit together. 6. The principle of unity of command suggests that managers within an organization should reach agreement on the goals and objectives of the organization. *7. The scalar principle assigns accountability for each employee's actions to a single supervisor. *8. Effectiveness is increased when managers are assigned authority to perform a task without commensurate responsibility. 9. Accountability is the mechanism through which authority and responsibilities are brought in alignment. 10. Staff authority includes the right to advise, recommend and counsel in the staff specialists' area of expertise. 11. More supervisor involvement translates into larger spans of control. 12. A relatively few hierarchical levels and a correspondingly narrow span of management characterize a flat structure. *13. The trend in recent years has been toward narrower spans of control in order to facilitate delegation.
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Chapter 7 – Structure and Fundamentals of Organizing 14. Certainty in the environment is usually associated with decentralization. *15. The matrix approach is the only organizational structure that uses both functional and divisional chains of command simultaneously. *16. Kumoho Tractor Company has a sales department, a marketing department, a production department, a shipping department, etc. This is an example of vertical functional approach. *17. Reckitt Benckiser, a European manufacturer, has separate self-contained departments for each of its product lines. This is an example of the departmental approach to organization. 18. A cross-functional team normally has two or more groups of employees who are in continuing conflict because of a difference in goals and values. 19. A permanent team designed to solve short-term problems is called a task force. *20. Product managers are also called project managers. 21. A functional manager is a person who is responsible for coordinating the activities of several departments. *22. Project managers are not included on the traditional organization chart. *23. The focus of reengineering is on function rather than on process. 24.
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This note was uploaded on 02/15/2012 for the course BUS 3110 taught by Professor Jennifer during the Spring '11 term at Utah Valley University.

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