TRUE/FALSE
1. The deployment of organizational resources to achieve strategic goals refers to organizing.( )
2. Organizing defines what to do while strategy defines how to do it.( )
3. The framework in which the organization defines how tasks are divided, resources are deployed and departments are coordinated is called organizational structure.( )
4. A organizational map is a visual representation of an organization's structure, showing communication and lines of power.( )
5. Despite the apparent advantages of specialization, many organizations are moving away from this principle.( )
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. Authority is the right to use resources, make decisions and issue orders in an organization.( )
8. The duty to perform the task or activity an employee has been assigned is called accountability.( )
9. Most organizations today discourage managers to delegate authority to the lower levels given the challenges to meet customer needs and adapt to the environment.( )
10. The acceptance theory of authority argues that managers have authority because employees do not have a choice in choosing to accept their commands.( )
11. Line departments perform tasks that reflect the organization's primary goal and mission.( )
12. The right to advise, recommend, and counsel in the staff specialists' area of expertise is included in staff authority.( )
13. The number of employees reporting to a supervisor is his or her span of management( )
14. Traditional views of organizational design recommend a span of management of about 7 to 10 subordinates per manager.( )
15. Many hierarchical levels and a correspondingly narrow span of management refers to a flat structure.( )
16. The trend in recent years has been toward narrower spans of control as a way to facilitate delegation.( )
17. A tall structure is a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.( )
18. Certainty in the environment is usually associated with decentralization.( )
19. The basis for grouping positions into departments and departments into the total organization is referred to as departmentalization.( )
20. For companies to operate effectively, the amount of centralization or decentralization should fit the firm's strategy.( )
21. At Fox End, people are grouped together in departments by common skills and work activities, including a sales department and a production department. This is an example of vertical functional approach.( )
22. The functional structure offers a way to decentralize decision making and provide direction from the teams in the field.( )
23. Because the chain of command converges at the top, the functional structure provides a way to decentralize decision making and provide unified direction from all managers.( )
24. Quick response to external changes is an advantage of vertical functional structure.( )
25. Divisions are created, in functional structures, as self-contained units with separate functional departments for each division.( )
26. The divisional structure encourages decentralization.( )
27. In a geographic-based structure, all functions in a specific country or region report to the same division manager.( )
28. With a matix structure, the entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals.( )
29. Aspects of both functional and divisional structures simultaneously in the same part of the organization are combined in the virtual network approach.( )
30. The horizontal structure provides traditional control within functional departments, and the vertical structure provides coordination across departments.( )
31. The confusion and frustration caused by the dual chain of command is a major problem of the matrix structure.( )
32. The overseer of both the product and functional chains of command, responsible for the entire matrix is the matrix boss.( )
33. The modular approach is similar to virtual networking.( )
34. The divisional structure fosters excellent coordination within divisions, but coordination across divisions is often poor.( )
35. In the divisional approach, coordination across divisions is great whereas coordination within divisions is often poor.( )
36. The matrix approach can be highly effective in a complex, rapidly changing environment in which the organization needs to be flexible and adaptable.( )
38. Coordination is the quality of collaboration across departments.( )
39. Reengineering is the outcome of information and cooperation.( )
40. A project manager is a person responsible for coordinating the activities of several departments for the completion of a specific project.( )
41. Reengineering basically means preserving the past by establishing the sequence of activities by how work was done.( )
42. The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed is called reengineering.( )
43. The distinctive feature of the project manager position is that the person is not a member of one of the departments begin coordinated.( )
44. When an organization uses a differentiation strategy, it strives for internal efficiency.( )
45. The pure functional structure is appropriate for achieving internal efficiency goals.( )
46. A vertical structure that emphasizes specialization and centralization is appropriate when environmental uncertainty is high.( )
47. A rigid, vertical structure in an uncertain environment prevents the organization form adapting to change.( )
48. The functional structure is appropriate when the primary goal is innovation and flexibility.( )
49. Small-batch production is distinguished by standardized production runs.( )