1. Classroom Response System
Organizing the Business
Business Essentials, 8th Edition Ebert/Griffin
Classroom Response System
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2. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Identifying the necessary jobs within a business and how each job relates to one another is known as:
A Gantt chart
Organizational structure
A work team
Organizational behavior
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3. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Identifying the necessary jobs within a business, and how each job relates to one another is known as:
A Gantt chart
Organizational structure
A work team
Organizational behavior
Organizational structure requires a manager to look at how all the pieces of the firm fit together.
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4. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A diagram that depicts a firm’s structure and how each employee fits in that structure is a(n):
Matrix
Span of control
Organizational chart
Centralized diagram
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5. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A diagram that depicts a firm’s structure and how each employee fits in that structure is a(n):
Matrix
Span of control
Organizational chart
Centralized diagram
An organizational chart shows where each employee fits within the chain of command.
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6. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Listing specific tasks, and naming people to perform them, is known as:
Departmentalization
Job specialization
Span of control
Decentralization
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7. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Listing specific tasks, and naming people to perform them, is known as:
Departmentalization
Job specialization
Span of control
Decentralization
Job specialization identifies “who” will do “what.”
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Departmentalization allows a firm to treat each department as its own unit, also known as:
Division
Profit center
Divisional structure
Customer area
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9. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Departmentalization allows a firm to treat each department as its own unit, also known as:
Division
Profit center
Divisional structure
Customer area
Breaking departments into profit centers can help management to better identify strengths and weaknesses within the firm.
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Dividing the organization by tasks, such as accounting and marketing is known as:
Product departmentalization
Customer departmentalization
Functional departmentalization
Process departmentalization
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11. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Dividing the organization by tasks, such as accounting and marketing is known as:
Product departmentalization
Customer departmentalization
Functional departmentalization
Process departmentalization
Dividing organizations by what employees actually DO is known as functional departmentalization.
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12. Dividing the organization based on location is also known as:
Product departmentalization
Customer departmentalization
Functional departmentalization
Geographic departmentalization
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13. Dividing the organization based on location is also known as:
Product departmentalization
Customer departmentalization
Functional departmentalization
Geographic departmentalization
Organizing departments by geography can make communication and problem solving more convenient.
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A business that gives most of the decision-making authority to top management:
Uses a centralized organization
Uses a decentralized organization
Has an informal structure
Has made a strategic error
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15. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A business that gives most of the decision-making authority to top management:
Uses centralized organization
Uses decentralized organization
Has an informal structure
Has made a strategic error
When top management makes most of the decisions, the firm has a centralized organization.
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16. Which of these statements regarding organizational structures is true?
Communication in tall structures is better than in flat structures.
It is normal for a business to become taller as it grows in size.
Adding layers of management improves performance because it raises expectations.
None of these are true.
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17. Which of these statements regarding organizational structures is true?
Communication in tall structures is better than in flat structures.
It is normal for a business to become taller as it grows in size.
Adding layers of management improves performance because it raises expectations.
None of these are true.
Businesses will usually add layers of management as the business grows.
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A manager in a flat organization will tend to supervise a number of subordinates. This means:
The manager deserves more money.
The subordinates are not being well managed.
The manager has a wide span of control.
The manager has too much responsibility.
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19. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A manager in a flat organization will tend to supervise a number of subordinates. This means:
The manager deserves more money.
The subordinates are not being well managed.
The manager has a wide span of control.
The manager has too much responsibility.
Flat organizations have wider spans of control than tall organizations.
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20. Allocating work to a subordinate is known as:
Delegation
Accountability
Intrapreneuring
Responsibility
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21. Allocating work to a subordinate is known as:
Delegation
Accountability
Intrapreneuring
Responsibility
Effective managers will delegate work to subordinates.
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Employees who have an obligation to complete a task successfully for their manager have:
Authority
Responsibility
Accountability
Centralized decision making
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23. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Employees who have an obligation to complete a task successfully for their manager have:
Authority
Responsibility
Accountability
Centralized decision making
An employee with a sense of accountability will complete work correctly and on time.
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24. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A manager delegates a task to an associate and also gives her decision-making power. The manager has given ______ to the associate.
Chain of command
Authority
Specialization
Strategic power
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25. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A manager delegates a task to an associate and also gives her decision-making power. The manager has given ______ to the associate.
Chain of command
Authority
Specialization
Strategic power
Giving authority to make decisions to an associate is a vital tool in the delegation process.
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A manager has ______ over a subordinate because of the manager’s place in the chain of command.
Staff authority
Line authority
Team authority
Committee authority
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27. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A manager has ______ over a subordinate because of the manager’s place in the chain of command.
Staff authority
Line authority
Team authority
Committee authority
Line authority gives the manager power over the subordinate.
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28. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Experts or specialists may have _____ when advising certain departments within the firm.
Staff authority
Line authority
Team authority
Committee authority
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29. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Experts or specialists may have _____ when advising certain departments within the firm.
Staff authority
Line authority
Team authority
Committee authority
Experts in the field can have staff authority based on their knowledge of a particular matter.
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30. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A group which is empowered to plan and organize their own work with little supervision.
Work teams
Matrix structures
Intrapreneur group
Functional work units
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31. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A group which is empowered to plan and organize their own work with little supervision.
Work teams
Matrix structures
Intrapreneur group
Functional work units
Work teams have a great deal of freedom to plan, assign, and complete work activities.
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32. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A department which resembles a business because it produces and markets its own products.
Virtual organization
Division
Matrix structure
Decentralized team
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33. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
A department which resembles a business because it produces and markets its own products.
Virtual organization
Division
Matrix structure
Decentralized team
Larger businesses are often composed of several smaller divisions.
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34. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Some groups work almost exclusively on projects, with little hierarchy. They are:
Learning organizations
Flat organizations
Team organizations
Tall organizations
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35. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Some groups work almost exclusively on projects, with little hierarchy. They are:
Learning organizations
Flat organizations
Team organizations
Tall organizations
Team organizations focus on solving specific problems. Once the project is completed, each member moves on to a new project.
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36. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
An organization with little formal structure, flexible staffing, and responsiveness to the specific demands of each unique situation is a:
Learning organization
Grapevine
Virtual organization
Functional organization
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37. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
An organization with little formal structure, flexible staffing, and responsiveness to the specific demands of each unique situation is a:
Learning organization
Grapevine
Virtual organization
Functional organization
A virtual organization will contract employees to meet short-term needs.
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38. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Underlying the formal organization are the everyday relations of the employees. This often unseen structure is known as:
Intrapreneuring
An informal organization
A matrix structure
A functional organization
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39. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Underlying the formal organization are the everyday relations of the employees. This often unseen structure is known as:
Intrapreneuring
An informal organization
A matrix structure
A functional organization
The interpersonal nature of work, beyond the actual tasks that are performed, is an influential force.
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40. The informal structure communicates through the:
Grapevine
Divisional structure
Committee structure
Team structure
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41. The informal structure communicates through the:
Grapevine
Divisional structure
Committee structure
Team structure
Employees gather information through phone calls, , and in the break room. All of these channels are part of the grapevine.
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42. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
3M encourages its employees to spend time on personal projects that may become new products for the company. 3M encourages:
The learning organization
An international organizational structure
Intrapreneuring
Externships
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43. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
3M encourages its employees to spend time on personal projects that may become new products for the company. 3M encourages:
The learning organization
An international organizational structure
Intrapreneuring
Externships
Many businesses encourage their employees to develop their own projects and “sell” them as new product ideas to management.
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44. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall