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MGT 121 - Ch 9 Flashcards | StudBud
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MGT 121 - Ch 9
MGT 121 - Ch 9
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Answers
1
Which is an advantage of a virtual organizational structure?
consistent communication
increased employee engagement
inexpensive technology
geographical flexibility
2
A company with ____ employees will likely apply a mechanistic structure.
50
5,000
500
5
3
A holocracy is based on a traditional organizational hierarchy.
True
False
4
Increasing an employee's responsibilities will increase their authority.
False
True
5
A network structure is ideal for companies who outsource.
True
False
6
Productivity is highest with a horizontal organizational structure.
False
True
7
A middle manager will report to ____.
division managers
first-line managers
department managers
upper managers
8
Which organizational structure focuses on teamwork and collaboration?
divisional
simple
horizontal
vertical
9
Work specialization is the separation of roles by assignments.
False
True
10
Which is an act of delegation?
completing a job assignment
hiring a new employee
assigning a project to someone
ordering equipment
11
Which type of model focuses on departmentalization?
mechanistic
process-based
simple
virtual
12
Who is the highest-ranking person of a company?
Chief Executive Office
Chief Marketing Officer
Chief Financial Officer
Chief Information Officer
13
Which person is a middle manager?
Jorge, who is in charge of a sales division
Axel, who is reporting to a department manager
Cartier, who is making strategic large-scale decisions
Fiona, who is tracking day-to-day activities
14
Which is the correct order of authority? (highest ranking to lowest)
employees, department managers, executive level officers
executive level officers, department managers, employees
department managers, employees, executive level officers
15
A functional structure encourages collaboration between departments.
True
False
16
Read the picture.
birth
maturity
midlife
youth
17
Which type of manager direct daily activities for production?
department manager
middle manager
division manager
first-line manager
18
A circular structure depicts which employees at the center of the circle?
the newest employees
top leadership
entry-level workers
mid-level employees
19
Which organizational structure is based on a hierarchical chain of command?
vertical
horizontal
functinoal
divisional
20
A manager's span of control is based on their number of ____.
supervisors
direct reports
departments
years with the company
21
Read the picture.
matrix
boundaryless
holocratic
circular
22
A horizontal structure leads to which type of organizational culture?
competitive
hierarchical
individualized
collective
23
The unity of command strategy is based on reporting ____.
directly to top management
to a team
to multiple leadership positions
to one individual
24
The decisions made by a top manager are likely to only impact leadership-level employees.
True
False
25
Which stage is associated with being very bureaucratic?
midlife
birth
maturity
youth
26
A company is in the midlife stage when it is ____.
continuing to expand but embracing creative opportunities
starting to hire emplopyees
being formed
completely bureaucratic and automated
27
in a holocracy, decisions are made by ____.
each employee
management
teams
partnerships
28
Read the picture.
horizontal
vertical
simple
functional
29
An employee within a mechanistic structure will experience ____.
specialized routine tasks
contributing to decisions
informal work arrangement
creative opportunities
30
Which is a characteristic of the circular structure?
absence of any divisions
traditional design
all employees on same level
utilizes hierarchical concepts
31
Which is a characteristic of a bureaucracy?
job specialization
constant communication with leadership
contemporary approach
bottom-up structure
32
An organizational chart is a type of visual communication.
False
True
33
Network strategies focus on ____.
grouping employees by talent
authority hierarchy
working with other companies
reinforcing communication
34
Which is a disadvantage of the simple structure?
complex communication channels
layers of management
delayed implementation
overwhelmed leadership
