Q1. ________ is defined as the relationship among organizational resources as ou

Question

Q1. ________ is defined as the relationship among organizational resources as outlined by management.
   a. Vertical dimensioning
   b. Horizontal dimensioning
   c. Informal structure
   d. Formal structure

Q2. In general, the closer subordinates are physically, the more of them managers can supervise effectively.
   a. true
   b. false

Q3. The span of management is the number of individuals a manager supervises.
   a. true
   b. false

Q4. Horizontal dimensioning is directly related to the concept of scalar relationships.
   a. true
   b. false

Q5. ________ is the amount of time managers must spend synchronizing the activities of their subordinates with the activities of other workers.
   a. Geographic continuity
   b. Complexity of functions
   c. Coordination
   d. Similarity of functions

Q6. ________ is the degree to which workers' activities are difficult and involved.
   a. Coordination
   b. Complexity of functions
   c. Similarity of functions
   d. Geographic continuity

Q7. The organizing process ends after a manager evaluates the results of an implemented organizing strategy.
   a. true
   b. false

Q8. As the similarity of subordinate's activities increases, the appropriate span of management for the situation increases.
   a. true
   b. false

Q9. A department is a unique group of resources established by management to perform some organizational task.
   a. true
   b. false

Q10. Which of the following would be a factor that would have the tendency to decrease the span of management?
   a. managers have little responsibility for planning
   b. work of subordinates needs little coordination
   c. subordinates have similar functions
   d. subordinates are physically close
   e. subordinates have complex tasks

Q11. Scalar relationships refer to the chain-of-command positioning of individuals on an organization chart.
   a. true
   b. false

Q12. Classical organizing theory comprises the cumulative insights of early management writers on how organizational resources can best be used to enhance goal attainment.
   a. true
   b. false

Q13. Organizational structure is represented primarily by means of an organizational chart.
   a. true
   b. false

Q14. Responsibility is the management philosophy whereby individuals are held liable for how well they use their authority or live up to performing predetermined activities.
   a. true
   b. false

Q15. Organizational members should be obligated to perform only those activities that lead to goal attainment.
   a. true
   b. false

Q16. From the viewpoint of line personnel, conflict between line and staff positions is created because staff personnel tend to assume line authority.
   a. true
   b. false

Q17. In general, managers who are more controlling of their subordinates are more likely to use delegation.
   a. true
   b. false

Q18. In this role, staff personnel help to establish a mechanism for evaluating the effectiveness of organizational plans.
   a. Service role
   b. Control role
   c. Advisory role
   d. Functional role

Q19. The first step in the delegation process is assigning specific duties to the individual.
   a. true
   b. false

Q20. A job description is a list of specific activities that must be performed to accomplish some task or job.
   a. true
   b. false

Q21. Having authority guarantees a specific command will be obeyed.
   a. true
   b. false

Q22. Because responsibility is an obligation a person accepts, there is no way it can be delegated or passed on to a subordinate.
   a. true
   b. false

Q23. The president of the company and the production department supervisor are staff positions.
   a. true
   b. false

Q24. Line authority is the right to make decisions and to give orders concerning the production, sales, or finance-related behavior of subordinates.
   a. true
   b. false

Q25. A potential problem with responsibility gaps is that two employees may both perform the same task.
   a. true
   b. false

Q26. When staff personnel help establish a mechanism for evaluating the effectiveness of organizational plans, they are operating in a service role.
   a. true
   b. false

Q27. The management inventory card, the position replacement form, and the management manpower replacement chart are three separate record-keeping devices needed for a human resource inventory.
   a. true
   b. false

Q28. If a test is reliable it should be used as the sole determinant in hiring decisions.
   a. true
   b. false

Q29. An assessment center is a place where participants are evaluated to determine suitability for selection.
   a. true
   b. false

Q30. Lecture is a technique for instructing without the presence or intervention of an instructor.
   a. true
   b. false

Q31. The management manpower replacement chart is a form used in compiling a human resource inventory.
   a. true
   b. false

Q32. A human resource inventory contains the organizational history of an individual and indicates how that individual might be used in the organization in the future.
   a. true
   b. false

Q33. An aptitude test measures the level of skill or knowledge an individual possesses in certain areas.
   a. true
   b. false

Q34. Coaching involves moving an individual from job to job to enable the person to gain an understanding of the organization as a whole.
   a. true
   b. false

Q35. Under which one of the following methods of performance appraisal is it impossible to have two people with the same rating?
   a. critical-form essay
   b. free-form essay
   c. employee comparisons
   d. rating scale
   e. there is no method of evaluation where it is impossible for two people to have the same rating

Q36. Job analysis is a process of obtaining all pertinent job facts, and produces job descriptions and job specifications.
   a. true
   b. false

Q37. The EEOC is an agency established to enforce federal laws regulating recruiting and other employment practices.
   a. true
   b. false

Q38. Special project committees are vehicles for assigning a particular task to an individual in order to furnish him or her with experience in a designated area.
   a. true
   b. false

Q39. According to the model developed by Hellriegel and Slocum, a company is certain to fail if it has low stability and high adaptability.
   a. true
   b. false

Q40. Cost reduction is the most commonly cited reason for designing and implementing virtual offices.
   a. true
   b. false

Q41. Organizational change is a prerequisite for long-term organizational success. Another prerequisite is ________.
   a. stability
   b. technology
   c. trust
   d. growth
   e. money

Q42. In being an effective change agent, a person should determine how much change employees can withstand.
   a. true
   b. false

Q43. Workers who have some mobility but are expected to report to the office on a regular basis are tethered workers.
   a. true
   b. false

Q44. ________ is a conflict management technique whereby managers simply ignore the conflict.
   a. Compromising
   b. Resolving
   c. Forcing
   d. Avoiding

Q45. According to the model developed by Hellriegel and Slocum, a company is certain to fail if it has low stability and low adaptability.
   a. true
   b. false

Q46. In addition to change, some degree of stability is a prerequisite for long-term organization success.
   a. true
   b. false

Q47. Structural factors are any type of equipment or processes that assists organization members in the performance of their jobs.
   a. true
   b. false

Q48. Stabilizing an organization is part of the process of modifying an existing organization to increase organizational effectiveness.
   a. true
   b. false

Q49. Managers have been employing the OD techniques for several decades.
   a. true
   b. false

Q50. Stress is a major cause of employee absenteeism and turnover.
   a. true
   b. false

Explanation / Answer

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Q1. d) Formal structure is defined as the structure that will illustrate the type of relation and how they relate with each other amidst the various resources of the organization

Q2. a) True – this is common sense because when the subordinates are closer enough (say in the same geographical location and preferably in the same floor of a building, the manager can supervise them face to face more effectively – if they are far away, the virtual meetings, video conferencing, and phone call management will not be as effective as the traditional face to face management)

Q3. a) True – formerly known as span of control, and recently renamed as span of management, this phrase refers to the number of subordinates the supervisor or manager manages directly – it is usually around 15 for effective management

Q4. b. false – the horizontal relationship means that the hierarchy is not very tall – rather it is spread out on the breadth – usually the small companies follow this as they cannot afford to pay lots of middle level managers and they end up having a flat structure – a single managing director having more than 15 subordinates under him

But the scalar relationship is related to the unity of command meaning that a subordinate receives commands from only one supervisor and also the subordinate will report to only one supervisor.

As unity of command can be achieved in a vertical structure as well, there is no relation between unity of command and horizontal structure – hence the choice is false

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