Chapter 8 MGT 301 – Flashcards

Bob, the owner of Quality Catering, is driven by competition. He is very focused on meeting deadlines and quality, and delivering the results that customers want. He pushes his managers to continually exceed their productivity goals, and stresses that profits take precedence over employee development and satisfaction. Bob feels "there is not enough time for training." However, his employees are regularly rewarded for their success in meeting company goals. This is an example of a(n) ____ culture. A.) adhocracy B.) clan C.) hierarchy D.) target-driven E.) market

Alana, the children's department manager at Shoe Mart, has eight employees in her department, and all of them report directly to her. The eight employees who report directly to Alana are her _____. A.) hierarchy of authority B.) area of responsibility C.) management depth D.) span of control E.) span of direction

Jean-Paul, the store manager, was speaking with Patty, his new assistant manager, about the store's system of job relationships and whom she will report to and who will report to her. He said, "This structure is one of the things that motivates our workers to work together to achieve our company's goals." Jean-Paul was telling Patty about the store's _____. A.) code of ethics B.) analytics C.) organizational culture D.) diversity plan E.) organizational structure

HP founders David Packard and William Hewlett created a close-knit organizational culture that gave a lot of responsibility to employees and fostered innovation within the company, which were clearly stated values of the firm's founders. This is an example of _____. A.) a diverse perspective B.) analytics C.) espoused values D.) enacted values E.) focused values

According to Lawrence and Lorsch, the stability of an organization's environment determine(s) the degree of ____. A.) differentiation or integration that is appropriate B.) differentiation and efficiency needed C.) marketing and integration that is profitable D.) profitability that is vital E.) synergy needed in an organization

The more subunits into which an organization breaks down, the _____. A.) less differentiated it becomes B.) more highly differentiated it becomes C.) more unified it becomes D.) higher the costs E.) lower the productivity

Artem, the president of Instructor Services, told one of his new hires that "Managers are encouraged to solve their own problems rather than to buck the decision to a higher level, and decisions are made more quickly, which increases our organization's flexibility and efficiency." These advantages that Artem spoke of are attributed to ____. A.) management accountability B.) decentralized authority C.) management responsibility D.) work specialization E.) centralized authority

Elly and Sylvia, owners of Organic Foods, do not have a formal policy about dress code and work procedures because they see their company as a family place that is enjoyable to work for. Elly and Sylvia believe that if you treat employees like family, the company will do well and grow. These beliefs by the owners of Organic Foods represent the core values of their organization's culture, and are known as ____. A.) a code of ethics B.) observable artifacts C.) family codes D.) rites and rituals E.) basic assumptions

Thomas, a sales associate in the furniture department, reports to Betsey, the furniture department manager. This morning, Betsey asked Thomas to change the price tags on the desk chairs. While working on this task, David, the computer department manager, told Thomas that he wanted him to unload some computers. Thomas is confused about what to do because under the principle of unity of command, _____. A.) Thomas can refuse to do both tasks B.) employees can report to two managers, so Thomas needs to decide whom to listen to C.) Thomas needs to decide which manager has more power D.) Thomas will need to determine how he can multitask E.) employees should report to one manager

The AFL-CIO, a union, and the National Federation of Independent Business, are both voluntary groups with the purpose of advancing member interests. They are examples of _____. A.) mutual-benefit organizations B.) for-profit organizations C.) volunteer co-ops D.) nonprofit organizations E.) trade alliances

In a highly integrated organization, the specialists work together to achieve ____. A.) decentralization B.) centralization C.) assimilation D.) a common goal E.) differentiation

Dr. Jones is retiring from the hospital and he wants to start an organization, Doctor Help, that will provide low-income individuals in the United States with medical assistance at no cost. Doctor Help is an example of a(n) ____. A.) union B.) association C.) for-profit organization D.) nonprofit organization E.) co-op

Quality Paper Products utilizes a structure that includes functional divisions, such as accounting and production, and a divisional chain of command, such as the home products and office divisions. For example, Mary Beth, a salesperson, reported to both her sales manager and the office products manager when she first started working on the city of Springfield account. Quality Paper Products has developed a _____. A.) geographic-divisional structure B.) hollow structure C.) modular structure D.) matrix structure E.) team-based approach

Della, the new CEO of Sky Advertising, has been with the firm for over 25 years. She was picked by the board to turn the 85-year-old agency around and to do so, Della wants to bring back some old ideas that previously worked at Sky. She plans on having managers and veteran employees instruct each other about the organization's chosen values, beliefs, and expectations through holding some of the old rites and rituals, retelling stories about company legends, bringing back training and coaching, and once again having quarterly reward ceremonies. The things Della wants to do are an example of ____. A.) a value stabilizing plan B.) decentralizing authority C.) MBO D.) TQM E.) embedding culture

Making formal statements, holding rites and rituals, utilizing employee training and coaching, demonstrating how a leader reacts to a crises, being a role model, and giving rewards, promotions, and bonuses are some of the teaching methods that organizations can utilize to ____. A.) effect corporate change B.) conduct formal market research C.) follow legal requirements D.) perform competitive analysis E.) write a strategic plan

Joe, a salesperson for a landscaping company, is working with a longtime customer who is interested in either cutting back on the services or getting a better price due to the tight economy. Joe tells his manager, "I want to take care of the customer with the best value. So what do you think is the best package to offer in this situation?" Joe and his manager are trying to utilize the _____. A.) boundaryless approach B.) contingency design C.) streamlined design D.) mechanistic design E.) focused spending approach

Routine tasks and paperwork, as well as jobs that help your subordinates grow are __. A.) tasks that should not be delegated, according to Maslow B.) things that a manager should delegate, according to Frank Gilbreth C.) things that a manager should not delegate, according to Odette Pollar D.) tasks that should be delegated, according to Maslow E.) things that a manager should delegate, according to Odette Pollar

During a meeting, Tammy, the branch manager, was pointing to the corporate organization chart on the wall. Tammy remarked that "These people provide advice, recommendations, and research for us, and they are indicated with a dotted line. Jim, our CEO, and the vice presidents of our organization are up here, indicated on the organization chart by a solid line vertical line." The employees indicated on the organization chart by a solid line are ____, and those indicated by a dotted line are ____. A.) line managers; temporary personnel B.) line managers; part-time personnel C.) staff personnel; vital personnel D.) line managers; personnel in training E.) line managers; staff personnel

The scientists, nurses, and doctors who work for Medical Technology, an organization that researches the cure for several diseases, work together for a common goal of ending these illnesses. This is an example of ____. A.) diversity B.) contingency design C.) autocratic structure D.) integration E.) differentiation

Which of the following is an accurate conclusion from the "Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions" study involving the culture of 1,000 companies? A.) Adhocracy cultures produce better results. B.) An organization's culture does not matter. C.) Changing the organizational culture generally boosts financial performance. D.) Employees prefer market cultures. E.) Managers can use elements of these cultures to boost innovation and quality.

Phillip, owner of Technology Sales, said, "We have to focus on our customers and how can we beat the competition, so we have to be flexible." He encourages his R&D department to develop innovative products and focuses on being quick to respond to market changes. Technology Sales has a(n) _____. A.) goal-driven agenda B.) clan culture C.) market culture D.) adhocracy culture E.) focused approach

Paula, the CEO of EnviroSystems, has only three people reporting to her, the vice president of marketing, vice president of HR, and vice president of accounting. Paula has a _____. A.) small unity of command B.) broad span of influence C.) focused span of control D.) narrow span of control E.) wide span of control

A company with authority centralized in a single person, a flat hierarchy, few rules, and low work specialization is a characteristic of an organization with a _____. A.) horizontal design B.) hollow structure C.) simple structure D.) team-based design E.) functional structure

During weekly conference calls, Mary, a restaurant manager for a national chain of restaurants, and the other managers in her district explain to their district manager the reasons for different decisions and why certain costs and sales were higher or lower for the previous week. The explanation of their decisions and work results is known as __. A.) power B.) decision steps C.) touching D.) accountability E.) a hierarchy of authority

Ralph, the manager of a busy hardware store, knows that he needs to entrust many of his tasks to managers and other employees, rather than falling into the common trap of perfection, believing he is the only person who can do this right and on time. This process of assigning tasks to lower-level managers and employees is known as ____. A.) span of control B.) outputting C.) handing D.) accountability E.) delegation