What is defined as the clear and distinct line of authority among the jobs and positions within an organization?

MGMT 309

SURVEY OF MANAGEMENT

Texas A & M University-College Station

Organizing

a.is the second basic managerial function; it follows planning and decision making.

b.involves shaping the organization over time and is never truly finished.

c.involves grouping activities and resources.

d.can help the organization be flexible.

e.All of these choices

Which of the following is NOT a part of the organizational structure?

a.Decision making

b.Designing jobs

c.Establishing reporting relationships

d.Distributing authority among jobs

e.Grouping jobs

____ is the determination of an individual's work-related responsibilities.

a.Organization structure

b.Organization design

c.Job design

d.Departmentalization

e.Delegation

Job ____ refers to the degree to which the organization's overall task is broken down and divided into smaller component parts.

a.Delegation

b.Departmentalization

c.Organization

d.Specialization

e.Decentralization

Some companies now have a chief ethics officer. They usually have a legal background and are responsible for whistle-blowing, ethics training, financial statements review, and investigations. This is an example of ____.

a.Decentralization

b.job autonomy

c.Delegation

d.job enrichment

e.job specialization

Which of the following statements describes specialization?

a.Specialization always reduces the amount of available transfer time.

b.With specialization, workers are more likely to be absent.

c.Employee training is more costly.

d.Individual dexterity will be decreased with specialization.

e.Automation of production processes is more difficult with specialization.

Which of the following statements are accurate about job specialization?

a.Workers are more proficient.

b.Equipment is more specialized.

c.Training is simplified.

d.Workers are more likely to be bored.

e.All of these choices

The starting point for all job design activities is determining the level of desired

a.specialization.

b.departmentalization.

c.delegation.

d.authority.

e.responsibility.

Which of the following statements describes an advantage of job specialization?

a.Employees become experts.

b.The development of equipment is facilitated.

c.Managers can exercise greater control.

d.Managers become experts.

e.All of these choices

Army officers use an expression "not in my lane," which derives from the basic marksmanship function of establishing firing lanes for who fires at which targets. The idea is to spread people over the whole area so you do not miss anything and to prevent everyone from firing at the same target. This is an example of

a.delegation.

b.departmentalization.

c.job rotation.

d.job enrichment.

e.job design.

Lawrence Burch is a tire handler for the Newman racing team. The pit crews in auto racing use

a.job enlargement.

b.job enrichment.

c.job rotation.

d.job characteristics approach.

e.job specialization.

____ can be used to balance with specialization.

a.Job rotation

b.Job enlargement

c.Work team creation

d.Job enrichment

e.All of these choices

Workers in a McDonald's are trained to cook, clean, fill drinks, take orders, and fill orders. During a shift they work each job for one hour. This is an example of job

a.specialization.

b.rotation.

c.delegation.

d.enlargement.

e.enrichment.

Life guards at a public pool change positions every thirty minutes. They use job ____.

a.Specialization

b.Rotation

c.delegation

d.enlargement

e.Enrichment

In which alternative to specialization does the job itself remain the same, which means satisfaction usually wanes quickly?

a.Job characteristics approach

b.Job rotation

c.Job enrichment

d.Job enlargement

e.Work teams

Which of the following statements describes a characteristic of job rotation?

a.The jobs themselves remain the same.

b.As a training device, it reduces flexibility and worker skills.

c.The jobs involved are usually difficult and complex.

d.It tends to significantly enhance employee motivation.

e.It requires no additional training.

Susan is a joke writer for late night television. She used to receive the "setups" someone else wrote. Now she is included in writing the "setups." This is an example of

a.job specialization.

b.job rotation.

c.job enrichment.

d.job enlargement.

e.a narrow span of management.

One of the common complaints of special education teachers is that they are not allowed to teach because of all the paperwork they are required to fill out and keep current. They once only had to teach, but now they have so many other duties that they don't feel they are doing anything well. In this case, ____ did not produce satisfied workers.

a.job specialization

b.job rotation

c.job enrichment

d.job enlargement

e.a narrow span of management

Invacare modified the wheelchair assembly process so that workers assemble the entire wheelchair rather than simply adding one or two pieces as is normal on most assembly lines. This is an example of

a.job enrichment.

b.job enlargement.

c.job rotation.

d.quality circles.

e.work teams.

____, as an alternative to specialization, has the disadvantages of raising training costs, unions arguing for more pay for doing more tasks, and worker boredom setting in.

a.Job enrichment

b.Job enlargement

c.Job rotation

d.Work teams approach

e.Job characteristics approach

With job enrichment, workers can ____. This does not occur with job enlargement.

a.periodically move from one job to another

b.complete more of the same type of tasks

c.experience enhanced pride because they excel at one narrow task

d.find their authority and responsibility are increased

e.take longer and more frequent breaks

Which of the following is NOT an alternative to job specialization?

a.Job rotation

b.Job delegation

c.Job enrichment

d.Job enlargement

e.Work teams

Mihee is in nursing school. Part of her practical experience is to spend a few weeks in each department of the hospital. The school is using job ____ as a training technique.

a.Specialization

b.Rotation

c.Loading

d.Enlargement

e.Enrichment

____ is defined as systematically moving employees from one job to another.

a.Job enlargement

b.Job enrichment

c.Work teams

d.Job specialization

e.Job rotation

Carol worked in an office assigning, reviewing, and assessing projects. When her office was moved closer to the projects, she could walk outside to check on the projects. The ability to get fresh air in the middle of the day raised her job satisfaction significantly. This is an example of

a.job enlargement.

b.job enrichment.

c.work teams.

d.job specialization.

e.job rotation.

Ben is a music teacher at Manchester High School. He loves what he does and enjoys showing his students off. He marches them in parades and football half-time shows, even though it is not in his contract. Ben leaves Manchester High for a new job. His replacement is now expected to continue the parades and half-time shows. This is an example of

a.job enlargement.

b.job enrichment.

c.work teams.

d.job specialization.

e.job rotation.

Job ____ requires that autonomy be part of the job.

a.Specialization

b.Rotation

c.Delegation

d.Enlargement

e.Enrichment

Although a pay increase would be useful when a change in job design is made, for which of the following would it be expected?

a.Job enrichment

b.Job enlargement

c.Job rotation

d.Creation of work teams

e.Job specialization

Veronica has a high growth-need. She never wants to feel stagnant. She would like ____.

a.job enrichment

b.job enlargement

c.job rotation

d.job characteristics approach

e.job specialization

Rose Marie's boss tells her what to do, not how to do it. Which of the following statements is TRUE?

a.Rose Marie must have high growth-need strength.

b.Rose Marie is apparently receiving much feedback from some source.

c.The job must allow Rose Marie to use many of her skills.

d.Rose Marie must view the job as important to the firm's successes.

e.Rose Marie apparently has a high degree of autonomy in her job.

The job characteristics approach to job design is a specific method for taking into account both the work system and employee preferences. It is similar to the more general ____ approach.

a.job rotation

b.job enrichment

c.job enlargement

d.work teams

e.job specialization

The phrase "A mothers work is never done," identifies the lack of ____ mothers have.

a.Autonomy

b.Feedback

c.task significance

d.skill variety

e.task identity

Managers plan, control, organize, and lead. They need good people abilities as well as analytical abilities. A manager's job has

a.autonomy.

b.feedback.

c.task significance.

d.skill variety.

e.task identity.

The extent to which workers know how well they are doing in their jobs is called

a.autonomy.

b.compensation.

c.evaluation.

d.feedback.

e.sensing.

Teachers at South Elementary School are allowed to pair up and teach a class twice as large as others. This allows the teachers to specialize in the subjects they most enjoy. This is an example of

a.work teams.

b.feedback.

c.task significance.

d.skill variety.

e.task identity

Air traffic controllers must focus on every task at hand. They know many people's lives are counting on them. They have

a.autonomy.

b.feedback.

c.task significance.

d.skill variety.

e.task identity.

____ are most alike in terms of the amount of authority and responsibility workers are given with each.

a.Job rotation and job enrichment

b.Work teams and job enlargement

c.Job rotation and work teams

d.Job enrichment and work teams

e.Job enlargement and job enrichment

____ is the grouping of jobs into some logical arrangement.

a.Specialization

b.Departmentalization

c.Job rotation

d.Delegation

e.Job design

All of the following are bases for departmentalization EXCEPT

a.function.

b.location.

c.product.

d.customer.

e.competition.

A regional manufacturing operation has the following divisions: manufacturing, finance, human resources, marketing, and shipping/receiving. This is an example of ____ departmentalization.

a.Functional

b.Location

c.Product

d.Customer

e.Sequential

Which of the following is the MOST commonly used basis for departmentalization, especially among small businesses?

a.Location

b.Function

c.Product

d.Customer

e.Sequence

Go into most hospitals, and you will find a billing department, an x-ray department, an insurance claims department, and a pharmacy. These various departments indicate that most hospitals use a ____ basis for departmentalization.

a.Functional

b.Location

c.Product

d.Customer

e.Sequential

Which of the following statements describes an advantage of functional departmentalization?

a.Organizational decision making is faster.

b.Each department is staffed by experts.

c.Functional managers can easily control activities within the department.

d.Areas of responsibility are clearly defined.

e.All of these choices

A municipal government has departments for construction, fire, first aid, schools, taxes, public works, and recreation. It ____ departmentalization.

a.Product

b.Functional

c.Location

d.Customer

e.Sequential

Which of the following methods of departmentalization groups jobs according to their involvement in the same or similar activities?

a.Customer

b.Product

c.Functional

d.Divisional

e.Location

At Haldeman Ford dealership employees specialize in sales, service maintenance, customer service, and accounting. What form of departmentalization does Haldeman use?

a.Customer

b.Product

c.Functional

d.Divisional

e.Location

The night shift at a plant is an example of which departmentalization?

a.Time

b.Location

c.Divisional

d.Sequential

e.Customer

Product departmentalization has the disadvantages that ____ and administrative cost is increased.

a.decision making is slowed

b.performance of individual product lines is hard to assess

c.managers often fail to focus on what is good for the organization as a whole

d.experts are concentrated in one area

e.the organization must have skilled specialists to deal with each client group

____ departmentalization has the advantage of reducing the number of skills a manager must possess.

a.Location

b.Customer

c.Sequential

d.Functional

e.Product

In large organizations you would expect to find ____ departmentalization(s).

a.Location

b.Customer

c.a combination of two or more

d.Functional

e.Product

GM has a division for GMC trucks and one for Buicks, Oldsmobiles, and Cadillacs. This is an example of ____ departmentalization.

a.Product

b.Location

c.Divisional

d.Sequential

e.Customer

Which of the following statements does NOT describe an advantage of product departmentalization?

a.Decision making can be done at the top management levels.

b.All similar activities within an organization can be done simultaneously.

c.Administrative costs are lower.

d.Sales forecasting is easier.

e.Performance of individual product lines is easy to assess.

Procter & Gamble is departmentalized, in part, on the basis of product. Which of the following characteristics would you expect to find at Procter & Gamble?

a.High levels of functional specialization

b.Narrow range of skills in each department to enhance supervision

c.A dual command structure

d.Slow and bureaucratic decision making

e.More effective evaluation of the performance of individual products or product groups than with functional departmentalization

Sears has departments for clothing, tools, jewelry, and home goods. This is an example of departmentalization by

a.product.

b.location.

c.division.

d.sequence.

e.customer.

Which of the following is a common disadvantage inherent in product, customer, and location departmentalization?

a.Decision making is slowed.

b.Managers are unable to delegate as much.

c.It is difficult to pinpoint the cause of failures.

d.The organization tends to become more centralized.

e.Administrative costs tend to rise due to an increase in the size of staff.

Hospitals have sections devoted to senior citizens (geriatric wards), children (pediatric wards), cancer patients (oncology wards), heart patients (coronary units), etc. From this information alone, you would say that hospitals use ____ departmentalization.

a.Product

b.Function

c.Location

d.Customer

e.Sequence

An appropriate basis of departmentalization for multinational companies is

a.product.

b.function.

c.location.

d.customer.

e.sequence.

Plastic Polymers has employees working three different shifts. Based on this information, we can surmise that the employees are organized on the basis of

a.product.

b.function.

c.location.

d.customer.

e.time.

Insurance claim clerks handle cases based on policy number. What basis of departmentalization does this represent?

a.Time

b.Function

c.Sequence

d.Location

e.Product

The term ____ suggests that there must be a clear and unbroken line of authority and responsibility from the lowest to the highest position.

a.Autonomy

b.Delegation

c.chain of command

d.unity of command

e.scalar principle

____ is defined as clear and distinct lines of authority among all positions in an organization.

a.Autonomy

b.Delegation

c.Chain of command

d.Span of management

e.Departmentalization

Which of the following refers to the number of subordinates who report directly to a given manager?

a.Responsibility

b.Departmentalization

c.Delegation

d.Span of management

e.Authority

Span of management is the

a.extent to which authority is delegated at the individual level.

b.extent to which authority is systematically delegated to middle and lower levels of management.

c.number of subordinates reporting to a particular manager.

d.process of grouping jobs according to some logical pattern.

e.number of managers assigned to a department.

Another name for span of management is span of

a.delegation.

b.authority.

c.centralization.

d.control.

e.influence.

If a manager has only a few subordinates, she has a span of management that is

a.wide.

b.functional.

c.delegated.

d.narrow.

e.direct.

Yoshiko is the manager of the accounting department. She has an assistant manager who reports to her. Four supervisors also report to her from other divisions. The supervisors have three subordinates each. Yoshiko has a span of management of

a.twelve.

b.thirteen.

c.three.

d.four.

e.five.

Graicunas quantified three kinds of interactions with subordinates. They are

a.functional, product, and customer.

b.direct, cross, and group.

c.direct, indirect, and indeterminate.

d.delegated, centralized, and decentralized.

e.group, individual, and team.

A wide span of management produces

a.a flat organization.

b.multiple layers of management.

c.a parallel organization.

d.a horizontal organization.

e.a vertical organization.

The advantages of a flat organization include

a.greater communication between upper and lower levels of management.

b.lower total managerial costs.

c.flexibility.

d.improved employee productivity.

e.All of these choices

Which of the following is an advantage of tall organizations?

a.Less expensive to operate than flat organizations

b.Less administrative and supervisory responsibility for managers

c.Increased worker productivity

d.Increased worker morale and job satisfaction

e.Fewer communication problems than in flat organizations

In Organization A, three people are assigned to each supervisor. In Organization B, six people are assigned to each supervisor. Assuming that the number of people in both organizations is the same, which of the following relationships exists?

a.Organization A is flatter than Organization B.

b.Organization A will be more successful than B.

c.Organization A is more decentralized than Organization B.

d.The span of management in Organization A is narrower than in Organization B.

e.More delegation will take place in Organization A than in Organization B.

Which of these is associated with a smaller span of management?

a.More job rotation

b.Tasks that are very similar

c.Work that is standardized

d.Subordinates who are widely dispersed

e.Subordinates who prefer low supervision

Which of the following factors influences the effectiveness of the span of management?

a.Standardization

b.Frequency of new problems

c.Physical dispersion

d.Competence of the manager

e.All of these choices

Which of the following factors does NOT influence the effectiveness of the span of management?

a.Similarity of tasks being supervised

b.Extent of job rotation used

c.Physical dispersion of subordinates

d.Preferences of supervisors and subordinates

e.Degree of required interaction

Giovanna is very competent. She works in a relatively predictable environment. All of his subordinates do the same activity with few problems. This situation would tend to call for

a.a narrow span of management.

b.delegation.

c.a wide span of management.

d.a tall organization.

e.a decentralized organization.

Tammy is trying to decide how many subordinates to assign to a first-line supervisor. The subordinates are well qualified and all working on very similar tasks. Also, they are all located in one small area of the plant. On the other hand, the supervisor in question has a large quantity of paperwork to do each day. What should Tammy do?

a.She cannot determine proper span from this information.

b.She should use a broad span of control.

c.She should use a narrow span of control.

d.It is hard to say. Half the factors dictate a broad span and half a narrow span of control.

e.It really does not matter which way she chooses to go.

Sailaja manages a department with few standard procedures. Members are located in various parts of the state, but they are well connected electronically. The department performs tasks requiring a great deal of interaction between manager and subordinates. When structuring this department, what should she do to most effectively supervise its activities?

a.Use a narrow span of control

b.Create a flat organization

c.Use a high degree of decentralization

d.Use functional departmentalization

e.Limit delegation as much as possible

The opposite of micromanaging is

a.decentralization.

b.span of management.

c.unity of command.

d.departmentalization.

e.delegation.

The primary reason for delegation is to

a.increase subordinate motivation.

b.make performance appraisals easier to evaluate.

c.incorporate the unity of command principle.

d.enable managers to get more work done.

e.increase the span of management.

Delegation enables managers to

a.get more work done.

b.have experts address specific issues.

c.develop subordinates.

d.work more efficiently and effectively.

e.All of these choices

When delegating, a supervisor should do all of the following EXCEPT

a.assign responsibility.

b.develop a control system.

c.create accountability.

d.grant authority.

e.develop subordinates.

A pastor at a large church shares responsibilities with a student ministries coordinator. This is an example of

a.decentralization.

b.span of management incrementing.

c.unity of command.

d.departmentalization.

e.delegation.

The program in which student teachers enter the classroom and take over some of the workload from the classroom teacher in order to learn more about what being a teacher entails is similar to the management practice of

a.decentralization.

b.span of management incrementing.

c.unity of command.

d.departmentalization.

e.delegation.

Effective delegation incorporates all the following steps EXCEPT

a.assigning responsibility to the subordinate.

b.granting sufficient authority to do the job.

c.making the subordinate accountable for results.

d.closely supervising the subordinate following the delegation.

e.giving the subordinate the power to accomplish the assigned task.

In theory, delegation from a manager to a subordinate consists of

a.assigning responsibility, granting authority, and creating accountability.

b.assigning responsibility, creating a position, and creating accountability.

c.creating a position, overcoming defiance, and promoting acceptance.

d.creating accountability, promoting acceptance, and requiring performance.

e.creating accountability, assigning responsibility, and requiring performance.

____ deal with the distribution of authority.

a.Centralization and departmentalization

b.Decentralization and delegation

c.Span of management and departmentalization

d.Span of management and delegation

e.Departmentalization and coordination

Which of the following statements describes a barrier to effective delegation?

a.The manager may feel it will be quicker to do it herself.

b.The manager may be afraid of looking inferior to the subordinate.

c.The manager may feel her communication skills are not strong enough.

d.The subordinate may feel that the task is not in her job description.

e.All of these choices

____ results from maximum delegation throughout the organization.

a.Decentralization

b.Horizontal work loading

c.Specialization

d.Job design

e.Vertical work loading

An organization is ____ when power and control are kept at the top levels of management.

a.centralized

b.specialized

c.decentralized

d.departmentalized

e.wide

Decentralization is NOT usually pursued

a.in a complex environment.

b.when the home office wants to maintain control.

c.when decisions that must be made on a daily basis are relatively minor.

d.when lower-level managers are talented leaders.

e.in an uncertain environment.

When managers delegate responsibility and grant authority to their subordinates

a.they diminish their own capability to get things done.

b.they diminish their own power and authority.

c.they are still ultimately responsible for the results.

d.good performance by subordinates will be viewed as a threat to the managers' own careers.

e.they are using an inefficient training method.

____ is the systematic retention of power and decision-making authority by top management.

a.Decentralization

b.Delegation

c.Specialization

d.Job design

e.Centralization

Girl Scout leader volunteers attend monthly leader meetings to learn about changes in rules and procedures. This is an example of

a.centralization.

b.specialization.

c.decentralization.

d.departmentalization.

e.compartmentalization.

____ is the systematic distribution of power and authority to middle and lower-level managers throughout the organization.

a.Decentralization

b.Delegation

c.Specialization

d.Job design

e.Centralization

What would most likely cause an organization to decentralize?

a.The need to make decisions that could cost the company millions of dollars

b.A large number of new and untested middle managers

c.A dynamic or complex environment

d.A corporate culture that believes that all important decisions must be made by top-level managers

e.Strong leadership at top levels

____ involves linking together the activities of the various parts of an organization to promote harmonious movement toward organizational goals.

a.Decentralization

b.Delegation

c.Coordination

d.Job design

e.Centralization

The primary reason for coordination in organizations is

a.due to the interdependence of work units and groups.

b.due to the need to foster more delegation.

c.due to the requirement for centralized decision making.

d.to keep the organizational structure as flat as possible.

e.to break the organization's overall task into its component parts.

When departments or units operate with little interaction, and the profits and losses are simply added together, the units operate with ____ interdependence.

a.Pooled

b.Mixed

c.Functional

d.Hierarchical

e.Sequential

At Cornercopia plant nursery, customers place orders and arrange payment and delivery. The order is sent to the delivery department with where and when delivery is expected. What level of interdependence does this example represent?

a.Pooled

b.Mixed

c.Functional

d.Hierarchical

e.Sequential

At BMW the marketing department helps develop sales forecast for the operations managers, who give availability information to dealerships. When dealerships have a specific order, they send it to operations. What level of interdependence does this example represent?

a.Pooled

b.Mixed

c.Functional

d.Reciprocal

e.Sequential

The public relations department at Siemens depends on information provided by other departments to write a press release. The press release is then reviewed by the directors before announcement. What level of interdependence does this represent?

a.Pooled

b.Reciprocal

c.Sequential

d.Hierarchical

e.Functional

In schools math, English, science and social studies departments operate separately. Student test scores in each area are gathered to evaluate the effectiveness of the school. What level of interdependence does this represent?

a.Pooled

b.Reciprocal

c.Sequential

d.Hierarchical

e.Functional

The activities of a hospital depend on information sharing between admissions, nurses, doctors, the laboratory, pharmacy, and housekeeping. What level of interdependence is this?

a.Pooled

b.Reciprocal

c.Functional

d.Hierarchical

e.Sequential

Paul supervises a crew engaged in laying a pipeline from Dallas to Ponca City, Oklahoma. The crew is able to lay about a mile of pipe each day. Supplies of pipe are delivered by truck to various points along the pipeline route. When shipments of pipe are delayed, it results in a work stoppage for Paul's crew. What level of interdependence does this represent?

a.Pooled

b.Reciprocal

c.Functional

d.Hierarchical

e.Sequential

Which of the following methods of coordination is MOST appropriate for pooled or simple sequential interdependence?

a.Task forces or integrating departments

b.Managerial hierarchy or liaison roles

c.Task forces or liaison roles

d.Formalized rules or liaison roles

e.Managerial hierarchy or rules and procedures

Demetra is head underwriter for Beta Insurance. The administrative section that receives applications from the sales force and gathers other information that the underwriters need works for her. The underwriting department also comes under her supervision. What coordination technique does this represent?

a.Integrating department

b.Task force

c.Managerial hierarchy

d.Centralization

e.Rules and procedures

Which of the following coordination techniques is appropriate when interdependence is of the complex reciprocal variety?

a.Integrating department

b.Task force

c.Managerial hierarchy

d.Centralization

e.Rules and procedures

Derda, Inc. manufactures equipment used for professional woodworking. It has one department devoted to producing embossing machines, which are used to create wood moldings and panels. It has another department that produces sanding machines. The departments interact very little on a day-to-day basis, and their only responsibility to each other is to see that they both contribute to Derda's success. There is, however, an engineer assigned to the embosser department who stays in contact with people in the sander department to make sure that each is being treated equitably. As the engineer has no formal role, he is likely playing the coordinating role of

a.integrator.

b.disseminator.

c.monitor.

d.liaison.

e.taskmaster.

With respect to their use as coordinating devices, what is the difference between a task force and an integrating department?

a.Task forces are more temporary.

b.Task forces are used with more complex forms of interdependence.

c.Task forces require the use of more people.

d.Task forces are more permanent.

e.Task forces require fewer people.

Integrating departments

a.are never used for coordination.

b.are more permanent than task forces.

c.have only permanent members.

d.never contain temporary members.

e.are used when pooled or simple sequential interdependence exists.

Employees in staff positions

a.are part of the direct chain of command.

b.are given total responsibility for the achievement of organizational goals.

c.have more authority than people in line positions.

d.have the same organizational purpose as employees in line positions.

e.None of these choices

Dahlia is chief legal counsel for Saks Fifth Avenue. Her position is considered a(n) ____ position.

a.Line

b.Integrating

c.Hierarchical

d.Staff

e.Managerial

Jerry is chief ethics officer. He is involved with risk management, stakeholder relationships, whistle-blowing, ethics training, investigations, and preparation of financial statements. Jerry has a(n) ____ position.

a.Line

b.Integrating

c.Hierarchical

d.Staff

e.Managerial

To decrease their administrative intensity, many organizations are

a.eliminating staff positions.

b.hiring managers who are less intense.

c.decreasing the number of middle managers.

d.increasing job rotation programs.

e.modifying job designs so as to alleviate worker stress.

Yoshi is an attorney for Johnson & Johnson. She has a(n) ____ position.

a.Line

b.Integrating

c.hierarchical

d.Staff

e.Managerial

Functional authority is

a.formal authority given to staff.

b.an effective way to use staff positions.

c.related to the expertise of staff.

d.used to help maintain the chain of command.

e.All of these choices

____ requires line managers to at least listen to comments and suggestions from staff agencies even if they do not take the advice.

a.Functional authority

b.Staff authority

c.Compulsory advice

d.Line authority

e.Pooled coordination

Which of the following is most likely to cause line managers to see staff members as a threat to their authority?

a.Functional authority

b.Staff authority

c.Compulsory advice

d.Line authority

e.Pooled coordination

According to the text, what is probably the most effective way to use staff positions?

a.Give them line authority

b.Give them the authority to use compulsory advice

c.Give them functional authority

d.Put them directly in the chain of command

e.Give them staff authority

Administrative intensity is the

a.ratio of staff positions to line positions.

b.degree to which the staff has functional authority.

c.degree to which the staff uses compulsory advice.

d.number of line positions divided by the number of staff positions.

e.amount of line authority granted to the staff.

Research indicates that managers spend most of their time

a.sending e-mail.

b.reading e-mail.

c.on the computer.

d.interacting with others.

e.giving speeches.

According to the text, which of the following behaviors is NOT a type of interpersonal interaction occurring in organizations?

a.Professional

b.Personal

c.Positive

d.Predictive

e.Negative

One outcome of good interpersonal relations in organizations is

a.synergy.

b.entropy.

c.subsystem failure.

d.open-systems reactivity.

e.closed-systems thinking.

One of the reasons for the success of Righetti Specialties, Inc. is the fact that its employees were there when the company began and have developed strong personal relationships with each other. These strong relationships have produced

a.synergy.

b.entropy.

c.subsystem failure.

d.open systems reactivity.

e.closed systems thinking.

The process of sending and receiving information from one person to another is called

a.talking.

b.encoding.

c.decoding.

d.networking.

e.communication.`

Effective communication is determined by

a.the sender.

b.the receiver.

c.mutual understanding.

d.how the decoding process occurs.

e.how the encoding process occurs.

Which of the following is an example of communication?

a.Radio

b.Texting

c.A listener folding her arms

d.A baby crying

e.All of these choices

What is defined as a clear and distinct line of authority among the positions in an organization?

What is clear and distinct lines of authority within an organization quizlet?

What is organizational authority?

Which of the following refers to a clearly defined line of authority in the organization that includes all employees?