Subject: Business    / Management    

Question
Q1. Diversity of command is the management principle that recommends that an individual have only one boss.
a. true
b. false

Q2. ________ is the amount of time managers must spend developing management system objectives and plans and integrating them with the activities of their subordinates.
a. Planning
b. Complexity of functions
c. Coordination
d. Geographic continuity

Q3. Organizational structure is represented primarily by means of an organizational chart.
a. true
b. false

Q4. In general, the closer subordinates are physically, the more of them managers can supervise effectively.
a. true
b. false

Q5. Which of the following is the first step in the organizing process?
a. reflect on plans and objectives
b. divide major tasks into subtasks
c. establish major tasks
d. allocate resources and directives for subtasks
e. analyze the environment

Q6. Some management theorists feel the organizing is so important, they advocate the creation of an organizing department within the management system.
a. true
b. false

Q7. The only forces that influence formal organizational structure are the forces in the environment.
a. true
b. false

Q8. 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

Q9. One of the advantages of division of labor is that it focuses solely on efficiency and economic benefit.
a. true
b. false

Q10. Which of the following factors would be a factor that would tend to increase the span of management?
a. Work of subordinates need much coordination
b. Subordinates are physically distant
c. Subordinates have similar functions
d. Subordinates have complex tasks

Q11. ________ is the degree to which workers' activities are difficult and involved.
a. Coordination
b. Complexity of functions
c. Similarity of functions
d. Geographic continuity

Q12. ________ is defined as the relationship among organizational resources as outlined by management.
a. Vertical dimensioning
b. Horizontal dimensioning
c. Informal structure
d. Formal structure

Q13. The organizing process ends after a manager evaluates the results of an implemented organizing strategy.
a. true
b. false

Q14. Even though a manager may delegate a task to another employee, the manager still remains responsible for the completion of the task.
a. true
b. false

Q15. Responsibility gaps usually have a more significant impact on the management system when they relate to non-managers than when they relate to managers.
a. true
b. false

Q16. 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

Q17. 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

Q18. 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

Q19. 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

Q20. Centralization refers to the situation in which a minimal number of job activities and a minimal amount of authority are delegated to subordinates.
a. true
b. false

Q21. The most basic method of dividing job activities is the functional similarity method.
a. true
b. false

Q22. In general, an obstacle to delegation occurs when managers cannot bear to part with any authority.
a. true
b. false

Q23. Both overlapping responsibility and responsibility gaps should be used when designing job activities.
a. true
b. false

Q24. When two or more employees are uncertain as to who is responsible for a task, only one outcome is possible.
a. true
b. false

Q25. Organizational members should be obligated to perform only those activities that lead to goal attainment.
a. true
b. false

Q26. 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

Q27. The process of outlining who will follow whom in various organizational positions is called career planning.
a. true
b. false

Q28. 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

Q29. ________ consists of information about the characteristics of organization members.
a. Performance inventories
b. A human resource inventory
c. Job specifications
d. Job descriptions

Q30. If a test is reliable it should be used as the sole determinant in hiring decisions.
a. true
b. false

Q31. Job analysis is a process of obtaining all pertinent job facts, and produces job descriptions and job specifications.
a. true
b. false

Q32. ________ attempts to describe an individual's emotional maturity, subjectivity, honesty and objectivity.
a. Vocational interests tests
b. Aptitude tests
c. Personality tests
d. Achievement tests

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

Q34. A job description is a technique commonly used to gain an understanding of what a task entails and the type of individual who should be hired to perform that task.
a. true
b. false

Q35. Recruitment involves the hiring of prospective employees.
a. true
b. false

Q36. One of the advantages of promotion from within is that it encourages employees to work harder in hopes of being promoted.
a. true
b. false

Q37. Performance appraisal can be considered a one-time review of an individual's past productivity.
a. true
b. false

Q38. One of the advantages of luring an individual away from a competitor and hiring that individual is that the competitor will be weakened somewhat by the loss of the individual
a. true
b. false

Q39. Cost reduction is the most commonly cited reason for designing and implementing virtual offices.
a. true
b. false

Q40. Managers have been employing the OD techniques for several decades.
a. true
b. false

Q41. From a performance standpoint, when is the effect of stress most unfavorable?
a. when stress is absent altogether
b. when stress levels are extremely low
c. when stress levels are extremely high
d. when stress levels are moderate
e. when stress levels are either extremely high or extremely low

Q42. Which of the following statements is most accurate regarding the research conducted on the managerial grid?
a. more testing needs to be completed before any conclusive statements can be made
b. grid OD leads to positive changes in managerial values
c. grid OD leads to positive changes in managerial behavior
d. grid OD leads to positive changes in managerial attitudes
e. grid OD leads to increased profit for the organization

Q43. Organizational change is a prerequisite for long-term organizational success. Another prerequisite is ________.
a. stability
b. technology
c. trust
d. growth
e. money

Q44. 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

Q45. A change agent is an individual outside the organization who tries to modify an existing organizational situation.
a. true
b. false

Q46. Making changes on a tentative basis only increases resistance to change.
a. true
b. false

Q47. Although resistance to change within an organization is very rare, it must be managed effectively.
a. true
b. false

Q48. The process of people change can be referred to as organizational development (OD).
a. true
b. false

Q49. What changes could occur in the organization if the stress created by a change is significant?
a. organizational performance will improve
b. the organization could be less effective after the change than before it
c. the organization would not be efficient
d. organizational objectives would change
e. organizational structure would change

Q50. In being an effective change agent, a person should determine how much change employees can withstand.
a. true
b. false