217839942 TEST BANK Daft Richard L Management 11th Ed 2014 Chapter 10 Designing Adapt

Chapter 10--Designing Adaptive Organizations Student: ___________________________________________________________________________ 

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The deployme deployment nt of organizati organizational onal resour resources ces to achieve strategic strategic goals goals refers refers to organiz organizing. ing. True

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Organ Organizi izing ng define definess !hat !hat to do !hil !hilee strate strategy gy define definess ho! to to do it. it. True

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The duty duty to perform perform the tas# or or activity activity an employee employee has has )een )een assigned assigned is is called called accounta)il accounta)ility ity.. True

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Authority Authority is the the right right to use resourc resources$ es$ ma#e ma#e decisions decisions and issue issue orders orders in an organi organization zation.. True

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The princip principle le of unity of command command suggest suggestss that managers managers !ithin !ithin an organizati organization on should should reach reach agreement on the goals and o)*ectives of the organization. True

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Despite Despite the the apparent apparent advantage advantagess of special specializati ization$ on$ many many organizat organizations ions are are moving moving a!ay a!ay from from this this  principle. True

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A organi organization zational al map is a visual visual represe representatio ntation n of an organizat organization&s ion&s struct structure$ ure$ sho!ing sho!ing communicati communication on and lines of po!er. p o!er. True

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The frame! frame!or# or# in !hich the organiz organization ation define definess ho! tas#s are divided$ divided$ resources resources are are deployed deployed and and departments are coordinated is called organizational structure. True

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ost organizati organizations ons today today discour discourage age managers managers to to delegate delegate authori authority ty to the lo!er lo!er levels levels given the the challenges to meet customer needs and adapt to the environment. True

False

The acceptance theory of authority argues that managers have authority )ecause employees do not have a choice in choosing to accept their commands. True

False

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/ine departments perform tas#s that reflect the organizations primary goal and mission. True

False

The right to advise$ recommend$ and counsel in the staff specialists& area of epertise is included in staff authority. True

False

The num)er of employees reporting to a supervisor is his or her span of management. True

False

Traditional Traditional vie!s of organizational design recommend a span of management of a)out + to 10 su)ordinates per manager. manage r. True

False

any hierarchical levels and a correspondingly narro! span of management refers to a flat structure. True

False

The trend in recent years has )een to!ard narro!er spans of control as a !ay !a y to facilitate delegation. True

False

A tall structure structure is a management structure characterized ) y an overall narro! span of management and a relatively large num)er of hierarchical levels. True

False

Certainty in the environment is usually associated !ith decentralization. True

False

The )asis for grouping positions into departments and departments into the total organization is referred to as departmentalization. True

False

For companies to operate effectively$ the amount of centralization or decen tralization should fit the firms strategy. True

False

At Fo 2nd$ people are grouped together in departments )y common co mmon s#ills and !or# activities$ including a sales department and a production produc tion department. This is an eample of vertical functional approach. True

False

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The functional structure offers a !ay to decentralize decision ma#ing and provide direction from the teams in the field. True

False

3ecause the chain of command converges at the top$ the functional structure provides a !ay to decentralize decision ma#ing and provide unified direction from all managers. True

False

4uic# response to eternal changes is an advantage of vertical functional structure. True

False

Divisions are created$ in functional structures$ as self-contained units !ith separate functional departments for each division. True

False

The divisional structure encourages decentralization. True

False

5n a geographic-)ased structure$ all functions in a specific country or region report to the same d ivision manager. True

False

6ith 6ith a mati structure$ the entire organization is made up of horizontal teams that coordinate their !or# and !or# directly !ith customers to accomplish the organizations goals. True

False

Aspects of )oth functional and divisional structures simultaneously in the same part of the organization are com)ined in the virtual net!or# approach. True

False

The horizontal structure provides traditional control !ithin functional departments$ and the vertical structure provides coordination across departments. True

False

The confusion and frustration caused )y the dual chain of command is a ma*or pro)lem of the matri structure. True

False

The overseer of )oth the product produc t and functional chains of command$ responsi)le for the entire matri is the matri )oss. True

False 3

The modular approach is similar to virtual net!or#ing. True

False

The divisional structure fosters ecellent coordination !ithin divisions$ )ut coordination across divisions is often poor. True

False

5n the divisional approach$ coordination across divisions is great !hereas coo rdination !ithin divisions is often poor. True

False

The matri approach can )e highly effective in a comple$ rapidly changing environment in !hich the organization needs to )e flei)le and adapta)le. True

False

One ma*or disadvantage of the virtual net!or# ap proach is the lac# of hands-on control. True

False

Coordination is the 7uality of colla)oration across departments. True

False

8eengineering is the outcome of information and cooperation. True

False

A pro*ect manager is a person responsi)le for coordinating the activities of several departments for the completion of a specific pro*ect. True

False

8eengineering )asically means preserving the past )y esta)lishing the se7uence of activities )y ho! !or# !as done. True

False

The radical redesign of )usiness processes to achieve dra matic improvements in cost$ 7uality$ service$ service$ and speed is called reengineering. True

False

The distinctive feature of the pro*ect manager position is that the person is not a mem)er of one on e of the departments )egin coordinated. True

False

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6hen an organization uses a differentiation strategy$ strategy$ it strives for internal efficiency. True

False

The pure functional structure is appropriate for achieving internal efficiency goals. True

False

A vertical vertical structure that emphasizes specialization and centralization is appropriate !hen environmental uncertainty is high. True

False

A rigid$ rigid$ vertical structure in an uncertain environment prevents the organization form adapting to change. True

False

The functional structure is appropriate !hen the primary goal is innov ation and flei)ility. True

False

9mall-)atch production is distinguished )y standardized production runs. True

False

6hich of the follo!ing refers to the deployment of organizational resources to achieve strategic goals: A. ;lanning 3. Controlling C. Organizing D. /eading 2. 9trategic management 9trategy defines