Traditional Structures
What is the term for dividing work into separate jobs and tasks?
A. Delegation
B. Division of Labor
C. Departmentalization
D. Specialization
B. Division of Labor
Which structure blends employees from different departments for projects?
A. Line-and-staff
B. Committee
C. Matrix
D. Hierarchy
C. Matrix
Work teams differ from work groups by:
A. Not sharing goals
B. Working independently
C. Collaborating toward a shared goal
D. Reporting to multiple managers
C. Collaborating toward a shared goal
A. Dual authority
B. Chain of command
C. Unity of command
D. Pyramid rule
C. Unity of command
The grouping of jobs and employees into units:
A. Delegation
B. Departmentalization
C. Specialization
D. Centralization
B. Departmentalization
When an employee performs only a few specific tasks to increase efficiency, it's called:
A. Generalization
B. Delegation
C. Specialization
D. Rotation
C. Specialization
One benefit of a matrix structure is:
A. Simple authority
B. Power struggles
C. Teamwork and flexibility
D. Less communication
C. Teamwork and flexibility
Which is a formal group?
A. Friend group
B. Lunch club
C. Department team
D. Coffee break crew
C. Department team
A narrow span of control means:
A. More autonomy
B. Fewer levels of management
C. A manager has fewer subordinates
D. More decision-making speed
C. A manager has fewer subordinates
Support staff that assist line employees:
A. Project managers
B. External consultants
C. Staff positions
D. Department heads
C. Staff positions
A drawback of highly specialized jobs is:
A. Increased productivity
B. Employee boredom and disinterest
C. Better teamwork
D. Greater flexibility
B. Employee boredom and disinterest
Which structure gives decision-making to a group, not one person?
A. Committee
B. Matrix
C. Functional
D. Regional
A. Committee
High group cohesiveness can result in:
A. Increased loyalty
B. Resistance to change
C. Intergroup conflict
D. All of the above
D. All of the above
A wide span of control leads to:
A. Less employee empowerment
B. Higher costs
C. Greater efficiency
D. More supervision
C. Greater efficiency
A group with shared goals and mutual interaction:
A. Organization
B. Team
C. Group
D. Committee
B. Team
Which structure has clear lines of authority flowing from top managers downward?
A. Committee
B. Matrix
C. Line-and-staff
D. Team-based
C. Line-and-staff
A disadvantage of committee structures is:
A. Faster decisions
B. Clear authority
C. Slow decision-making
D. Lack of collaboration
C. Slow decision-making
A downside of team decision-making is:
A. Fewer perspectives
B. Faster outcomes
C. Pressure to conform
D. Lack of communication
C. Pressure to conform
One disadvantage of narrow span of control is:
A. Less supervision
B. Expensive management layers
C. Lower control
D. Fast decision-making
B. Expensive management layers
When a team produces results greater than the sum of individual efforts:
A. Centralization
B. Synergy
C. Empowerment
D. Authority
B. Synergy
Which of the following is not a form of departmentalization?
A. Function
B. Product
C. Matrix
D. Region
C. Matrix
A matrix employee reports to:
A. One manager
B. No one
C. A team
D. Two managers (functional and project)
D. Two managers (functional and project)
Problem-solving teams are often made of:
A. Managers from multiple levels
B. Social groups
C. Employees from same department or level
D. HR and finance only
C. Employees from same department or level
What describes the structure where higher managers have more power?
A. Matrix
B. Flat
C. Managerial hierarchy
D. Team-based
C. Managerial hierarchy
The number of subordinates a manager supervises is called:
A. Level of control
B. Scope of power
C. Span of control
D. Chain of command
C. Span of control