Term
What job design concept has evolved from the division of labor?
-job rotation
-job enlargement
-job specialization
-job enrichment |
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Definition
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Term
A benefit of specialization is
-high task proficiency
-repetitive work
-ability to use generalized equipment
-extensive training |
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Definition
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Term
Job rotation is most effective as a means of increasing employee
-motivation
-flexibility
-satisfaction
-creativity |
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Definition
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Term
People with strong desire to grow, develop, and expand their capabilities have
-autonomy
-specialized jobs
-high growth-need strength
-task identity |
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Definition
| High growth-need strenght |
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Term
To implement _______ requires employees to have more control over their jobs.
-job specialization
-job rotation
-job enlargement
-job enrichment |
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Definition
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Term
An advantage of functional departmentalization is
-faster decision making
-higher levels of expertise
-more narrow focus within departments
-improved response to customer needs |
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Definition
| Higher levels of expertise |
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Term
Unique customers or customer groups are best handled by using
-product departmentalization
-customer departmentalization
-functional departmentalization
-time departmentalization |
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Definition
| Customer departmentalization |
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Term
The principle that requires a clear and unbroken line of authority from the top to the bottom of the organization is
-the scalar principle
-span of management
-unity of command
-centralization |
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Definition
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Term
The principle that requires each person within an organization to report only one boss is
-the scalar principle
-span of management
-unity of command
-centralization |
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Definition
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Term
______ interdependence occurs when activities flow both ways between units
-pooled
-liaison
-sequential
-reciprocal |
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Definition
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Term
A consequence of flat structure is
-communication problems
-higher costs
-additional managerial responsibilities
-lower employee morale |
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Definition
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Term
Wider spans of management are appropriate when
-subordinates are in one location
-managers have duties other than supervision
-new problems arise frequently
-subordinates need training |
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Definition
| Subordinates are in one location |
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Term
The primary reason for delegation is
-to make the manager's job easier
-to take advantage of willing employees
-to allow the manager to get more work done
-to allow the manager to do less work |
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Definition
| To allow the manager to get more work done |
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Term
When a subordinate accepts an obligation to carry out a task, the manager has established
-accountability
-responsibility
-authority
-decentralization |
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Definition
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Term
The process of systematically retaining power and authority in the hands of higher-level managers is referred to as
-decentralization
-wide span of management
-job enrichment
-centralization |
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Definition
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Term
A low level of interaction between units of an organization results from
-a narrow span of management
-low levels of coordination
-centralization
-specialization |
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Definition
| Low levels of coordination |
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Term
The most appropriate technique to use when there is an extreme need for coordination between organizational units is
-rules and processes
-task forces
-managerial hierarchy
-liaison roles |
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Definition
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Term
Complex and dynamic environments are addressed well by using
-centralization
-span of management
-integrating departments
-sequential interdependence |
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Definition
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Term
The most important type of authority a staff manager has is probably
-functional authority
-administrative authority
-authority to advise
-compulsory advice |
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Definition
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Term
Administrative intensity is reduced when
-staff positions are added
-line positions are eliminated
-staff positions are eliminated
-liaison roles are added |
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Definition
| Staff positions are eliminated |
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