Question 1 (1 point)
In Pat's role as a social media coordinator for PurCosmetics' Personal Care Division, he reports to both the corporate marketing manager and the personal care product manager. Which of the following best describes the PurCosmetics organizational structure?
Question 1 options:
a. Matrix structure.
b. Market structure.
c. Functional structure.
d. Product Team structure.
Question 2 (1 point)
When determining the type of organizational structure that will best serve an organization, which of the following factors is least relevant?
Question 2 options:
a. How fast the market changes.
b. The personality of the CEO.
c. Whether the company has adopted a low-cost or differentiation strategy.
d. The skill-level and experience of the company's workforce.
Question 3 (1 point)
A company's operating budget, as a blueprint for how managers intend to use organizational resources, is a form of:
Question 3 options:
a. strategic plan.
b. output control.
c. concurrent control.
d. company policy and procedure.
Question 4 (1 point)
Why is behavioral control important in helping managers and organizations achieve their performance objectives?
Question 4 options:
a. Organizational structure, by itself, is not sufficient to motivate employees to achieve goals and improve operations.
b. Employee outputs can be checked to ensure they are working at the same rate.
c. Policies and procedures cannot be used to direct highly skilled professional how to react in emergency situations.
d. Standard operating procedures do not provide a foundation for creativity.
Question 5 (1 point)
Early approaches to leadership focused on characteristics of individuals, rather than their behavior, because it was believed that:
Question 5 options:
a. all effective leaders share specific personality characteristics.
b. particular skills are common in effective leaders.
c. there is some expertise that helps effective leaders make good decisions.
d. All of the above.
Question 6 (1 point)
The power to influence the behavior of others is the essence of leadership. Which of the following would not be considered a source of power for organizational leaders?
Question 6 options:
a. Amount of time with the organization.
b. The authority to determine who will receive merit raises.
c. The respect and admiration of co-workers.
d. Special knowledge that is relevant to the business.
Question 7 (1 point)
Katrina, Russell, and Natalie, all of whom work in logistics at Speedy Distribution, discovered that they each have serious food allergies. They eat lunch together in a break room, rather than the company cafeteria, to avoid exposure to their allergens, and they share ideas about how to minimize the effects of their allergies. Katrina, Russell, and Natalie have formed:
Question 7 options:
a. a task force.
b. a friendship group.
c. a cross-cultural team.
d. an interest group.
Question 8 (1 point)
When individual members of an organization join or are assigned to a team for the purpose of achieving one or more of the organization's goals:
Question 8 options:
a. managers should adopt a hands-on supervisory approach in order to minimize conflict.
b. they often do their best work in their first few meetings.
c. they typically go through a period of conflict and disagreement.
d. it is best for managers to intervene if the team cannot quickly reach consensus about team goals and norms.
Question 9 (1 point)
When lower level managers and non-managerial employees are given the authority to make important decisions about how their work is to be done and how organizational resources are going to be used:
Question 9 options:
a. the organization can respond more quickly to changes in the market.
b. the organizational structure should be taller to ensure that top management can better monitor performance.
c. chain of command is maximized and behavioral control is increased.
d. communication in the organization can be slow and distorted.
Question 10 (1 point)
Transformational leaders have dramatic effects on their organizations and their subordinates, in part, by:
Question 10 options:
a. changing the structures of the organizations they lead.
b. setting aggressive goals for every department.
c. using a strict chain of command to implement strategy.
d. making employees aware of their importance to the organizations.