MAN Ch 18 & 11

Question 1

6 elements of structure

Answer 1

1. work specialization
2. departmentalization
3. chain of command
4. span of control
5. centralization and decentralization
6. formalization

Question 2

Specialization (job-level)

Answer 2

Owner/manager:

1. employee (production)
2. employee (production)
3. employee (customer relations, inventory…)

making a quarter ponder, each has a task.

Question 3

Work Specialization

Answer 3

dividing work activities into separate job tasks

Question 4

organizing

Answer 4

Management function that involves arranging and structuring work to accomplish the organization’s goals.

Question 5

organization structure

Answer 5

the formal arrangement of jobs within an organization

Question 6

organizational chart

Answer 6

The visual representation of an organization’s structure

Question 7

Departmentalization

Answer 7

the basis by which jobs are grouped together.

Question 8

departmentalization (unit-level)

Answer 8

Management:

1. Production
2. accounting
3. Marketing & Sale

each is a different department

Question 9

Chain of command

Answer 9

the line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.

• Authority
• • Line Authority
• • Staff authority
• Responsibility
• Unity of command

Question 10

authority

Answer 10

the rights inherent in a managerial position what to do and to expect them to do it.

Question 11

line authority

Answer 11

authority that entitles a manager to direct the work of an employee
-directing work of others

Question 12

staff authority

Answer 12

positions some authority that have been created to support, assist and advise those holding line authority.
-supporting, advising others

Question 13

responsibility

Answer 13

the obligation or expectation to perform any assigned duties

Question 14

Unity of command

Answer 14

the management principle that each person should report to only one manager
-one manager per individual

Question 15

Controlling function

Answer 15

is the process of monitoring, comparing, & correcting work performance.

• controlling is a way to gain feedback about goal process.
• it ensures that activities are completed in ways that lead to goal attainment

Question 16

spans of control

Answer 16

the number of employees a manager can efficiently and effectively manage

Question 17

centralization

Answer 17

degree to which decision making is concentrated at upper levels of the organization.
degree to which decision takes place at upper levels.
Cannot make decisions without upper level.

Question 18

Decentralization

Answer 18

the degree to which lower-level employees provide input or actually make decisions.
airline

Question 19

formalization

Answer 19

how standardized jobs are, degree to which behavior is guided by rules & procedure
not really a uniform.
safety.

Question 20

control process

Answer 20

a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards.
-determines how information is processed.

Question 21

performance

Answer 21

the end results of an activity

Question 22

organizational performance

Answer 22

the accumulated results of all the organization’s work activities

Question 23

control process steps

Answer 23

1. Measuring actual performance
2. Comparing actual performance against a standard
3. Taking managerial action to correct deviations or to address inadequate standards

Question 24

range of variation

Answer 24

the acceptable parameters of variance between actual performance and the standard

Question 25

immediate corrective action

Answer 25

corrective action that corrects problems at once to get performance back on track - reacting to problems and "putting out fires" - does not consider the underlying cause of the problem.

Question 26

basic corrective action

Answer 26

corrective action that looks at how and why performance deviated before correcting the source of deviation. - analyzes the situation to identify the cause. - responds by addressing the cause of the problem. - involves critical thinking!

Question 27

revise the standard

Answer 27

if performance consistently exceeds the goal, then a manager should look at whether the goal is too easy and needs to be raised. -managers must be cautions about revising a standard downward.

Question 28

types of control tools

Answer 28

- input (feedforward control) - processes (concurrent control) - output (feedback control)

Question 29

input (feedforward control)

Answer 29

anticipates problems. - control that takes place before a work activity is done. - control that takes place before a work activity is done. - activate card on app.

Question 30

processes (concurrent control)

Answer 30

corrects problems as they happen. - control that takes place while a work activity is in process. - direct supervision aka management by walking around - camera/manager on floor

Question 31

output ( feedback control)

Answer 31

corrects problems after they occur . - control that takes place after a work activity is done. - gift cards, employee theft

Question 32

The control process assumes that ________.

Answer 32

performance standards are already in place

Question 33

Mark wants to use a tool which is easy to visualize and effective for showing relationships. Which of the following tools is best suited for this?

Answer 33

statistical reports

Question 34

Mary recommends that the managers at Statco should identify how and why performance has deviated beyond the acceptable range of variation, and then correct the source of the deviation. Here, Mary is recommending ________.

Answer 34

basic corrective action

Question 35

The plant superintendent wants to know the value of products per man hour. She is concerned with ________.

Answer 35

productivity

Question 36

Organizational ________ is a measure of how appropriate organizational goals are and how well an organization is achieving those goals.

Answer 36

effectiveness

Question 37

The Sarbanes-Oxley Act called for ________.

Answer 37

more disclosure and transparency of corporate financial information

Question 38

In the early 20th century, automobiles were made one at a time by craftsmen who could perform every operation necessary to build the car. Henry Ford decided to limit the number of tasks each worker performed so each person could become expert in his position. With this practice, Ford introduced ________.

Answer 38

work specialization

Question 39

Willard has been assigned to a project development team in addition to his regular duties as a quality engineer. During this assignment he will report to both the project manager and his quality department manager. This situation violates ________.

Answer 39

unity of command

Question 40

Which of the following factors calls for a more centralized organizational structure?

Answer 40

when the organization is facing a crisis

Question 41

Paul Abdul Oil Corporation (PAOC) began as a relatively small oil company. As PAOC has grown, the company has gained a highly trained group of managers and analysts at the corporate headquarters. This group is highly adaptive in its structure. Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems. PAOC seems to have a(n) ________ structure.

Answer 41

organic