Strategy defines A. how; what B. how; why C. what; how D. what; why to do, while organising defines to do it. CORRECT ANSWER: C. what; how The is the number of employees reporting to a supervisor. Sometimes called the span of control, this characteristic of structure determines how closely a supervisor can monitor employees. A. chain of command B. unity of command C. labour market D. span of management CORRECT ANSWER: D. span of management In a functional and divisional chains of command are implemented simultaneously and overlay one another in the same departments. A. divisional approach B. horizontal matrix approach C. vertical functional approach D. network approach CORRECT ANSWER: B. horizontal matrix approach The means that the firm subcontracts many of its major functions to separate organisations and coordinates their activities from a small headquarters organisation. A. flat structure B. matrix structure C. departmental structure D. network structure CORRECT ANSWER: D. network structure A mechanistic design has all the following characteristics EXCEPT: A. decentralised authority B. many rules and procedures. C. narrow spans of control. D. specialised tasks. CORRECT ANSWER: A. decentralised authority The first step in the control system is to: A. measure performance. B. establish standards of performance. C. take corrective action. D. compare performance to standard.
CORRECT ANSWER: B. establish standards of performance. Clancy-of-the-Overflow Corporation has a detailed set of organisational goals and a management information system that delivers timely and accurate information. However, Clancy-of-the-Overflow still has control problems because its managers refuse to act on the information they receive. Clancy-of-the-Overflow's control process has flaws in which of the following areas? A. Performance standards. B. Management information systems. C. Ability to take corrective action when necessary. D. Measurement systems. CORRECT ANSWER: C. Ability to take corrective action when necessary. Which of the following controls deals with active anticipation of problems and their timely solution? A. Feedforward control. B. Concurrent control. C. Feedback control. D. Post-action control. CORRECT ANSWER: A. Feedforward control. Bianca recently discovered that the reject rate for her department has exceeded the standard for performance in this area. What should Bianca do to exercise effective control? A. She should order more training for her workforce. B. She should contact the maintenance department and have them fix her machinery. C. She should suspend the poorer workers in her department. D. She should investigate and discover the cause of the problem. CORRECT ANSWER: D. She should investigate and discover the cause of the problem. Internal control occurs when: A. motivated individuals and groups are directly supervised. B. computers are used to monitor performance inside the organisation. C. motivated individuals and groups exercise self-discipline in fulfilling job requirements. D. managers take responsibility for the activities in their own departments. CORRECT ANSWER: C. motivated individuals and groups exercise self-discipline in fulfilling job requirements. Which of these is the power coming from a formal management position in the organisation? A. Referent power. B. Coercive power. C. Reward power. D. Legitimate power. CORRECT ANSWER: D. Legitimate power.
power is