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UGA MGMT Exam 2 Cannon| Questions with Solutions
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UGA MGMT Exam 2 Cannon|Questions with Solutions
Lawrence and Lorsch found that highly differentiated firms were successful if
they had ________blank levels of integration.
A) Moderate
B) High
C) Varied
D) Increasing
E) Minimal - -B) High
- Authority typically is associated with a particular
A) Person rather than a particular position
B) Department rather than a particular team
C) Position rather than a particular person
D) Person rather than a particular department
E) department rather than a particular person - -C) Position rather than a
particular person
- For years, Kathleen served as head of the research and development
(R&D) department at Bannerman Pharmaceuticals in Chicago. She enjoyed
enormous support from her team, who liked her personally and respected
her professionally. Now she has retired, and her place has been taken by
Jerome from Bannerman's Cleveland facility. Yet employees continue to
sidestep Jerome and come directly to Kathleen for guidance, calling or
emailing her at home with questions. What is her best course of action?
A) to call Jerome and offer some advice regarding the techniques she has
developed over the years for winning and keeping employees' loyalty
B) to willingly offer guidance to her former direct reports, as well as her
replacement, and encourage them to involve her in settling any disputes
C) to let employees know that she wishes she were still in charge, but Jerome
is their boss now, and there is nothing anyone can do about that fact - -E) to
continually direct her former direct reports to Jerome while emphasizing the
fact that, as the new director of R&D, he has authority over, and
responsibility for, the team
- The ________blank dimension of an organization's structure refers to issues
as reporting relationships, authority, responsibility, and related ideas.
A) unilateral
B) transcendental
C) horizontal
D) lateral
E) Vertical - -E) Vertical
, - Dante, an operations manager at Therma-Pro Insulation, has been put on a
big project with a tight deadline. He distributes half the work to two other
supervisors, taking care of the bigger aspects of the project himself. This is
an example of
A) span of control
B) delegation
C) unity of command
D) differentiation
E) specialization - -B) delegation
- It is generally accepted that having fewer hierarchical levels creates
greater operating efficiency.
True/False - -True
- Andrea delegates an important project to José. Andrea tells José that he
must give her regular reports. Andrea also tells José that she will take over
the work if José falls behind or does not produce quality results. This is an
example of
A) hierarchy
B) subordination
C) authority
D) differentiation
E) accountability - -E) accountability
- A ________organization can often create scale economies and economies of
scope, which leads to advantages such as lower operating costs, greater
purchasing power, and easier access to capital.
A) small
B) large
C) highly flexible
D) mass customized
E) high agility - -B) large
- Goal! Sportswear, a maker of clothing for soccer players, buys textiles
made in South Asia, which are then sewn into jerseys, shorts, and other
items of sportswear at factories in East Asia. Recently, Darius, the company
president, has received a large volume of negative emails from customers
concerned with allegations of unfair labor practices at these facilities, and
therefore the company is reviewing its entire process. Darius has appointed
Millie, Avi, and Asher, three company managers, to assess the company's
choices as to textile suppliers and production facilities and to examine what
the customers—both amateur and professional soccer players—are looking
for in the company's products.
When Millie reviews the process of producing the actual sportswear, the part
of the value chain she is most likely to look at is
A) inbound logistics
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