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QTH

The document discusses various aspects of organizational structure and decision making within organizations. It covers topics like different decision making approaches and styles, factors that influence decisions, and different types of organizational structures like functional, divisional and matrix structures. It also discusses concepts like centralization vs decentralization and how structure should fit an organization's strategy.

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Thu Hà
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25 views

QTH

The document discusses various aspects of organizational structure and decision making within organizations. It covers topics like different decision making approaches and styles, factors that influence decisions, and different types of organizational structures like functional, divisional and matrix structures. It also discusses concepts like centralization vs decentralization and how structure should fit an organization's strategy.

Uploaded by

Thu Hà
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Making a choice is the most significant part of the decision-making process.

FALSE
Two employees in Stacey's department quit, which is normal for her department. She
is faced with the decision to fill these positions. This would be considered a
nonprogrammed decision.FALSE
The approach that managers use to make decisions usually falls into one of three types
- the classical model, the administrative model, and the political model.TRUE
Step one in the managerial decision-making process is recognition of decision
requirement.TRUE
Satisficing behavior occurs when we choose the first solution alternative that satisfies
minimal decision criteria regardless of whether better solutions are expected to
exist.TRUE
Good intuitive decision making is based on an ability to recognize patterns at
lightning speed.TRUE
Administrative and political decision making procedures and intuition have been
associated with high performance in unstable environments in which decisions must
be made rapidly and under more difficult conditions.TRUE
The formulation stage involves the use of managerial, administrative, and persuasive
abilities to ensure that the chosen alternative is carried out.FALSE
Risk propensity refers to the willingness to undertake risk with the opportunity of
gaining an increased payoff.TRUE
People who prefer simple, clear-cut solutions to problems use the directive
style.TRUE
The behavioral style is often adopted by managers who like to consider complex
solutions based on as much data as they can gather.FALSE
The most effective managers are consistent in using their own decision style rather
than shifting among styles.FALSE
Most bad decisions are errors in judgment that originate in the human mind's limited
capacity and in the natural biases of the manager.TRUE
Managers will frequently look for new information that contradicts their instincts or
original point of view.FALSE
Most people underestimate their ability to predict uncertain outcomes.FALSE
Brainstorming uses a face-to-face interactive group to spontaneously suggest a wide
range of alternatives for decision making.TRUE
T/F Groupthink refers to the tendency of people in groups to suppress contrary
opinions.TRUE
Point-counterpoint is a decision-making technique in which people are assigned to
express competing points of view.TRUE
When considering decisions, the mind often gives disproportionate weight to the last
information it receives.FALSE
Evidence shows that people who make poor decisions under the influence of strong
emotions tend to continue that behavior in the future.TRUE
Organizing defines what to do while strategy defines how to do it.False
The framework in which the organization defines how tasks are divided, resources are
deployed and departments are coordinated is called organizational structure.True
The principle of unity of command suggests that managers within an organization
should reach agreement on the goals and objectives of the organization.False
Traditional views of organizational design recommend a span of management of
about 7 to 10 subordinates per manager.True
The trend in recent years has been toward narrower spans of control as a way to
facilitate delegation.False
Certainty in the environment is usually associated with decentralization.False
For companies to operate effectively, the amount of centralization or decentralization
should fit the firm's strategy.True
At Fox End, people are grouped together in departments by common skills and work
activities, including a sales department and a production department. This is an
example of vertical functional approach.True
Quick response to external changes is an advantage of vertical functional
structure.False
Aspects of both functional and divisional structures simultaneously in the same part
of the organization are combined in the virtual network approach.False
The confusion and frustration caused by the dual chain of command is a major
problem of the matrix structure.True
In the divisional approach, coordination across divisions is great whereas coordination
within divisions is often poor.False
In the divisional approach, coordination across divisions is great whereas coordination
within divisions is often poor.False
The distinctive feature of the project manager position is that the person is not a
member of one of the departments begin coordinated.True
When an organization uses a differentiation strategy, it strives for internal
efficiency.False
The pure functional structure is appropriate for achieving internal efficiency
goals.True
The functional structure is appropriate when the primary goal is innovation and
flexibility.False
Collaboration refers to the managerial task of adjusting and synchronizing the diverse
activities among different individuals and departments.False
Service firms include banks, hotels, and law firms.True

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