MGMT 3000 Exam 2 Questions With
Correct Answers
**MC |Qu. |23 |
The |________ |dimension |of |an |organization's |structure |refers |to |issues |as |reporting |
relationships, |authority, |responsibility, |and |related |ideas. |- |CORRECT |ANSWER✔✔-*vertical*
horizontal
unilateral
lateral
transcendental
MC |Qu. |20
Lawrence |and |Lorsch |found |that |highly |differentiated |firms |were |successful |if |they |had |
________ |levels |of |integration. |- |CORRECT |ANSWER✔✔-increasing
moderate
varied
minimal
*high*
TF |Qu. |01 |
It |is |generally |accepted |that |having |fewer |hierarchical |levels |creates |greater |operating |
efficiency. |- |CORRECT |ANSWER✔✔-TRUE
,MC |Qu. |39 |
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 |- |CORRECT |ANSWER✔✔-hierarchy.
*accountability.*
differentiation.
authority.
subordination.
MC |Qu. |24
Authority |typically |is |associated |with |a |particular |- |CORRECT |ANSWER✔✔-person |rather |than |
a |particular |department.
person |rather |than |a |particular |position.
department |rather |than |a |particular |team.
*position |rather |than |a |particular |person.*
department |rather |than |a |particular |person.
MC |Qu. |22 |
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? |- |CORRECT |ANSWER✔✔-to |willingly |offer |
guidance |to |her |former |direct |reports, |as |well |as |her |replacement, |and |encourage |them |to |
involve |her |in |settling |any |disputes
, to |call |Jerome |and |offer |some |advice |regarding |the |techniques |she |has |developed |over |the |
years |for |winning |and |keeping |employees' |loyalty
*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*
to |let |team |members |know |that |failure |to |respect |Jerome |will |be |regarded |as |a |breach |of |
protocol, |and |that |they |should |no |longer |contact |her
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
MC |Qu. |106 |
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 |- |CORRECT |ANSWER✔✔-inbound |logistics.
*operations.*
outbound |logistics.
research |and |development.
marketing |and |sales.
MC |Qu. |35 |
Which |of |the |following |statements |about |types |of |economies |is |true? |- |CORRECT |
ANSWER✔✔-An |organization's |large |size |often |creates |economies |of |scope |but |not |scale |
economies.
Correct Answers
**MC |Qu. |23 |
The |________ |dimension |of |an |organization's |structure |refers |to |issues |as |reporting |
relationships, |authority, |responsibility, |and |related |ideas. |- |CORRECT |ANSWER✔✔-*vertical*
horizontal
unilateral
lateral
transcendental
MC |Qu. |20
Lawrence |and |Lorsch |found |that |highly |differentiated |firms |were |successful |if |they |had |
________ |levels |of |integration. |- |CORRECT |ANSWER✔✔-increasing
moderate
varied
minimal
*high*
TF |Qu. |01 |
It |is |generally |accepted |that |having |fewer |hierarchical |levels |creates |greater |operating |
efficiency. |- |CORRECT |ANSWER✔✔-TRUE
,MC |Qu. |39 |
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 |- |CORRECT |ANSWER✔✔-hierarchy.
*accountability.*
differentiation.
authority.
subordination.
MC |Qu. |24
Authority |typically |is |associated |with |a |particular |- |CORRECT |ANSWER✔✔-person |rather |than |
a |particular |department.
person |rather |than |a |particular |position.
department |rather |than |a |particular |team.
*position |rather |than |a |particular |person.*
department |rather |than |a |particular |person.
MC |Qu. |22 |
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? |- |CORRECT |ANSWER✔✔-to |willingly |offer |
guidance |to |her |former |direct |reports, |as |well |as |her |replacement, |and |encourage |them |to |
involve |her |in |settling |any |disputes
, to |call |Jerome |and |offer |some |advice |regarding |the |techniques |she |has |developed |over |the |
years |for |winning |and |keeping |employees' |loyalty
*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*
to |let |team |members |know |that |failure |to |respect |Jerome |will |be |regarded |as |a |breach |of |
protocol, |and |that |they |should |no |longer |contact |her
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
MC |Qu. |106 |
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 |- |CORRECT |ANSWER✔✔-inbound |logistics.
*operations.*
outbound |logistics.
research |and |development.
marketing |and |sales.
MC |Qu. |35 |
Which |of |the |following |statements |about |types |of |economies |is |true? |- |CORRECT |
ANSWER✔✔-An |organization's |large |size |often |creates |economies |of |scope |but |not |scale |
economies.
