MGMT 3000 Exam questions with
answers well graded A+
**MC Qu. 23
The ________ dimension of an organization's structure refers to issues as reporting relationships,
authority, responsibility, and related ideas. - ANS✅✅*vertical*
horizontal
unilateral
lateral
transcendental
MC Qu. 20
Lawrence and Lorsch found that highly differentiated firms were successful if they had ________
levels of integration. - ANS✅✅increasing
moderate
varied
minimal
*high*
TF Qu. 01
It is generally accepted that having fewer hierarchical levels creates greater operating efficiency. -
ANS✅✅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 - ANS✅✅hierarchy.
*accountability.*
, differentiation.
authority.
subordination.
MC Qu. 24
Authority typically is associated with a particular - ANS✅✅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? - ANS✅✅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
answers well graded A+
**MC Qu. 23
The ________ dimension of an organization's structure refers to issues as reporting relationships,
authority, responsibility, and related ideas. - ANS✅✅*vertical*
horizontal
unilateral
lateral
transcendental
MC Qu. 20
Lawrence and Lorsch found that highly differentiated firms were successful if they had ________
levels of integration. - ANS✅✅increasing
moderate
varied
minimal
*high*
TF Qu. 01
It is generally accepted that having fewer hierarchical levels creates greater operating efficiency. -
ANS✅✅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 - ANS✅✅hierarchy.
*accountability.*
, differentiation.
authority.
subordination.
MC Qu. 24
Authority typically is associated with a particular - ANS✅✅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? - ANS✅✅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
