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Which of the following is not a cost of decentralization of corporate decision-making?


A) Incentive problems
B) Coordination costs and failures
C) Less effective use of central information
D) More effective use of local knowledge

E) All of the above
F) C) and D)

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You are assigned a group project for the class, and you will be graded as a group, and your individual grade will be decided on the group's performance relative to other groups. Will you like this arrangement?

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Clearly it depends if you are lazy or mo...

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Plain Truth Adverting employs KPR, a large accounting firm, to audit its books each year. This involves considerable expense for the advertising firm, since its sales account managers are very independent and maintain separate record keeping systems. Should the CEO at Plain Truth cancel the audit and rely on a brief year-end summary from each sales account manager? Why?

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The audit should probably not be cancell...

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If decision makers do not bear the major wealth effects of decisions, then:


A) the same person in the management structure must hold decision management and decision control.
B) separate decision makers must hold decision management and decision control.
C) decision management is clearly integrated with decision control.
D) the same managers hold initiation and ratification of decisions.

E) A) and B)
F) A) and C)

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Incentive problems are usually:


A) larger, the further up the organization the decision rights are placed.
B) larger, the further down the organization the decision rights are placed.
C) smaller, the further down the organization the decision rights are placed.
D) larger regardless of where the decision rights are placed.

E) A) and B)
F) B) and D)

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If D represents the level of decentralization of corporate decision-making, then Benefits = B*D and Costs = A*D + C*D2. The optimal level of decentralization occurs where:


A) Benefits = Costs
B) Costs are equal to zero
C) D = BD - Ad - CD2
D) D = (B-A) /2C

E) B) and D)
F) None of the above

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Centralized decision-making is most commonly found in:


A) firms that are expanding into other geographical areas.
B) stable industrial environments.
C) emerging economies and industries.
D) highly vertically integrated firms.

E) All of the above
F) A) and B)

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If D represents the level of decentralization of corporate decision-making, then Benefits = B*D and Costs = A*D + C*D2. The optimal level of decentralization occurs where the:


A) horizontal distance between benefits and costs is greatest.
B) vertical distance between benefits and costs is greatest.
C) sum of the squares of the distance between benefits and costs is minimized.
D) level of benefits is greatest.

E) A) and D)
F) A) and B)

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Kevin Freeman is the head of a team developing plastic knee replacements. Each member of the team brings specialized knowledge to the innovation process. Without both engineers and materials specialists, the project could not be successful. This an example of the:


A) benefits of use of dispersed knowledge.
B) costs of employee of buy-in.
C) costs of collective action problems.
D) problem of the free rider.

E) C) and D)
F) B) and D)

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Macrosoft is implementing a new research and design shop to integrate PC manufacturers' requirements for new computer software with Macrosoft's operating system. The process of integration usually requires five different kinds of software modification tasks, plus decisions about integrating these modifications. Discuss the problems of designing the new jobs in this research and design shop.

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Macrosoft may be considering whether to ...

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If an employee makes a point of stopping each morning in his manager's office to detail the positive outcomes yesterday's work, this is an example of:


A) project initiation.
B) influence costs.
C) project monitoring.
D) decentralization of decision-making.

E) B) and D)
F) None of the above

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What are influence costs, and why do they inhibit efficient organizational design?

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It is usually better to allow employees ...

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Each year, most US companies bring a CPA firm to audit their books. This is an example of:


A) how most companies do not trust their managers.
B) separation of decision management and decision control.
C) the impact of influence costs.
D) the benefits of decentralization or outsourcing.

E) B) and D)
F) A) and D)

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Decision control is made up of:


A) initiation and ratification of projects.
B) implementation and monitoring of projects.
C) ratification and monitoring of projects.
D) initiation and implementation of projects.

E) B) and C)
F) C) and D)

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Decentralizing decision rights marries authority with local knowledge. This would seem to be a good thing, but a problem that may arise is that:


A) local management may conserve central management's time and effort.
B) local knowledge may allow local managers to tailor prices and services to local needs
C) lack of local incentives may mean that local managers do not work to maximize firm value.
D) local managers may have too strong a corporate identification.

E) B) and D)
F) A) and B)

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An empowered employee has:


A) explicit rights to initiate but not implement any decision.
B) explicit rights to initiate and implement any decision, subject to manager's ratification and monitoring.
C) explicit rights to initiate and implement any decision, sans manager's ratification and monitoring.
D) explicit rights to implement but not initiate any decision.

E) B) and C)
F) A) and B)

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Boundary setting refers to:


A) managers requesting permission to ratify every decision made by an empowered worker.
B) managers preratifying certain decisions made by empowered workers within a certain range, while still maintaining supervisory control.
C) managers preratifying certain decisions made by empowered workers within a certain range, while still maintaining supervisory control
D) workers setting up rules of empowerment that might influence their decision making authority.

E) B) and D)
F) B) and C)

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