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Multiple Choice
A) there are five members in the team.
B) the number of team members exceeds ten.
C) the additional cost of adding a new member equals the incremental benefits.
D) the additional cost of adding a new member is less than the incremental benefits.
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Multiple Choice
A) manage activities.
B) make products.
C) make basic investment decisions.
D) recommend actions.
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Multiple Choice
A) it lowers the opportunity cost of the time of the higher management.
B) local managers have a strong incentive to maximize a firm's value.
C) there are economies of scale if local managers take pricing decisions.
D) full use can be made of the central manager's knowledge and expertise.
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Multiple Choice
A) benefits of the use of dispersed specific knowledge.
B) costs of employee buy-in.
C) costs of collective-action problems.
D) free-rider problem.
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verified
Multiple Choice
A) benefits of the use of dispersed specific knowledge.
B) costs of employee buy-in.
C) costs of collective-action problems.
D) free-rider problem.
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Multiple Choice
A) Effective use of local knowledge
B) Possibility to shirk and enjoy credits from free riding
C) Conservation of management time
D) Possibility to increase motivation and productivity
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Essay
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Essay
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Multiple Choice
A) a lack of trust between the companies and the managers.
B) separation of decision management and decision control.
C) the impact of influence costs.
D) the benefits of decentralization or outsourcing.
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Multiple Choice
A) Incentive problems
B) Coordination costs and failures
C) Less effective use of central information
D) More effective use of local knowledge
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Multiple Choice
A) explicit rights to initiate but not implement any decision.
B) explicit rights to initiate and implement any decision,subject to the manager's ratification and monitoring.
C) explicit rights to initiate and implement any decision,without the manager's ratification and monitoring.
D) explicit rights to implement but not initiate any decision.
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Multiple Choice
A) many tasks and little sales authority.
B) few tasks and very little sales authority.
C) many tasks and a lot of sales authority.
D) few tasks and a lot of sales authority.
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Multiple Choice
A) larger when the decision rights are placed higher in the organization.
B) larger when the decision rights are placed lower in the organization.
C) smaller when the decision rights are placed lower in the organization.
D) large regardless of where the decision rights are placed.
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Multiple Choice
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) employees seeking approval for every decision from managers.
D) workers setting up rules of empowerment that might influence their decision-making authority.
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Multiple Choice
A) it leads to communication problems relating to performance evaluation of employees.
B) managers often recruit weaker subordinates and refrain from training them properly.
C) the costs of coordination among local managers is very high.
D) there is less effective use of central information and expertise.
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Essay
Correct Answer
verified
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Multiple Choice
A) managers are never eager to empower anyone else except themselves.
B) managers are usually ambiguous when it comes to empowerment.
C) workers are always eager to empower themselves even if they are unqualified.
D) managers are usually very eager to empower those who are least qualified.
Correct Answer
verified
Essay
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verified
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Multiple Choice
A) the distribution of knowledge and the coordination and control costs.
B) technological advances that allow firms to flatten their management structures.
C) the degree of vertical integration of firms.
D) the strength of the team of the local managers.
Correct Answer
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