ATRN 324 - Quiz 1 Aviation Business Feasibility

Aviation

1. QUIZ 1 ATRN 324

2. 1 4 2 3

3. 1 What approach to structural design utilizes functional and divisional chains of command simultaneously in the same part of the organization? C or I: The approach to structural design where departments are grouped based on similar organizational output is the virtual network structure. C or I: In a divisional structure, each division is not autonomous of the others on a huge corporation. C or I: Accountability is the flip side of the authority coin.

4. 2 C or I: The traditional view of span of control is eight subordinates per manager. C or I: In a divisional structure, each division is not autonomous of the others on a huge corporation. C or I: One of the disadvantages of divisional structure if the limited view of organizational goals by employees. Refers to the number of subordinates a manager effectively supervises.

5. 3 C or I: Span of control determines whether the organizational structure will be tall or flat C or I: Unplanned decentralization is one of the advantages of a team based structure. What do you call the group of employees from various functional departments that meet as a team to resolve problems in a team based structure. C or I: The chain of command is associated with two underlying principles, the unity of command and scalar principle.

6. 4 C or I: Managers are assigned authority commensurate with responsibility Defines how tasks are divided, resources are deployed, and departments are coordinated. C or I: Managers are assigned authority commensurate with responsibility The basis on which individuals are grouped into departments and departments into the total organization.

7. 5 C or I: The approach to structural design where departments are grouped based on similar organizational output is the virtual network structure. C or I: Authority is vested in people, not organizational positions. Defines how tasks are divided, resources are deployed, and departments are coordinated. Mechanism through which authority and responsibility are brought into alignment

8. 6 C or I: Work specialization where tasks are subdivided into individual jobs, is an important feature of a vertical structure What do you call the group of employees from various functional departments that meet as a team to resolve problems in a team based structure. C or I: Development of both general and specialists management skills is one of the advantages of a matrix structure. What is the unbroken line of authority that links all persons in an organization.

9. 7 Process managers use to transfer authority and responsibility. Authority given to individuals in management position which have the formal power to direct and control immediate subordinates. Refers to the number of subordinates a manager effectively supervises. C or I: Span of control determines whether the organizational structure will be tall or flat

10. 8 C or I: A tall structure has a wide span and less hierarchical levels. C or I: The approach to structural design where groupings of positions into departments based on their expertise is called divisional structure. Process managers use to transfer authority and responsibility. What do you call the group of employees from various functional departments that meet as a team to resolve problems in a team based structure.

11. 9 The duty to perform the task or activity of an employee. C or I: The chain of command is associated with two underlying principles, the unity of command and scalar principle. C or I: Ensuring that authority equals responsibility is a technique for delegation. C or I: Work specialization where tasks are subdivided into individual jobs, is an important feature of a vertical structure

12. 10 The basis on which individuals are grouped into departments and departments into the total organization. C or I: Managers are assigned authority commensurate with responsibility What approach to structural design utilizes functional and divisional chains of command simultaneously in the same part of the organization? C or I: The approach to structural design where departments are grouped based on similar organizational output is the virtual network structure.

13. 11 What is the unbroken line of authority that links all persons in an organization. C or I: The approach to structural design where groupings of positions into departments based on their expertise is called divisional structure. What is the approach to managing decision-making authority within an organization where authority is distributed throughout the organization. Lower-level managers and teams have more autonomy to make decisions within their area of responsibility. C or I: Ensuring that authority equals responsibility is a technique for delegation.

14. 12 The deployment of resources to achieve strategic goals. C or I: One of the disadvantages of divisional structure if the limited view of organizational goals by employees. Visual representation of an organization's structure. Process managers use to transfer authority and responsibility.

15. 13 What is the approach to managing decision-making authority within an organization where authority is distributed throughout the organization. Lower-level managers and teams have more autonomy to make decisions within their area of responsibility. C or I: Development of both general and specialists management skills is one of the advantages of a matrix structure. C or I: Development of both general and specialists management skills is one of the advantages of a matrix structure. The deployment of resources to achieve strategic goals.

16. 14 C or I: A tall structure has a wide span and less hierarchical levels. Formal and legitimate right of a manager to make decisions and issue orders C or I: Authority is vested in people, not organizational positions. C or I: Accountability is the flip side of the authority coin.

17. 15 C or I: Organizations encourage managers to delegate authority to lowest possible level. C or I: Accountability is the flip side of the authority coin. C or I: The traditional view of span of control is eight subordinates per manager. C or I: Work specialization where tasks are subdivided into individual jobs, is an important feature of a vertical structure

18. 16 The duty to perform the task or activity of an employee. Refers to the number of subordinates a manager effectively supervises. Authority given to individuals in management position which have the formal power to direct and control immediate subordinates. Formal and legitimate right of a manager to make decisions and issue orders

19. 17 C or I: The traditional view of span of control is eight subordinates per manager. Mechanism through which authority and responsibility are brought into alignment C or I: The approach to structural design where groupings of positions into departments based on their expertise is called divisional structure. C or I: One of the disadvantages of divisional structure if the limited view of organizational goals by employees.

20. 18 C or I: Authority is vested in people, not organizational positions. What is the approach to managing decision-making authority within an organization where authority is distributed throughout the organization. Lower-level managers and teams have more autonomy to make decisions within their area of responsibility. Defines how tasks are divided, resources are deployed, and departments are coordinated. C or I: Span of control determines whether the organizational structure will be tall or flat

21. 19 Mechanism through which authority and responsibility are brought into alignment The deployment of resources to achieve strategic goals. What approach to structural design utilizes functional and divisional chains of command simultaneously in the same part of the organization? C or I: Development of both general and specialists management skills is one of the advantages of a matrix structure.

22. 20 C or I: The chain of command is associated with two underlying principles, the unity of command and scalar principle. C or I: Organizations encourage managers to delegate authority to lowest possible level. The deployment of resources to achieve strategic goals. C or I: The traditional view of span of control is eight subordinates per manager.

23. 21 C or I: The approach to structural design where groupings of positions into departments based on their expertise is called divisional structure. C or I: Authority is vested in people, not organizational positions. C or I: Managers are assigned authority commensurate with responsibility C or I: A tall structure has a wide span and less hierarchical levels.

24. 22 The basis on which individuals are grouped into departments and departments into the total organization. C or I: In a divisional structure, each division is not autonomous of the others on a huge corporation. C or I: Organizations encourage managers to delegate authority to lowest possible level. What approach to structural design utilizes functional and divisional chains of command simultaneously in the same part of the organization?

25. 23 Visual representation of an organization's structure. Authority given to individuals in management position which have the formal power to direct and control immediate subordinates. C or I: In a divisional structure, each division is not autonomous of the others on a huge corporation. Refers to the number of subordinates a manager effectively supervises.

26. 24 Authority given to individuals in management position which have the formal power to direct and control immediate subordinates. C or I: Unplanned decentralization is one of the advantages of a team based structure. Formal and legitimate right of a manager to make decisions and issue orders Mechanism through which authority and responsibility are brought into alignment

27. 25 C or I: The approach to structural design where departments are grouped based on similar organizational output is the virtual network structure. C or I: Ensuring that authority equals responsibility is a technique for delegation. Process managers use to transfer authority and responsibility. What is the unbroken line of authority that links all persons in an organization.

28. 26 Visual representation of an organization's structure. C or I: Work specialization where tasks are subdivided into individual jobs, is an important feature of a vertical structure C or I: One of the disadvantages of divisional structure if the limited view of organizational goals by employees. What is the approach to managing decision-making authority within an organization where authority is distributed throughout the organization. Lower-level managers and teams have more autonomy to make decisions within their area of responsibility.

29. 27 What do you call the group of employees from various functional departments that meet as a team to resolve problems in a team based structure. C or I: Accountability is the flip side of the authority coin. C or I: Ensuring that authority equals responsibility is a technique for delegation. Visual representation of an organization's structure.

30. 28 C or I: Unplanned decentralization is one of the advantages of a team based structure. C or I: The chain of command is associated with two underlying principles, the unity of command and scalar principle. C or I: A tall structure has a wide span and less hierarchical levels. The basis on which individuals are grouped into departments and departments into the total organization.

31. 29 C or I: Span of control determines whether the organizational structure will be tall or flat What is the unbroken line of authority that links all persons in an organization. C or I: Unplanned decentralization is one of the advantages of a team based structure. C or I: Organizations encourage managers to delegate authority to lowest possible level.

32. 30 Formal and legitimate right of a manager to make decisions and issue orders Defines how tasks are divided, resources are deployed, and departments are coordinated. The duty to perform the task or activity of an employee. The duty to perform the task or activity of an employee.