Managers having the least authority and are at the lowest level in the hierarchy of the organization are called______________ (a) Middle level managers ; (b) Top level managers ; (c) First-line managers ; (d) None of the given options

Managers having the least authority and are at the lowest level in the hierarchy of the organization are called______________ (a) Middle level managers ; (b) Top level managers ; (c) First-line managers ; (d) None of the given options 
by

1 Answer

Answer :

 (c) First-line managers ;
by

Related questions

When we classify managers according to their level in the organization they are described as _______. (a) Functional, staff and line managers (b) Top managers, middle managers and supervisors (c) High level and lower level managers ; (d) General managers and administrative managers

Description : When we classify managers according to their level in the organization they are described as _______. (a) Functional, staff and line managers (b) Top managers, middle managers and supervisors (c) High level and lower level managers ; (d) General managers and administrative managers

Last Answer : (b) Top managers, middle managers and supervisors 

The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed……… (a) Unity of command ; (b) Authority ; (c) Power and authority structure (d) Chain of command

Description : The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed……… (a) Unity of command ; (b) Authority ; (c) Power and authority structure (d) Chain of command 

Last Answer : (d) Chain of command 

A ___________ refers to the authority and responsibility for achieving the major goals of the Organization. (a) Line position ; (b) Staff position ; (c) Line authority ; (d) None of the given options

Description : A ___________ refers to the authority and responsibility for achieving the major goals of the Organization. (a) Line position ; (b) Staff position ; (c) Line authority ; (d) None of the given options

Last Answer : (a) Line position ;

What are the advantages of the functional structure? a) It enhances communication between top and low level managers. b) It makes communication easy among people from different functions. c) It makes communication easy among people from the same specialists. d) It enhances team spirit throughout the organization.

Description : What are the advantages of the functional structure? a) It enhances communication between top and low level managers. b) It makes communication easy among people from different functions. c) It ... easy among people from the same specialists. d) It enhances team spirit throughout the organization.

Last Answer : It makes communication easy among people from the same specialists

In an organization that has high centralization…………… (a) Problem can be quickly and efficiently solved (b) The corporate headquarters is located centrally to branch offices (c) Top managers make all the decisions-lower-level managers merely carry out directions (d) All top-level officials are located within the same geographic area

Description : In an organization that has high centralization (a) Problem can be quickly and efficiently solved (b) The corporate headquarters is located centrally to branch offices (c) Top managers make ... merely carry out directions (d) All top-level officials are located within the same geographic area

Last Answer : (c) Top managers make all the decisions-lower-level managers merely carry out directions 

Maintenance of intended delegation requires that decisions lying within the individual managers’ authority should be made by them and not referred upwards in the organizational hierarchy. This is known as– (A) principle of unity of command (B) scalar principle (C) authority level principle (D) principle of absoluteness of responsibility

Description : Maintenance of intended delegation requires that decisions lying within the individual managers' authority should be made by them and not referred upwards in the organizational hierarchy. This is ... scalar principle (C) authority level principle (D) principle of absoluteness of responsibility

Last Answer : Answer: authority level principle

Division of labor, authority hierarchy, formal selection, formal rules and regulations, impersonality, and career orientation are all features of: (a) Weber's ideal type bureaucracy. ; (b) General administrative theory. (c) Fayol's principles of management. ; (d) Taylor's principles of management.

Description : Division of labor, authority hierarchy, formal selection, formal rules and regulations, impersonality, and career orientation are all features of: (a) Weber's ideal type bureaucracy. ; (b) General administrative theory. (c) Fayol's principles of management. ; (d) Taylor's principles of management.

Last Answer : (a) Weber's ideal type bureaucracy. ;

Transformational leadership focuses on middle and first line managers. (a) True ; (b) False

Description : Transformational leadership focuses on middle and first line managers. (a) True ; (b) False 

Last Answer : (b) False 

A “Learning Organization” requires ----------- : A. A stable Hierarchy B. A shared Vision and Culture that is challenging and questioning C. A questioning culture D. Knowledge management systems

Description : A “Learning Organization” requires ----------- : A. A stable Hierarchy B. A shared Vision and Culture that is challenging and questioning C. A questioning culture D. Knowledge management systems

Last Answer : A shared Vision and Culture that is challenging and questioning

___________shows the management structure of an organization. (a) Hierarchy ; (b) Decision Tree ; (c) Incremental Model ; (d) Satisfying model

Description : ___________shows the management structure of an organization. (a) Hierarchy ; (b) Decision Tree ; (c) Incremental Model ; (d) Satisfying model 

Last Answer : (a) Hierarchy ;

Which statement is true, with respect to ‘Corporate Level Managers’ (CEO’s, VP’s etc)? A. Translate action-oriented, corporate level direction and intent into concrete objectives and strategies for SBU’s. B. Demand a high level of Technical Skills C. Demand a high level of Human Skills D. None of these options

Description : Which statement is true, with respect to Corporate Level Managers' (CEO's, VP's etc)? A. Translate action-oriented, corporate level direction and intent into concrete objectives and strategies for SBU' ... level of Technical Skills C. Demand a high level of Human Skills D. None of these options

Last Answer : None of these options

Which statement is true, with respect to ‘Corporate Level Managers’ (CEO’s, VP’s etc)? A. Translate action-oriented, corporate level direction and intent into concrete objectives and strategies for SBU’s. B. Demand a high level of Technical Skills C. Demand a high level of Human Skills D. None of these options

Description : Which statement is true, with respect to Corporate Level Managers' (CEO's, VP's etc)? A. Translate action-oriented, corporate level direction and intent into concrete objectives and strategies for SBU' ... level of Technical Skills C. Demand a high level of Human Skills D. None of these options

Last Answer : None of these options

__________ is a communication that flows from a higher level to one or more lower levels in the organization. (a) Horizontal communication ; (b) Upward communication ; (c) Downward communication (d) None of given options

Description : __________ is a communication that flows from a higher level to one or more lower levels in the organization. (a) Horizontal communication ; (b) Upward communication ; (c) Downward communication (d) None of given options

Last Answer : (d) None of given options 

The managers of a multinational company are located in France, India, Brazil, and the United States. Which decision-making technique seems most reasonable for this organization? (a) A postal service interaction ; (b) A brainstorming session ; (c) A nominal discussion (d) An electronic meeting

Description : The managers of a multinational company are located in France, India, Brazil, and the United States. Which decision-making technique seems most reasonable for this organization? (a) A postal service interaction ; (b) A brainstorming session ; (c) A nominal discussion (d) An electronic meeting 

Last Answer : (d) An electronic meeting

If a solution to a particular problem is not vital to the functioning of an organization and management is willing to overlook the causes of the conflict, managers may choose to use which type of conflict resolution? (a) Confrontation ; (b) Avoidance ; (c) Dominance ; (d) Compromise

Description : If a solution to a particular problem is not vital to the functioning of an organization and management is willing to overlook the causes of the conflict, managers may choose to use which type of conflict resolution? (a) Confrontation ; (b) Avoidance ; (c) Dominance ; (d) Compromise

Last Answer :  (b) Avoidance ;

Strategic planning: (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time. (b) Involves managers in each unit of an organization who are responsible for achieving the unit's objectives within a specified period of time. (c) Looks specifically at resources, finances, and market conditions to determine ways to accomplish the overall plans of the organization. (d) Determines the day-to-day operations within an organization.

Description : Strategic planning: (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time. (b) Involves managers in each unit of ... overall plans of the organization. (d) Determines the day-to-day operations within an organization.

Last Answer : (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time.

Which of the following management substitutes is characterized by formalization, inflexibility, and closely knit work groups? (a) Characteristics of subordinates. ; (b) Characteristics of managers. (c) Characteristics of the organization. ; (d) Characteristics of task.

Description : Which of the following management substitutes is characterized by formalization, inflexibility, and closely knit work groups? (a) Characteristics of subordinates. ; (b) Characteristics of managers. (c) Characteristics of the organization. ; (d) Characteristics of task.

Last Answer : (c) Characteristics of the organization. ;

Hierarchy of Needs’, is a theory …. A. Of motivation based on human behaviour B. That proposes that ‘one best way’ for all management actionC. Recognizes that the appropriate management actions depend on the situationD. None of these options is correct.

Description : Hierarchy of Needs’, is a theory …. A. Of motivation based on human behaviour B. That proposes that ‘one best way’ for all management action C. Recognizes that the appropriate management actions depend on the situation D. None of these options is correct.

Last Answer : Of motivation based on human behaviour

Hierarchy of Needs’, is a theory …. A. Of motivation based on human behaviour B. That proposes that ‘one best way’ for all management action C. Recognizes that the appropriate management actions depend on the situation D. None of these options is correct.

Description : Hierarchy of Needs’, is a theory …. A. Of motivation based on human behaviour B. That proposes that ‘one best way’ for all management action C. Recognizes that the appropriate management actions depend on the situation D. None of these options is correct.

Last Answer : Of motivation based on human behaviour

When top -level managers delegate very little authority to lower -level employees, the organisation is : A)centralised B)decentralised C)empowered D)marketing -oriented

Description : When top -level managers delegate very little authority to lower -level employees, the organisation is : A)centralised B)decentralised C)empowered D)marketing -oriented

Last Answer : D)marketing -oriented

Strategy making process involves ------------- : A. Senior Managers and Board Members B. Managers at all levels C. Senior and Middle Managers D. Middle and Junior Management

Description : Strategy making process involves ------------- : A. Senior Managers and Board Members B. Managers at all levels C. Senior and Middle Managers D. Middle and Junior Management

Last Answer : Managers at all levels

A system in a organization in which people are organized into different levels of importance from highest to lowest a) structure b) profie c) hierarchy d) matrix

Description : A system in a organization in which people are organized into different levels of importance  from highest to lowest a) structure b) profie c) hierarchy d) matrix

Last Answer : c) hierarchy 

Which organization is characterized by very formal rules, centralized authority, and narrow spans of control? (a) Boundaryless ; (b) Matrix ; (c) Virtual ; (d) Bureaucracy

Description : Which organization is characterized by very formal rules, centralized authority, and narrow spans of control? (a) Boundaryless ; (b) Matrix ; (c) Virtual ; (d) Bureaucracy

Last Answer : d

Which of the following is characterized by wide spans of control, little formalization, a low degree of departmentalization, and authority centralized in a single person…………… (a) Bureaucracy ; (b) Simple structure ; (c) Matrix organization ; (d) Mechanistic structure

Description : Which of the following is characterized by wide spans of control, little formalization, a low degree of departmentalization, and authority centralized in a single person…………… (a) Bureaucracy ; (b) Simple structure ; (c) Matrix organization ; (d) Mechanistic structure

Last Answer : (b) Simple structure ;

A__________ is the combining of two or more companies into one organization. (a) Merger ; (b) Acquisition ; (c) Diversification ; (d) None of the given options

Description : A__________ is the combining of two or more companies into one organization. (a) Merger ; (b) Acquisition ; (c) Diversification ; (d) None of the given options 

Last Answer : (a) Merger ;

The recently emerged type of managerial job is ______________ (a) Top Manager ; (b) Middle Manager ; (c) First Line Manager ; (d) Team Leader

Description : The recently emerged type of managerial job is ______________ (a) Top Manager ; (b) Middle Manager ; (c) First Line Manager ; (d) Team Leader

Last Answer :  (d) Team Leader

The transnational structure is: a) dominated by hierarchy. b) not dominated by hierarchyc) designed for vertically integrated international firm.d) appropriate for export firms.

Description : The transnational structure is: a) dominated by hierarchy. b) not dominated by hierarchy c) designed for vertically integrated international firm. d) appropriate for export firms.

Last Answer : appropriate for export firms.

In Maslow‟s Need hierarchy which needs are shown between Esteem needs and Safety needs (a) Social needs ; (b) Esteem needs ; (c) Security needs ; (d) Basic need

Description : In Maslow‟s Need hierarchy which needs are shown between Esteem needs and Safety needs (a) Social needs ; (b) Esteem needs ; (c) Security needs ; (d) Basic need

Last Answer : (a) Social needs ;

Which step in Maslow's Hierarchy of Needs Theory deals with achieving one's potential? (a) Self-actualization ; (b) Safety ; (c) Esteem ; (d) Physiological

Description : Which step in Maslow's Hierarchy of Needs Theory deals with achieving one's potential? (a) Self-actualization ; (b) Safety ; (c) Esteem ; (d) Physiological 

Last Answer : (a) Self-actualization ;

In Need Hierarchy Theory of Abraham H. Maslow, Self Actualisation needs are at level– (A) Lower level needs (B) Middle level needs (C) Higher level needs (D) Highest level needs

Description : In Need Hierarchy Theory of Abraham H. Maslow, Self Actualisation needs are at level– (A) Lower level needs (B) Middle level needs (C) Higher level needs (D) Highest level needs

Last Answer : Answer: Lower level needs

What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

Description : What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

Last Answer : All of these options

What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

Description : What does Strategy describe? A. The general direction in which an organization plans to move to attain its goals B. Framework for managerial decisions C. Leveraging strengths to gain competitive advantage D. All of these options

Last Answer : All of these options

What kind of organizational structure combines a vertical chain of command with horizontal reporting requirements? (a) Line authority ; (b) Matrix ; (c) Functional ; (d) Line-and-staff

Description : What kind of organizational structure combines a vertical chain of command with horizontal reporting requirements? (a) Line authority ; (b) Matrix ; (c) Functional ; (d) Line-and-staff

Last Answer : (b) Matrix ;

A ______ organizational structure is the simplest form and has clear lines of authority and ease of decision making. (a) Horizontal ; (b) Line ; (c) Vertical ; (d) Staff

Description : A ______ organizational structure is the simplest form and has clear lines of authority and ease of decision making. (a) Horizontal ; (b) Line ; (c) Vertical ; (d) Staff

Last Answer : (b) Line ; 

_____ is an individual's capacity to influence decisions a) Span of control ; (b) Line authority ; (c) Staff authority ; (d) Power

Description : _____ is an individual's capacity to influence decisions a) Span of control ; (b) Line authority ; (c) Staff authority ; (d) Power

Last Answer : Line authority

Which of the following is the employer-employee authority relationship that follows the chain of command? (a) Staff authority ; (b) Referent power ; (c) Line authority ; (d) Functional authority

Description : Which of the following is the employer-employee authority relationship that follows the chain of command? (a) Staff authority ; (b) Referent power ; (c) Line authority ; (d) Functional authority

Last Answer : (c) Line authority ; 

An organizational design with low departmentalization, wide spans of control, authority centralized in a single person and little formalization are characteristics of ________. (a) Simple structure ; (b) Functional structure ; (c) Divisional structure ; (d) None of given option

Description : An organizational design with low departmentalization, wide spans of control, authority centralized in a single person and little formalization are characteristics of ________. (a) Simple structure ; (b) Functional structure ; (c) Divisional structure ; (d) None of given option

Last Answer : (a) Simple structure ; 

The ideal strategic management team DOES NOT includes…. A. Chief executive officer (CEO) B. Product managers C. Heads of functional areas D. Shop-floor managers

Description : The ideal strategic management team DOES NOT includes…. A. Chief executive officer (CEO) B. Product managers C. Heads of functional areas D. Shop-floor managers

Last Answer : Shop-floor managers

The ideal strategic management team DOES NOT includes…. A. Chief executive officer (CEO) B. Product managers C. Heads of functional areas D. Shop-floor managers

Description : The ideal strategic management team DOES NOT includes…. A. Chief executive officer (CEO) B. Product managers C. Heads of functional areas D. Shop-floor managers

Last Answer : Shop-floor managers

What is the purpose of the CAGE framework? a) The CAGE framework investigates to what extent home demand, home factor conditions and domestic rivalry are important to multinational firms. b) The CAGE framework analyses bilateral differences and commonalities between two countries. c) The CAGE framework is a broad framework to help managers understand the environment in which their business operates. d) The CAGE framework a checklist for forecasting political, economic, strategic or technological factors.

Description : What is the purpose of the CAGE framework? a) The CAGE framework investigates to what extent home demand, home factor conditions and domestic rivalry are important to multinational firms. ... d) The CAGE framework a checklist for forecasting political, economic, strategic or technological factors.

Last Answer : The CAGE framework analyses bilateral differences and commonalities between two countries.

PESTLE analysis is: a) a broad framework to help managers understand the environment in which their business operates. b) a checklist to ask how political, economic, strategic or technological developments can influence an industry and a company. c) a checklist for forecasting political, economic, strategic or technological factors. d) a framework for strategic analysis of internal and external environment

Description : PESTLE analysis is: a) a broad framework to help managers understand the environment in which their business operates. b) a checklist to ask how political, economic, strategic or ... strategic or technological factors. d) a framework for strategic analysis of internal and external environment

Last Answer : a broad framework to help managers understand the environment in which their business operates.

According to ---------- the managers and workers should work together as partners and of equal importance for the organizations success (a) X theory (b) Y theory ; (c) Z theory ; (d) 2 Factor theory

Description : According to ---------- the managers and workers should work together as partners and of equal importance for the organizations success (a) X theory (b) Y theory ; (c) Z theory ; (d) 2 Factor theory

Last Answer :  (c) Z theory ;

Today‟s managers understand that the success of any effort at improving quality and productivity must include _____. (a) Quality management programs ; (b) Customer service improvements (c) Employee's participation ; (d) Manufacturing simplification

Description : Today‟s managers understand that the success of any effort at improving quality and productivity must include _____. (a) Quality management programs ; (b) Customer service improvements (c) Employee's participation ; (d) Manufacturing simplification 

Last Answer : (c) Employee's participation ;

According to Robert Katz, when managers have the mental ability to analyze and diagnose complex situations, they possess _____________ skills. (a) Technical ; (b) Leadership ; (c) Problem-solving ; (d) Conceptual

Description : According to Robert Katz, when managers have the mental ability to analyze and diagnose complex situations, they possess _____________ skills. (a) Technical ; (b) Leadership ; (c) Problem-solving ; (d) Conceptual

Last Answer : ; (d) Conceptual 

_________ concluded that managers perform 10 interrelated activities that relate to decision making, using information and interpersonal relationships. (a) Mintzberg ; (b) Abraham Maslow ; (c) Robert Owen ; (d) Henri Fayol

Description : _________ concluded that managers perform 10 interrelated activities that relate to decision making, using information and interpersonal relationships. (a) Mintzberg ; (b) Abraham Maslow ; (c) Robert Owen ; (d) Henri Fayol

Last Answer : (a) Mintzberg ;

Which management concept suggests that low-importance decisions be handled by subordinates, so that managers can focus on high-importance decisions? (a) management by objective ; (b) management by exception ; (c) Participatory management (d) inclusionary management

Description : Which management concept suggests that low-importance decisions be handled by subordinates, so that managers can focus on high-importance decisions? (a) management by objective ; (b) management by exception ; (c) Participatory management (d) inclusionary management

Last Answer : (b) management by exception ;

Which source of power is based on a manager's ability to punish a subordinate? (a) Coercive power ; (b) Referent power ; (c) Rewarded power ; (d) Legitimate power

Description : Which source of power is based on a manager's ability to punish a subordinate? (a) Coercive power ; (b) Referent power ; (c) Rewarded power ; (d) Legitimate power

Last Answer : (a) Coercive power ; 

Which characteristic was found by Raudsepp among creative managers? (a) They had few hobbies or interests outside work. (b) They focused intensely on immediate needs. (c) They were irritated by the status quo. (d) They had little energy to spare.

Description : Which characteristic was found by Raudsepp among creative managers? (a) They had few hobbies or interests outside work. (b) They focused intensely on immediate needs. (c) They were irritated by the status quo. (d) They had little energy to spare.

Last Answer : (c) They were irritated by the status quo.

Select the incorrect statement. Harrison and Pelletier argued that managers should learn to avoid ... (a) Treating decisions with uncertain outcomes as though they had predictable results (b) Treating non-programmed decisions as routine (c) Mixing routine and non-routine decisions. (d) Treating ad-hoc decisions as though they were everyday occurrences

Description : Select the incorrect statement. Harrison and Pelletier argued that managers should learn to avoid ... (a) Treating decisions with uncertain outcomes as though they had predictable results (b) ... and non-routine decisions. (d) Treating ad-hoc decisions as though they were everyday occurrences

Last Answer : (c) Mixing routine and non-routine decisions. 

Which of the following best expresses the difference between programmed and non-programmed decisions? (a) Occur under certainty or risk; occur under uncertainty or ambiguity (b) Made by managers who prefer a thinking or technocratic style; made by managers who use judgement and follow intuition (c) Handled with decision rules; decision rules cannot be developed (d) Have computer routines developed for them; are not computerized

Description : Which of the following best expresses the difference between programmed and non-programmed decisions? (a) Occur under certainty or risk; occur under uncertainty or ambiguity (b) Made by managers ... rules cannot be developed (d) Have computer routines developed for them; are not computerized

Last Answer : (c) Handled with decision rules; decision rules cannot be developed