Chapter 4: Organizing

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Chapter 4: OrganizingVersión en línea Answer ALL questions. por IMA ILYANI IBRAHIM 1 Willingness to be answerable for the results, credit or blame is termed as accountability. Yes No 2 The unity of command principle basically believes that each employee should have only one manager to report to. Yes No 3 Narrow span of management shows that a manager has many employees to supervise and control. Yes No 4 The process of transferring the responsibility for a specific activity or task to another member of an organization and empowering that individual to complete the task is called delegation. Yes No 5 In functional structure, employees have at least two bosses. Yes No 6 Organizing is the function of management that is best described as the process of setting goals and deciding the best ways to achieve them. Yes No 7 A manager who has the power to give instructions to employees under his control is said to have staff authority. Yes No 8 In division of work, individuals are specialized in doing part of an activity rather than the entire activity. Yes No 9 Centralized organizations tend to practice more delegation compared to decentralized organizations. Yes No 10 Wide span of control creates flat hierarchies of management. Yes No

Chapter 4: OrganizingVersión en línea

Answer ALL questions.

por IMA ILYANI IBRAHIM

Willingness to be answerable for the results, credit or blame is termed as accountability.

Yes

The unity of command principle basically believes that each employee should have only one manager to report to.

Yes

Narrow span of management shows that a manager has many employees to supervise and control.

Yes

The process of transferring the responsibility for a specific activity or task to another member of an organization and empowering that individual to complete the task is called delegation.

Yes

In functional structure, employees have at least two bosses.

Yes

Organizing is the function of management that is best described as the process of setting goals and deciding the best ways to achieve them.

Yes

A manager who has the power to give instructions to employees under his control is said to have staff authority.

Yes

In division of work, individuals are specialized in doing part of an activity rather than the entire activity.

Yes

Centralized organizations tend to practice more delegation compared to decentralized organizations.

Yes

Wide span of control creates flat hierarchies of management.

Yes

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Chapter 4: Organizing

Sí o No

Sobre esta actividad

Creada por

Descarga la versión para jugar en papel

Top juegos

Sí o No

Grammys a mejor canción/grabación

Sí o No

OPEN UP 5 UNIT 3: THERE IS/ARE, THERE WAS, THERE WERE

Sí o No

¿Es verdad?

Sí o No

¿Está creado con Inteligencia Artificial?

Sí o No

Preguntas sobre futbol para niños

Chapter 4: OrganizingVersión en línea

por IMA ILYANI IBRAHIM

Willingness to be answerable for the results, credit or blame is termed as accountability.

The unity of command principle basically believes that each employee should have only one manager to report to.

Narrow span of management shows that a manager has many employees to supervise and control.

The process of transferring the responsibility for a specific activity or task to another member of an organization and empowering that individual to complete the task is called delegation.

In functional structure, employees have at least two bosses.

Organizing is the function of management that is best described as the process of setting goals and deciding the best ways to achieve them.

A manager who has the power to give instructions to employees under his control is said to have staff authority.

In division of work, individuals are specialized in doing part of an activity rather than the entire activity.

Centralized organizations tend to practice more delegation compared to decentralized organizations.

Wide span of control creates flat hierarchies of management.

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