IIA IIA-CIA-PART4 Online Practice Questions and Exam Preparation

IIA IIA-CIA-PART4 Online Questions & Answers

• Question 271:

  While conducting field work, a strong conflict arises between two of your subordinates regarding possible scope expansion. You draw their attention to their shared views, downplaying the issues of contention. This technique for resolving conflict is called:

  A. Super ordinate goals.
  B. Smoothing.
  C. Problem solving.
  D. Compromise.
  B. Smoothing.

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  Smoothing is a conflict resolution technique in which differences are deemphasized and common interests of the parties are emphasized. It has the disadvantage of not solving the underlying problems that created the conflict.

• Question 272:

  Which of the following concepts is not consistent with a successful authoritarian organization?

  A. Each subordinate should only have one superior.
  B. Superiors may have as many subordinates as possible within the superior's span of control.
  C. Responsibility may be delegated.
  D. The hierarchy of authority should be precisely defined.
  C. Responsibility may be delegated.

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  Taylor, Fayol, and other traditionalists advocated the creation of authoritarian organizations. One of the criteria for success was the ability to delegate authority but not responsibility. Responsibility should always remain with the person who made the decision.

• Question 273:

  Added-value negotiation is characterized by:

  A. One party approaching another with a proposal.
  B. A series of offers and counteroffers between the negotiating parties.
  C. Two parties making multiple deals.
  D. One party quickly conceding to the demands of the other.
  C. Two parties making multiple deals.

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  The basic principle of added-value negotiation is that the parties make multiple deals to add value to the process. The parties mutually clarify their common interests, identify options or the range of values each side can offer the other, and design alternative deal packages. Each package should be a win-win offer consisting of groups of the values identified in theprevious step.

• Question 274:

  A corporation produces uniforms that it sells and rents to businesses. The corporation recently acquired a textile mill that produces synthetic cloth. This acquisition is an example of:

  A. Horizontal integration Forward integration
  B. Horizontal integration Backward integration
  C. Vertical integration Forward integration
  D. Vertical integration Backward integration
  D. Vertical integration Backward integration

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  The degree of backward and forward vertical integration along the value chain varies with the industry. The corporation acquired one of its suppliers, which is on a different level of the value chain. Thus, the combination involved vertical integration. Moreover, the acquisition of a supplier is characteristic of backward integration.

• Question 275:

  Which particular type of organization structure will likely have unity-of-command problems unless there is frequent and comprehensive communication between the various functional and project managers?

  A. Line and staff.
  B. Strategic business unit.
  C. Centralized.
  D. Matrix.
  D. Matrix.

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  A matrix structure allows authority to flow both vertically and horizontally. A manager is appointed for each project and draws on personnel who are organized by function and report to a manager for each function. This violates the principle of unity of command, which states that each subordinate should have only one superior.

• Question 276:

  Routine tasks, which have few exceptions and problems that are easy to analyze, are conducive to:

  A. Formalized structure, in which procedures manuals and job descriptions are common.
  B. Decentralized decision making, in which decisions are pushed downward in the organization.
  C. Organic structures that emphasize adaptability and flexibility to changing circumstances.
  D. High degrees of job satisfaction on the part of the employees performing them.
  A. Formalized structure, in which procedures manuals and job descriptions are common.

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  Technology has been viewed in terms of two dimensions:task variability and problem analyzability, or the exceptions encountered in work and the search procedures for responding to the exceptions, respectively. Routine tasks have few exceptions, and the search for solutions is well defined. Because routine tasks change little overtime, they are well suited to a mechanistic structure. One characteristic of such a structure is high formalization.

• Question 277:

  A firm sells the same product in different countries and uses the same promotion methods. According to keegan's model of adaptation strategies, this firm has adopted a strategy of

  A. Straight extension.
  B. Product adaptation.
  C. Product invention.
  D. Dual adaptation.
  A. Straight extension.

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  Using a straight extension strategy, a higher profit potential exists because virtually no changes are made in the products or its promotion. There is a downside potential if foreign consumers are not familiar with this type of product or do not readily accept it.

• Question 278:

  Which of the following actions is most likely to minimize the effect of perceptual errors?

  A. The sender should ensure that the receiver understands the message by allowing onlyone-waycommunication.
  B. The receiver should consider how the sender decodes the message.
  C. The sender alone should minimize noise in the flow of communication.
  D. The receiver should try to understand the sender's perspective.
  D. The receiver should try to understand the sender's perspective.

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  Perceptual errors can be minimized in several ways, including feedback from the receiver concerning his/her perceptions and interpretations of the message, understanding of the sender's perspective by the receiver, the sender's sensitivity to the receiver's problems, and implementation of a training program to improve communication skills throughout the company.

• Question 279:

  Which of the following factors is least likely to affect a manager's direct span of control?

  A. Frequency of supervisor-subordinate contact.
  B. The manager's willingness to delegate authority.
  C. The manager's training and communication skills.
  D. Number of people in the corporation.
  D. Number of people in the corporation.

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  The optimal span of control is the number of subordinates that a given manager can effectively supervise. It is a function of many situational factors. However, the total number of people in an organization has no bearing on the optimal span of control of a particular manager.

• Question 280:

  As a manager, you should be striving for a high level of job satisfaction for your staff for all the following reasons except:

  A. A happy, satisfied worker is always a more productive worker.
  B. High job satisfaction usually results in lower turnover.
  C. Dissatisfied employees are often less healthy.
  D. Many people feel job satisfaction is as important as remuneration.
  A. A happy, satisfied worker is always a more productive worker.

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  Studies have shown that worker satisfaction does not necessarily lead to improved productivity. In fact, studies indicate that it is more likely that a productive worker is a happy worker.