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Boss Queen, Inc. (BQI)Boss Queen, Inc. (BQI) is a business-clothing store for professional women. The owner of the company has designed the business so that she hardly ever has to be there. There are many departmental managers who hold a lot of responsibility. While they are organized separately by department, each manager knows enough about the other departments to be able to fill in at any time. The department managers also delegate a lot of work further down to their employees as a way to empower them. The owner even delegates store-management responsibilities to a different department manager each month. Even though certain people are delegated certain tasks, everyone pitches in, so it is sometimes hard to tell who is really in charge.The employees are so comfortable with each other that many go out and participate in activities together on the weekends, even when they are not working. However, the owner realizes that she does not want to participate in these events because she does not want to seem that she is favoring certain people over others. Refer to Boss Queen, Inc. BQI can best be described as a(n) ____ organization.

When firms use inspection to monitor quality, only the finished product is examined for defects or potential problems.

Garrett EnterpriseGarrett Enterprise is a well-known company that has been around for many years. However, Mr. Smith, its CEO, has noticed recently that the company is not performing up to par. He has been watching the employees closely. Mr. Smith saw that his workers do only what is required and that no one seems to go above and beyond what is necessary.He thinks this is odd because Garrett Enterprise used to have dedicated employees who felt a real sense of ownership toward the company. Now it seems that the employees need to be watched all the time just to make sure they are doing the minimum required. The company has always tried to help its employees through various measures, but recently these measures have been unsuccessful.Mr. Smith also observed that the employees were not engaging with each other. They all seemed to be at ease with each other, but there was very little interaction. When Mr. Smith asked his top managers to study the situation more closely, they reported that the employees were neither dissatisfied nor motivated.Mr. Smith decided that things needed to change. He decided that the managers would reward only very good behaviors and punish anything that was considered bad behavior. While this may not be the best option, Mr. Smith believes that it may work for the near future. Refer to Garrett Enterprise. When employees interact with each other, what needs are they meeting?

The assignment of part of a manager’s work and authority to a worker is called

Gina Robinson, Inc. (GRI)GRI management has decided to reinvent the culture of the organization. Previously, the company tried to make jobs more appealing by adding more responsibilities to each job description. However, this did not work. Next, the company decided to add flextime. It believed that this would make employees more dedicated.GRI then introduced even more work options for employees. For example, management decided to group all full-time employees into teams to allow employees with different backgrounds to learn from each other. Many different kinds of teams were allowed, as long as the group members did not interact via the Internet or any other electronic means. The managers reasoned that team members must work face to face to learn from and truly engage with each other.Once these teams were formed, GRI management noticed that the quality of employees’ work was much improved. The managers also observed that people felt much more comfortable with and tolerant of each other. Refer to Gina Robinson, Inc. Flextime is

Today approximately ____ percent of American workers are employed in service industries.

​The ___ is the line of authority that extends from the highest to the lowest levels of the organization.

An organization in which management consciously attempts to spread authority to the lower organizational levels is said to be centralized.

The president of Digital Equipment Corporation discovered that his company was having a problem with counterproductive product groups who were working selfishly rather than cooperating with one another. To solve the problem, he combined the company’s twelve U.S. product groups into three regional management centers. This solution is referred to as departmentalization by

Generally speaking, a narrow span of management implies that the height of the organization will be ____; a wide span of management implies that the height of the organization will be ____.