Principles of Management Review

8/2/2019 Principles of Management Review

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Principles of ManagementReview

Multiple Choice

Circle the correct answer(s):

1. The primary task of management is to: (choose the best answer)

a) plan in advanceb) coordinate national and international relief effortsc) make rapid, informed decisions and coordinate group effortsd)determine parameters of jobs, incomes, and services that applyduring disaster conditionse) take control during a crisis

2. To neutralize the confusion of the emergency period, disaster management placesheavy emphasis on: (choose the best answer)0 a) advance planning1 b) strategic planning2 c) organizational planning3 d) field management planning4 e) forward planning53. Choose the appropriate letter from the following list to fill in the blanks in the

sentence below.

6 a) field-level managers7 b) middle-level managers8 c) top managementIt is usually considered more effective to have _____ make all program decisions,

_____ make financial and other organizational decisions, and _____ serve as resourcecoordinators.

4. Disaster managers may find themselves working in environments that are:

a) economically turbulent

b) politically hostilec) demographically diversed) all of the abovee) none of the above

5. It is especially critical to identify needs:

a) during the emergency phase of a disasterb)during the transition phase of a disasterc) during the reconstruction phase of a


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d) disastere) a+bf) during all disaster phases

6. Deciding to give priority to a particular area following a disaster is an example of:

a) practicing favoritism

b) determining strategies and approachesc)setting up the programd) allocating resourcese) setting policy

7. Before an agency decides which activities it will undertake in a particular area, itshould at least:

a) agree upon one standard approach that all agencies in theb) affected area should follow

c) notify all department heads of agencies in the affectedd) area of its plan of actione) take inventory of the resources available to otherf) agenciesg) in the areah) be certain of its planning prioritiesi) be well informed of activities of other agencies operating

j) within the same area

8. There is usually no established procedure for handling:

a) non-routine decisionsb) routine decisionsc) technically guided decisionsd) decisions made under conditions of riske) decision-making

9. In emergencies, non-routine decisions are most often made by:1 a) field level managers2 b) middle level managers3 c) top management4 d) technical advisors

5 e) a board of directors610. The first step in making decisions in an emergency is to:7 a) evaluate alternatives8 b) formulate a policy9 c) gather and collate informationd) identify goals10 e) define the problem1111. Monitoring trends in nutritional states of disaster victims is an example of:


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12 a) epidemiologic surveillance13 b) situation reports14 c) early warning reports15 d) disaster assessment reportse) sitreps1612. Intelligence information that reports on trends and patterns can aid in: (choose thebest answer)

17 a) intra-organizational flow of information18 b) emergency evacuation procedures19 c) short-term relief efforts20 d) long-range, strategic planning21 e) updating weather bulletins13. One of the most important administrative positions is that of (choose the bestanswer):22 a) secretary23 b) program coordinator24 c) accountant25 d) public relations officer

26 e) storekeeper 2714. People are more liable to resist a leader's efforts when the threat of disaster is:

a) constant and recurringb) moderate and recurringc) imminentd) moderate and infrequente) widespread

15. A common misconception of inexperienced disaster workers is that:

a) victims will be unable or unwilling to workb) tents should be ordered to provide emergency shelterc) they will be forced to do unpleasant work with little or no compensationd) they will have to camp out in tentse) water should be boiled before being used

16. A group of people whose job is to define parameters of a task and makerecommendations is a(n):1 a) task group2 b) committee3 c) organic group

4 d) ad hoc group5 e) work group17. When a group can satisfy individual needs for status, recognition, or material gain,this increases group:6 a) divisiveness7 b) elitism8 c) status9 d) autonomy10 e) cohesion18. Once different tasks and specialists needed to do them have been identified, the


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agency is then in a position to develop (choose the best answer):11 a) chains of command12 b) a decentralized organizational structure13 c) job descriptions14 d) budget line items15 e) support staff 19. Dividing work into more and more piecemeal assignments may result in (choose the

best answer):

a) greater efficiencyb) overlapping jobsc) lower output and moraled) increased moralee) greater cost

20. Redefining jobs might be a way to:0 a) give workers more autonomy1 b) enlarge the workload

2 c) reduce the workload3 d) exercise greater control over workers4 e) all of the above f) none of the above521. The success of relief efforts in a community should be measured by:

a) quantifiable measures of aid given and individuals helpedb) fulfillment of short-term objectivesc) a return to normal socio-economic patternsd) a broad-based assessment of impact on the communitye) the length of time between the emergency and full recovery

True/False(Indicate T or F)

_____ 22. As an organization increases in size and complexity, its management adaptsby becoming more generalized with a more centralized power structure.

_____ 23. Actions taken by an agency in different periods of a disaster are guided bythe same objectives.

_____ 24. Budgeting for post-disaster programs is usually a trial-and-error process.

_____ 25. In most situations, the manager does not know exactly what will occur.

_____ 26. Major decisions are usually made by the disaster manager alone.

_____ 27. The person assigned to take corrective steps must have clearly delegatedauthority to correct problems.

_____ 28. Graphic charts and diagrams are used to monitor and control activities.

_____ 29. Expatriate volunteers are preferable to local or refugee workers because


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they are easier to understand and communicate with.

_____ 30. In practice, it has been found that the work will be performed more quicklyand efficiently if people are offered attractive rates of pay.

_____ 31. It is damaging to local peoples' pride when outsiders are called in to performmuch of the relief work.

_____ 32. A highly centralized government would generally be better able to handlerelief efforts under disaster conditions than would a decentralized government.

_____ 33. Before a manager can decide upon what approaches to take to motivateworkers, he or she should consider personality and goals of each staff member.

_____ 34. It is important that all workers performing within a disaster relieforganization be motivated by strictly humanitarian concerns.

_____ 35. The higher the level of staff motivation and commitment, the less likely theyare to experience "burn-out."

_____ 36. Few personnel working in disasters have had prior experience.

_____ 37. Working relationships change at different stages of a disaster.

_____ 38. As the size of a group increases, its cohesiveness tends to increase.

_____ 39. Objective measures of performance are unbiased, whereas subjectivemeasures tend to be biased.

_____ 40. When conducting an appraisal interview, the manager should focus on

positive work performance.

_____ 41. A relief agency should be organized in such a way that its original structurewill prevail throughout all phases of a disaster.

_____ 42. A relief agency should use local help and local resources and seek ways todevelop local capabilities wherever possible.

_____ 43. The completion and transfer process may also need to include training ofpeople authorized to take over running and use of the project.


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Sample TestPrinciples of Management

For each of the following choose the answer that most completelyanswers thequestion.

1. Someone who works with and through other people by coordinating their work

activities in order to accomplish organizational goals isa. a very intelligent individual.b. a supervisor of production work.c. a manager.d. an operations supervisor.e. a leader of people.

2. Technical skills includea. knowledge of and efficiency in a certain specialized field.b. knowledge of and proficiency in a certain specialized field.c. knowledge of and interest in a general field of endeavor.

d. skill in and proficiency in a certain specialized field.e. ability in and proficiency skill in a certain special field.

Joe, as a production supervisor, decides on Friday afternoon how many units of outputhis employees will be able to produce and on which days certain products will be run inhis department. He also decides which of his employees are going to be responsible foroperating which machines within the department next week, as his employees aremultiskilled assemblers. On Monday, he informs his employees whom he has assignedto which machines by handing out assignment sheets and informs the employees thatthe schedule is going to be difficult due to the increased number of units. He goes on to

tell them that he is sure they can fulfill the schedule because they are such good andskilled employees. Each day during the week he checks the amount of output that theemployees have completed and the number of units that have been scraped.

3. When Joe tells the employees that he is sure they can fulfill the schedule becausethey are such good and skilled employees, he is performing which of themanagement functions?a. Controllingb. Leadingc. Planningd. Organizing

4. Knowledge management involves encouraging the members of the organizationtoa. improve the educational level of the average employee.b. develop new training programs to help new employees learn their jobs.c. develop a corporate university like Hamburger University at McDonald's.d. systematically gather information and share it with others.e. retrain top managers through traditional MBA programs.


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5. While trying to describe a work problem, one manager utilizes analysis of basicwork tasks that are performed in the organization. It is most likely that this

manager has studied the work ofa. Frederick Taylor.b. Edward Deming.c. Max Weber.d. Henri Fayol.e. Bill Gates.

6. Strong culturesa. are found in organizations with strong leaders.b. have a minimal influence on the employee when s/he is making decisions.c. can be found in all organizations that exist.

d. have a greater influence on employees than do weak cultures.e. are found in organizations with more members in them.

7. __________ are any constituencies in the organization's external environmentthat are affected by the organization's decisions and actions.a. Stockholdersb. Pressure groupsc. Suppliersd. Stakeholders

8. The North American Free Trade Agreement

a. includes Mexico and Canada.b. includes Mexico, Brazil, and Columbia.c. reduced trade between the United States and Canada.d. reduced the economic power of Canada and the United States and increased

the power of Mexico.e. None of the above are true.

9. Successful global management requires an attitude that is best described as_____________.a. ethnocentricb. parochial

c. polycentricd. geocentrice. geometric

Theodore and James have formed an entrepreneurial venture to develop software forbanks and other financial institutions. Their company is growing, but in looking foropportunities in the future, they decide to explore international operations.

10. Theodore and James decide to allow a firm in Europe to use the rights to theirsoftware, its brand name, and software specifications in return for a lump-sum


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payment. This agreement is known as aa. strategic alliance.b. licensing agreement.c. franchise.d. foreign subsidiary.e. joint venture.

11. The socioeconomic view is that management's social responsibility goes beyondmaking profits to includea. placing members of society on welfare.b. protecting and improving society's welfare.c. minimizing the welfare of society in exchange for profits.d. protecting and improving the organization's profits.e. maximizing the welfare of society in exchange for profits.

12. Value-based management is an approach to managing in which managersa. invest where a return on the investment is promising.b. pay close attention to investments that have a potential to lose money.

c. support employee initiatives to help boost the morale of the employees.d. create value for the company through the development of new products.e. establish, promote, and practice an organization's shared values.

13. Ethics refers to rules and principles thata. clearly define what is right and wrong conduct.b. define what is right conduct.c. define what is right and wrong conduct.d. clearly define what is wrong conduct.e. clearly define what manager can and cannot do.

14. In a short essay, discuss the importance of studying management and list at least 3rewards and 3 challenges of being a manager.

15. In a short essay, list and discuss the four most significant ways in which culture istransmitted to employees. Include specific examples of each to support youranswer.


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ManagementMultiple ChoiceCircle the correct answer(s):

1. The primary task of management is to: (choose the best answer)a) plan in advance

b) coordinate national and international relief effortsc) make rapid, informed decisions and coordinate group effortsd) determine parameters of jobs, incomes, and services that apply during disaster

conditionse) take control during a crisis

2. Crisis management applies to: (choose the best answer)a) the moment at which a disaster strikesb) the immediate post-disaster periodc) the preparedness phase and immediate post-disaster periodd) the immediate post-disaster period and disaster reconstructione) disaster mitigation and reconstruction

3. Contingency planning generally refers to:a) the threat of an imminent disasterb) the response of an organization to disaster threatsc) unspecified sites that are not immediately threatenedd) planning for changing values in relief agenciese) a specific site where a disaster could occur

4. A disaster manager's role can be divided into management of: (choose the best

answer)a)public relations, information, and resourcesb) field, middle, and top level managersc) personnel, budgets, and needs surveysd) planning, response, and reconstructione) operations, people, and organizations

5. In vertical management, the authority to act and use resources is _____subordinates. (Fill in the blank with the correct letter.)0 a) shared with1 b) controlled by

2 c) coordinated through3 d) delegated to4 e) withheld from56. Two or more field level managers contributing their expertise to the completion of aproject is an example of:

a) vertical specializationb) horizontal specialization


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c) group specializationd) sub-unit specializatione) pyramidal specialization

True/FalseIndicate T or F:

_____ 7. Strategic, contingency, and forward planning all pertain to preparations madein advance of a disaster.

_____ 8. As an organization increases in size and complexity, its management adaptsby becoming more generalized with a more centralized power structure.

_____ 9. Expectations from donors, government administrators, and the general publiccan shape the objectives and policy of a relief organization.


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Planning

Multiple ChoiceCircle the correct answer(s):

1. In order to quantify needs, agencies should: (choose the best answer)

a) conduct extensive, detailed surveysb) obtain an accurate count of people living in the stricken area and determine waysto ration supplies equitably

c) determine how much assistance can be provided and set limits accordinglyd) attempt to estimate percentages of families requiring different types of assistancee) estimate numbers of people in the stricken area who are not eligible for any other

form of assistance

2. The "Gap Identification Sheet" is divided into _____ and_____ actions. (Fill in blankswith appropriate letters from list below.)0 a) short-term1 b) long-term2 c) pre-disaster 3 d) emergency4 e) humanitarian5 f) technically guided63. To define precisely what an agency hopes to achieve through a particular program,the agency should:

a) set policies, establish goals, and select one strategy and one approachb) set policies and establish goals that stay within a fixed budgetc) set policies, establish goals, and select strategies and approaches

d) set policies, establish goals, and solicit fundinge) conduct extensive surveys, set policies, and establish goals.

4. Effective policies should attempt to do all of the following except:a) empower managers to use financial incentives to achieve defined objectivesb) strike a reasonable balance between stability and flexibilityc) cover any contingencyd) provide for coordination of the various related sub-unitse) be stated clearly and logically

5. When setting objectives, the most important considerations are: (choose the best

answer)a) the priority of each, any conflicts and problems of coordination, and the likelihood

of successb) the priority of each, its timing, and its delegation to the appropriate person or

departmentc) the short-term versus long-term benefits, the recoverability of funding, and ways

to meet the needs of the most people in the greatest geographical aread) linking to other programs, maximizing buying power, and balancing between

family and community assistance


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e)that they be measurable, flexible, and adaptable

6. Once objectives have been established and prioritized, an agency should:a) estimate how much assistance will come from the government and how much will

come from private donorsb) determine how many people are not eligible for government assistancec) decide which department of the agency will be responsible for which objective

d) determine strategies and approachese) obtain a realistic estimate of the amount of assistance to be provided and how

many beneficiaries there will be

7. Choose which planning concept the following statements represent by markingeither an "s" (strategy) or "a" (approach) in the appropriate blank.

_____Organize technical crews to inspect storage facilities for possible fooddeterioration.

_____ Give loans and grants._____ Establish a nutrition program.

_____Organize a construction team to build replacement houses for a designatednumber of people in the project area.

_____ Establish a construction program.

8. Use of time series analysis would probably be a more accurate indicator in theevent of _____ than in the event of_____. (Decide in which blank each letterbelow belongs.)

a) earthquakeb) droughtc) hurricane

d) civil ware) tornado

9. In situations where refugees are arriving over extended periods of time,agencies should:

a) estimate total numbers of people anticipated and stockpile materials for thatnumber

b) estimate the number of people in need of assistance for a limited period andupdate needs estimates (using a formula) on a weekly basis

c) multiply the number of people now receiving assistance times the percentage ofthe total that the new arrivals represent

d) add the total number of people now receiving assistance to the number of newarrivals last week and multiply by the contingency planning numbere) estimate the number of people in need of assistance for a limited period and

update needs estimates (using a formula) on a monthly basis

10. A program impact assessment should be made as part of the:0 a) planning process1 b) control process2 c) decision making process3 d) evaluation process


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4 e) budget process511. By contingency planning, an agency is able to order one shipment of supplies whichcovers total shelter needs rather than having to order an additional shipment at a laterdate. This is an example of:

6 a) moving budgeting

7 b) forecasting8 c) concentration of resources9 d) multiple objective planning10 e) variable budgeting11True/FalseIndicate T or F:

_____ 12. After a disaster, needs can best be determined by visiting representativeareas and talking to selected groups in the affected community.

_____ 13. Different departments should be involved in reviewing objectives to resolveany conflicts or problems of coordination.

_____ 14. A good field accounting system is one which places the emphasis of trust onthe user.

_____ 15. In most disasters, the need for curative medical supplies is far greater thanthe need to establish adequate sanitation and hygiene.


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Decision Making


1. There is usually no established procedure for handling:

1 a) non-routine decisions2 b) routine decisions3 c) technically guided decisions4 d) decisions made under conditions of risk5 e) decision making62. In emergencies, non-routine decisions are most often made by:7 a) field level managers8 b) middle level managers9 c) top management10 d) technical advisors11 e) a board of directors123. Under conditions of uncertainty, decisions must be made using: (choose the bestanswer)13 a) alternative choices14 b) programmed decisions15 c) models d) probabilities16 e) technical factors174. A decision to commit all available equipment and manpower to the clearing ofroadways blocked by debris from a sudden landslide would be an example of:18 a) minimizing results19 b) minimizing the maximum possible results20 c) maximizing all possible results21 d) maximizing results that are the minimum possible under the circumstances22 e) avoiding or delaying the decision235. After a storm, authorizing the unclogging of a sewer pipe known to be susceptible toflood damage would be an example of a:

24 a) technically guided decision25 b) quality control decision26 c) routine decision

27 d) non-routine decision28 e) decision made under conditions of uncertainty296. When considering alternative decisions, it always is important to:0 a) be guided by humanitarian considerations1 b) determine possible outcomes of each2 c) maximize the possible results3 d) minimize the possible results4 e) delay the final decision until all variables can be examined


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57. Reorder the following steps in decision making into their proper sequence ofoccurrence by assigning the correct number to each step.

_____Evaluate information for quality,accuracy, and variables._____Identifyalternatives and determine possible outcomes._____Define the problem and decisionto be made._____Make the decision._____Gather, organize, and extract all relevant

information.


_____8. In most situations, the manager does not know exactly what will occur.

_____9. Under disaster conditions, non-programmed decisions are usually theconcern of top management, while middle and field level managers generally makeprogrammed decisions.


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Monitoring and Control


1. The purpose of control is to:1 a) find deviations in a plan, assign responsibility, and reprimand (or clarifyinstructions to) individual(s) at fault

2 b) exercise proper decision-making authority over subordinates3 c) find deviations in a plan, correct them, and prevent them in the future4 d) ensure that the project is run according to plan5 e) take charge of the situation, yet remain flexible and receptive to suggestions

from subordinates62. The first step in the control process is to establish standards derived from:7 a) on-the-spot observation

8 b) feedback control9 c) objectives of the organization and its individual programs10 d) impact assessment11 e) knowledge of environmental, technological, and socio-psychological factors123. Select the type of control which best describes the activities listed below.Type of Control:13 a) preliminary control14 b) monitoring15 c) evaluation

_____ performing a cost benefit study of a completed project for future application_____ establishing a routine quality control procedure _____ authorizing therequisition of supplies and equipment to be used in an operation _____ noting that anongoing project has exhausted its supplies for repairs

4. Decisions to accept or reject incoming materials should be based on:1 a) a routine procedure for quality control2 b) cash-to-commitment ratios3 c) the critical path method4 d) on-the-spot observation5 e) group consensus of field staff6

5. In budgeting for relief operations, a manager should be especially careful to:7 a) make sure that all or a portion of the funds distributed are recoverable to the

program8 b) establish a fixed budget and adhere to it once the decision has been made9 c) anticipate and provide for the needs of as many people in as great a radius of

the affected area as possible10 d) keep enough cash on hand to meet obligations11 e) keep the cash-to-commitment ratio above 3:1 and take immediate corrective

action when it falls below


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126. A detailed examination of financial statements to enable the manager to determinethe adequacy of financial planning and budgeting is known as:

a) a management auditb) a financial auditc) a cost-benefit analysis

d) a standard cost analysise) quality control

7. When the shipment of food arrived for scheduled distribution to stricken villages,trucks were not available to make deliveries because they were being used by themedical team for another scheduled activity.This type of scheduling conflict would be more likely to occur using which method ofgraphic display?

a) the DART methodb) the PERT methodc) the CPM method

d) a Precedence diagrame) a Gantt chart

8. The DART method is like the Gantt chart except that in the DART method:0 a) principal activities are identified and their duration represented by horizontal

bars drawn on the row representing that activity1 b) each activity is divided into the various sub-activities that are needed to

complete the primary activity2 c) the sequence of execution of each activity is broken down3 d) relationships and precedence of activities are shown by arrows connected to

sets of boxes

4 e) the time scale for completing the project appears on the horizontal axis59. The PERT method is especially useful where:

a) time can be estimated accurately and cost can be determined in advanceb) activities that are either behind or ahead of schedule need to be singled outc) large complex projects need to be broken down into component partsd) a non-routine project is performed only oncee) repetitive problems arise in daily operations and require standardization ofprocedures


_____ 10. Discrepancies between standards and performance are more easilydiscernible for field operations than for middle management functions.

_____ 11. The control process generally involves a combination of direct on-sitesupervision and indirect techniques.


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Leadership


1. All of the following can, at appropriate times, serve as active ways to influence

people, except:

a) reprimandsb) avoidancec) monetary rewardd) experiencee) admired personality traitf) compliment for good workg) position of power in the hierarchy

2. Choose the one letter from the following list which best fits the blank spaces in thestatement below.

a) sound judgment; experience gainedb) professional competence; increased self-confidencec) individual personality traits; increased self-confidenced) ability to make accurate decisions; a better understanding of the taske) self confidence; experience gained

The most difficult of all the factors affecting leadership is to improve ________ unlesspreceded by ________.

3. Match the following situations encountered in disaster management with the

leadership style that probably would work best in that situation. Leadership Style:

a) autocratic directiveb) supportive but firmc) participative and achievement orientedd) participativee) supportive

Situation: _____ an engineering team project _____ coordination with non-subordinatesor organizations _____ non-crisis phase of a disaster _____ a medical team project

_____ transition phase of a disaster _____ crisis situation

4. People are more liable to resist a leader's efforts when the threat of disaster is:

a) constant and recurringb) moderate and recurringc) imminentd) moderate and infrequente) widespread

5. The Vroom-Yetton model breaks leadership styles down into:


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a) coercion, reward, positionb) centralized, decentralized, and pluralisticc) autocratic, consultative, and groupd) crisis, transition, and non-crisise) developmental, conceptual, and interactive

True/False

Indicate T or F:

_____ 6. A leader should recognize which leadership style best suits him or her andthen apply it consistently in all situations.

_____ 7. In a directive style of leadership, subordinates do not participate in decisionmaking.

_____ 8. A disaster manager may find it more expedient to work through the localpower structure instead of playing a more prominent role.


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Groups & Teams


1. One thing working in a group does not facilitate is:

a) greater willingness to take on risksb) less tendency to make mistakesc) emergence of better ideasd) greater acceptance of a group decisione) better communications among participants

2. A group of people whose job is to define parameters of a task and make recom

a) task groupb) committee

c) organic groupd) ad hoc groupe) work group

3. All the public health specialists within a relief organization decide to meet to discussscheduling of projects. They would constitute a(n) (formal, informal) ________ group.

4. One of the biggest dilemmas in the group decision-making process that a leadermay face is (choose the best answer):

a) deciding whether pushing for a solution other than the majority decision is worthjeopardizing the group process

b) trying to get everyone in the group involved without being delayed by endlessdebates

c) helping to keep the group focus on the task at hand without seeming tooautocratic

d) deciding when to reward and when to reprimande) getting the group to go along with a management decision while making it seem

that it was a group determination

5. For work groups of volunteers and new staff, the moticators which generally workbest are:

a) recognition and statusb) rewards and statusc) accomplishment and enrichmentd) positive reinforcement and negative reinforcemente) enrichment and extinction

6. Being aware of and understanding the roles people have assumed in the group


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enables a group leader to:

a) decide on who is in line for a reward, promotion, or transferb) better analyze why a group is or is not performing wellc) assign different roles to different individualsd) increase productivitye) gain greater support and cooperation from group members

7. If conflicts arise among certain individuals in the group, ways to remedy thesituation include all of the following, except:

a) removing a member who will not abide by group normsb) reducing the size of the groupc) changing the formal leadership of the groupd) assigning unpleasant tasks, such as cleaning latrines, to the offending partiese) dissolving the group altogether

True/False

Indicate T or F:

_____ 8. As a rule, only positive inducements succeed in motivating work groups.


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Organising


1. Service-oriented departments are grouped by:a) function and processb) task function and authority relationshipc) pyramidal and matrix organizationd) line personnel and staff personnele) sector, situation, and geography

12. Span-of-control refers to the:23 a) grouping of activities in particular sectors, such as housing or health4 b) number of subordinates who report to a manager

5 c) geographical area under a manager's supervision6 d) chain of command relationships in a formal structure7 e) level of autonomy given to a particular department83. Organizing a personnel department to recruit and select staff would be an exampleof:9 a) functional departmentalization10 b) sectoral departmentalization11 c) situational departmentalization12 d) process departmentalization13 e) service-oriented departmentalization

144. A narrow span-of-control fosters (general, close)________ supervision and(lengthens, shortens)_________ administrative distance between levels ofmanagement.

5. The "P" factor comes into play during:0 a) restructuring of the organization's chain of command1 b) the early stages of a disaster2 c) the rehabilitation phase of a disaster3 d) the transitional phase of a disaster4

e) performance appraisal interviews56. Adherence to the unity of command principle in disasters enables subordinates to:

a) bypass the span-of-control principleb) waive accountability under emergency conditionsc) take command over local activities which interfere with emergency operationsd) standardize procedures that are used to handle new problems or situationse) communicate directly with a peer outside the chain of command


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_____ 7. Line managers are sometimes placed under the jurisdiction of staff officials inorder to improve project control and coordination.

Documents

Principles of Management Review