Organizational Design & Structural Process
Assignment A
1. Dishtinguish between line and line and staff structures and explain why line and staff structures is superior?
2. What is Matrix organisation? Briefly explain the advantages of a matrix organisation.
3. Formal organisation is 'de jure ' and informal organisation is ' de factor '. Comment.
4. Explain causes of of conflicts between line and staff members of the organisation.
5. "Organisation structure refers to the differentiation and integration of activities and authority roles and relationship". Explain
6. What is the importance of Span of Control. What factors influence the span of control in a particular organisation?
7. Contrast the virtual organisation with the boundaryless organisation.
8. Write short notes:
1. Delegation of authority
2. Scalar chain
3. Hyper turbulance
4. Strategic approach of organisation effectiveness
5. Organisations as Networks
Assignment B
Case Detail:
There have been periods in which a product has got difficulty because of loss of favour with the public, bad management or even neglect. Attention of the sales Vice President to the problems of the some products has caused him, at times, to fail to recognise difficulties in others even though the product manager of such products has recognised them and had brought them to his attention. The burden on present officers is becoming so heave to ensure proper attention to all their responsibilities. Employment of assistants appearaently causes loss of the close touch of the top group that is necessary to ensure success. Opportunities for increasing the line of products and expanding the business are being lost because of the lack of time among the executives to study them or manage new products. In any business where specialists sold under trade mark brands are the major business of a company. It is necessary for that company to continually bring out new products and to study old ones to determine, in their case , the point of no return with regard to promotion and advertising expenses. Once the top executive group has approved the idea of a new product, is is put under the responsibility of one of the Vice- Presidents. He developes an organisation and brings it along, at least, the advertising appropriate for the product, accounting and public relations. Top executives conclude that Modern Corporation has a problem of organisation.
Question
1. How have changed conditions in this company affected the appropriateness of its organisation structure?
2. What changes do you recommend to be made in the company’s organisation structure?
3. Is there any need to make any changes in the line authority?
Assignment C
Question No. 1 Marks - 10
Organisational design is based on decisions about _______________
Options
- Chain command and span control
- work specialisation machanism
- strategy and structure
- centralisation and matrix
Question No. 2 Marks - 10
What terms are applied by sociologists to two contrasting pictures of organisations: competing individuals and groups or people acting with common interests?
Options
- Dysfunctional, functional
- Co-operative, conflictual
- Pluralist , unitary
- Pooled, reciprocal
Question No. 3 Marks - 10
Which of the following is not the part of any organisation given by MINTZBERG?
Options
- Middle line
- support staff
- operating care
- customer
Question No. 4 Marks - 10
If the work is subdivided into smaller tasks this is an example of
Options
- span control
- division of labour
- delegation
- decentralisation
Question No. 5 Marks - 10
In describing the degree to which tasks in an organisation are devided into separate jobs, managers use the term --------------
Options
- work specialisation
- departmentisation
- chain of command
- span of control
Question No. 6 Marks - 10
An organisational practice according to which decision making freedom is available to lower label managers is classified as
Options
- centralisation
- decentralisation
- autonomy of affort
- congruency
Question No. 7 Marks - 10
Which of the following in a measure feature of Perkinson’s Law?
Options
- The contigency theory
- officials make work of each other
- work expand so as to fill the time available for its completion
- a continual process of balancing
Question No. 8 Marks - 10
Maximum freedom for managers and minimum constraints are main features of
Options
- total autonomy
- total centralisation
- total decentralisation
- total congruency
Question No. 9 Marks - 10
Which approach recognises that there is no optimal organisational design ?
Options
- Flexible organisation
- boundryless organisation
- contigency organisation
- virtual organisation
Question No. 10 Marks - 10
Which skill was not mentioned by Kanter as needed by managers of innovative organisations ?
Options
- Team leading
- copying
- political
- communicating
Question No. 11 Marks - 10
Which theory was proposed by Douglas McGregor?
Options
- Bureaucracy
- Theory X and Y
- Environmental perspective
- none of these
Question No. 12 Marks - 10
Which of the following structures is centralised?
Options
- simple and functional structures
- simple structures only
- functional structures only
- divisional structures only
Question No. 13 Marks - 10
Which of the following is a human resource input to the organisational resource chart?
Options
- Customers
- contractors
- components
- culture
Question No. 14 Marks - 10
Which is the formal arrangement of jobs within an organisation?
Options
- Departmentalisation
- organisational design
- organisational structures
- work specialisation
Question No. 15 Marks - 10
More decisions are made at lower level in---------------------
Options
- Matrix organisation
- Decentralised organisation
- functional organisation
- centralised organisation
Question No. 16 Marks - 10
What is a formal system of relationship that determine lines of authority and task assigned to individuals and Units?
Options
- Unity of command
- span of control
- organisational structures
- vertical dimensions
Question No. 17 Marks - 10
Which of these describe a good setting programme for managers and sub ordinates ?
Options
- Line authority
- Management by Objectives
- chain of command
- staff authority
Question No. 18 Marks - 10
Which of the following outlines the number of subordinates who report to a manager as well as the number of managers availibily?
Options
- Unity of command
- span of control
- vision statement
- departmentisation
Question No. 19 Marks - 10
Which organise employees into unit based on common products, services and markets ?
Options
- departmentalisation
- divisional approach
- chain of command
- functional structure
Question No. 20 Marks - 10
All of the following except ---------------- are considered coordination mechanism
Options
- teams
- task forces
- delegation
- profit sharing
Question No. 21 Marks - 10
What is a temporary interdepartmental groups formed to study, issue and make recommendations?
Options
- delegation
- task forces
- problem solving teams
- parelled teams
Question No. 22 Marks - 10
Which of following is not considered a strategic factor that affects the choices of organisation design?
Options
- Government regulations
- Organisations capabilities
- technology
- organisation size
Question No. 23 Marks - 10
An organisation that possess a rigid hierarchy, top down communication, specialised jobs and centralised decision authority is most probably --------------------
Options
- vertical organisation
- organic organisation
- mechanistic organisation
- boundryless organisation
Question No. 24 Marks - 10
Which refers to the number of different types of operations performed?
Options
- Job depth
- job synergy
- job scope
- job variety
Question No. 25 Marks - 10
Which is a form of decentralisation that involves giving subordinates substantial authority to make decisions?
Options
- Authority
- empowerment
- leadership
- unity of command
Question No. 26 Marks - 10
Failure to -----------------------is probably the single most frequently encountered reason for managers failure?
Options
- be authorative
- delegate
- cooperate
- show leadership
Question No. 27 Marks - 10
One of the ways to departmentalise by -------------
Options
- work functions
- geography
- time
- all of these
Question No. 28 Marks - 10
The automobile assembly line is an external example of
Options
- decentralisation
- Horizontal division of labour
- empowerment
- vertical division of labour
Question No. 29 Marks - 10
The parity principle states that authority and responsibility must be
Options
- relative
- remain constant
- be independent
- coincide
Question No. 30 Marks - 10
What happens when only a little authority is delegated to lower levels of management?
Options
- decentralisation
- centralisation
- job depth
- job rotation
Question No. 31 Marks - 10
Organisation with many layers of management are called
Options
- wide
- multi layered
- tall
- narrow
Question No. 32 Marks - 10
Which organisational structure is designed to maximise integration among sub units?
Options
- Matrix
- functional
- geographic
- multidivisional
Question No. 33 Marks - 10
A formal integrating mechanism is used to :
Options
- rewards managers
- consolidate profibility results
- help to achieve organisational coordination
- all of these
Question No. 34 Marks - 10
In which structure of the organisation follows the obvious division of labour within the firms
Options
- multidivisional
- geographic
- functional
- Matrix
Question No. 35 Marks - 10
Identify the odd one out of the following factors
Options
- organisation structure
- technology
- H R systems
- business strategy
Question No. 36 Marks - 10
Which one of the following is not a part of the external environment of an organisation?
Options
- social factors
- political factors
- legal factors
- organisation culture
Question No. 37 Marks - 10
McGregol theory X and Y was introduced during
Options
- the first world war
- the individual revolution
- The second world war
- The human relation movement
Question No. 38 Marks - 10
When an organisation creates its own environment out of its knowledge of the environment , it has created
Options
- an enected environment
- the perceived environment
- an objective environment
- none of these
Question No. 39 Marks - 10
In order to manage time effectively, managers should have clear objectives, forward plan carefully, define priorities and actions and
Options
- motivate
- control
- delegate
- direct
Question No. 40 Marks - 10
Which of the following is not a type of organisational structure.
Options
- Matrix structure
- Infra structure
- techno structure
- divisional structure