Organizational Design & Structural Process (VV2) We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) 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 We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) 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. 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? We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) Assignment C 1. Organisational design is based on decisions about _______________ Chain command and span control work specialisation machanism strategy and structure centralisation and matrix 2. What terms are applied by sociologists to two contrasting pictures of organisations: competing individuals and groups or people acting with common interests ? Dysfunctional, functional Co-operative, conflictual Pluralist , unitary Pooled, reciprocal 3. Which of the following is not the part of any organisation given by MINTZBERG ? Middle line support staff operating care customer 4. If the work is subdivided into smaller tasks this is an example of span control division of labour delegation decentralisation 5. In describing the degree to which tasks in an organisation are devided into separate jobs, managers use the term -------------- work specialisation departmentisation chain of command span of control 6. An organisational practice according to which decision making freedom is available to lower label managers is classified as centralisation decentralisation autonomy of affort congruency We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) 7. Which of the following in a measure feature of Perkinson's Law ? 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 8. Maximum freedom for managers and minimum constraints are main features of total autonomy total centralisation total decentralisation total congruency 9. Which approach recognises that there is no optimal organisational design ? Flexible organisation boundryless organisation contigency organisation virtual organisation 10. Which skill was not mentioned by Kanter as needed by managers of innovative organisations ? Team leading copying political communicating 11. Which theory was proposed by Douglas McGregor ? Bureaucracy Theory X and Y Environmental perspective none of these 12. Which of the fpllowing structures is centralised ? simple and functional structures simple structures only functional structures only divisional structures only 13. Which of the following is a human resource input to the organisational resource chart? Customers contractors components culture We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) 14. Which is the formal arrangement of jobs within an organisation? Departmentalisation organisational design organisational structures work specialisation 15. More decisions are made at lower level in--------------------- Matrix organisation Decentralised organisation functional organisation centralised organisation 16. What is a formal system of relationship that determine lines of authority and task assigned to individuals and Units ? Unity of command span of control organisational structures vertical dimensions 17. Which of these describe a good setting programme for managers and sub ordinates ? Line authority Management by Objectives chain of command staff authority 18. Which of the following outlines the number of subordinates who report to a manager as well as the number of managers availibily? Unity of command span of control vision statement departmentisation 19. Which organise employees into unit based on common products, services and markets? departmentalisation divisional approach chain of command functional structure 20. All of the following except ---------------- are considered coordination mechanism teams task forces delegation profit sharing We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) 21. What is a temporary interdepartmental groups formed to study, issue and make recommendations ? delegation task forces problem solving teams parelled teams 22. Which of following is not considered a strategic factor that affects the choices of organisation design ? Government regulations Organisations capabilities technology organisation size 23. An organisation that possess a rigid hierarchy, top down communication, specialised jobs and centralised decision authority is most probably -------------------- vertical organisation organic organisation mechanistic organisation boundryless organisation 24. Which refers to the number of different types of operations performed ? Job depth job synergy job scope job variety 25. Which is a form of decentralisation that involves giving subordinates substantial authority to make decisions ? Authority empowerment leadership unity of command 26. Failure to -----------------------is probably the single most frequently encountered reason for managers failure ? be authorative delegate cooperate show leadership 27. One of the ways to departmentalise by ------------- work functions geography time all of these 28. The automobile assembly line is an external example of decentralisation Horizontal division of labour empowerment vertical division of labour 29. The parity principle states that authority and responsibility must be relative remain constant be independent coincide We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only) 30. What happens when only a little authority is delegated to lower levels of management? decentralisation centralisation job depth job rotation 31. Organisation with many layers of management are called wide multi layered tall narrow 32. Which organisational structure is designed to maximise integration among sub units ? Matrix functional geographic multidivisional 33. A formal integrating mechanism is used to : rewards managers consolidate profibility results help to achieve organisational coordination all of these 34. In which structure of the organisation follows the obvious division of labour within the firms multidivisional geographic functional Matrix 35. Identify the odd one out of the following factors organisation structure technology H R systems business strategy 36. Which one of the following is not a part of the external environment of an organisation? social factors political factors legal factors organisation culture 37. McGregol theory X and Y was introduced during the first world war the individual revolution The second world war The human relation movement 38. When an organisation creates its own environment out of its knowledge of the environment , it has created an enected environment the perceived environment an objective environment none of these 39. In order to manage time effectively, managers should have clear objectives, forward plan carefully, define priorities and actions and motivate control delegate direct 40. Which of the following is not a type of organisational structure. Matrix structure Infra structure techno structure divisional structure We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: solvedstudymaterial@gmail.com Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)