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Organizational Design & Structural Process V4
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 . Co
mment.
4 . Explain causes of of conflicts between line and staff members of the org
anisation.
5 . Organisation structure refers to the differentiation and integration of a
ctivities and authority roles and relationship . Explain
6 . What is the importance of Span of Control. What factors influence the sp
an 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 suc
h 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 thei
r responsibilities. Employment of assistants appearaently causes loss of the clo
se 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 becau
se 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 b
usiness 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 executiv
e group has approved the idea of a new product, is is put under the responsibili
ty of one of the Vice- Presidents. He developes an organisation and brings it al
ong, at least, the advertising appropriate for the product, accounting and publi
c relations. Top executives conclude that Modern Corporation has a problem of or
ganisation.
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 str
ucture?
3. Is there any need to make any changes in the line authority?
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 or
ganisations: competing individuals and groups or people acting with common inter
ests ?
Dysfunctional, functional
Co-operative, conflictual
Pluralist , unitary
Pooled, reciprocal
3. Which of the following is not the part of any organisation given by MINT
ZBERG ?
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 i
nto 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
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 o
f
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 innovat
ive 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 r
esource chart?
Customers
contractors
components
culture

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 authorit
y 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 or
dinates ?
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 an
d 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
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 su
bstantial authority to make decisions ?
Authority
empowerment
leadership
unity of command
26. Failure to is probably the single most frequently encountered reason for ma
s 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
30. What happens when only a little authority is delegated to lower levels o
f 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 l
abour 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 objectiv
es, 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
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