Ch-5(Organizing)

Chapter -5: Organising

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Direct questions:

1.    Define Organising    

2.    Discuss the steps in the Organising process

3.    Discuss the importance of the Organising process

4.    Meaning of organisational structure

5.    What is the span of management

6.    What is the link between the span of management and organisation structure? Click here for the answer

7.    What are the types of organisational structure

8.    Define functional structure, its suitability, advantages, and disadvantages    

9.    Define the divisional structure, its suitability, advantages, and disadvantages

10.  Define the formal organisation, its features, advantages, and disadvantages

11.  Define an Informal organisation, its features, advantages, and disadvantages

12.  Define Delegation

13.  Discuss elements of Delegation

14.  Discuss the principles of Delegation

15.  Why is delegation important for an organisation? Click here 

16.  Define Decentralisation

17.  Differentiate between delegation and Decentralisation

18.  Why is Decentralisation important for organisations? Click here 

Indirect questions:

1.    Name the concept that reduces the workload of a manager. 

2.    Which organisational structure is suitable for a multi-product manufacturing company ?

3.    In an electrical goods manufacturing company, there are four main activities: Marketing, Production, Finance and Personnel. The General Manager is planning to structure the organisation. Which type of organisational structure should he adopt and why? Give two reasons.

4.    Hindustan  Ltd. is manufacturing computers, soaps and textiles. Which type of organisational structure would suit the requirements of such an organisation? State any three advantages of this organization structure?

5.    The directors of Gunjan Ltd., an organisation manufacturing colour televisions, have asked their production manager to achieve a target production of 150 televisions per day. The production manager has asked his foreman to achieve this target, but he did not give him the authority for the requisition of tools and materials from the stores department. The foreman could not achieve the desired target. Can the directors blame the production manager, and can the production manager blame his foreman for not achieving the target? Explain in brief the relevant principles relating to this situation in support of your answer.

6.    Sushma Ltd. is engaged in the production of marble articles. The members of the organisation have friendly relationships among them. What type of organisation is Sushma Ltd.? Explain any three benefits of developing such an organisation.

7.    “Delegation is based on the elementary principle of division of work.” Explain

8.    “If we delegate the authority, we multiply it by two. If we decentralise it, we multiply it by many.” How

9.    It refers to the systematic delegation of authority from top management to the lower-level managers. Mention its name.

10.  The employee of ABC Ltd. takes part in volleyball matches on Sunday. Name the types of organisations formed.

11.  “The first Step in the process of organising is identification and division of work” Why is the work divided into manageable activities?

12.  “A manager is of the view that he is not responsible for the quality of work that he has delegated to his subordinate”. Do you agree with this viewpoint? Justify your answer by giving proper arguments.

13.  Bhuvan & Co. are running a shoe manufacturing company successfully. So they planned to expand their business activities by adding more lines of product,s i.e., leather bags, belts, and garments. Which type of structure would you recommend after expansion, and why?