An organisation structure defines how job, tasks are formally divided, grouped and coordinated. Managers need to address six key elements when they design their organisation's structure. Match List I with List II given below. List I Refers to the six key elements encountered by managers in designing their organisation structure. List II Provides possible answer to address the key elements encountered in organisation designing.
List-I
List-II
a. To what degree are activities sub-divided into separate jobs?
1. Span of Control
b. On what basis will jobs be grouped together?
2. Centralisation and Decentralisation
c. To whom do individuals and groups report?
3. Departmentalisation
d. How many individuals can a manager efficiently and effectively direct?
4. Work specialisation
e. Where does decision-making authority lie?
5. Chain of Command
f. To what degree will there be rules and regulations to direct employees and managers?
The right delegated to an individual or a department to control specified processes, practices, policies or other matters relating to activities under taken by persons in other departments is called
The . . . . . . . . to management was viewed as "a way of thinking about the job of managing that provides a framework for visualising internal and external environmental factors as an integrated whole."
Which of the following statement(s) is/are correct?
1. Coactive power involves sharing obligations and benefits within a power structure.
2. Coercive power is one group or individual's power over another.
Which of the following statements are true/false?
1. Speed boss maintains the planned speed of production.
2. Gang boss makes the arrangement of men, material and machines for the job.
3. Inspector determines the process of job.
4. Route clerk maintains proper discipline.
Assertion (A) Scientific management is also called the physiological organisational theory. Reason (R) Scientific management is concerned with only that range of human behaviour which relates to production.