Organizational Design & Structural Process (VV2) We Also Provide SYNOPSIS AND PROJECT. Contact www.kimsharma.co.in for best and lowest cost solution or Email: amitymbaassignment@gmail.com Call: 9971223030

1. Organizational Design& Structural Process (VV2)
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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
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Assignment B

2. 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?
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Assignment C
1. Organisational design is based on decisions about _______________
Chain command and span control
work specialisation machanism
strategy and structure

3. 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

4. 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
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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

5. 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
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6. 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

7. 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
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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 ?

8. 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

9. 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
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30. What happens when only a little authority is delegated to lower levels of management?
decentralisation

10. 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

11. 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

12. 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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