Organizing Quiz Questions And Answers

Tall organizational structures typically have multiple levels of management, resulting in a long chain of command. This can lead to delays in decision-making and a slower flow of information. Additionally, with more layers of management, there is a higher chance of miscommunication or misinterpretation of messages as they pass through various levels. Therefore, it is true that tall organizational structures tend to have longer chain of command and more communication problems.

The purpose of organizing in a company is to divide the work according to the nature and similarity of tasks, to increase efficiency and effectiveness, and to build continuity and synergy. However, the purpose of organizing is not to waste resources and decrease efforts, as this would lead to inefficiency.

The correct answer is "All of the above". This means that all the options mentioned (better communication, more support & training, allowing subordinates to develop their own solutions & make mistakes) are ways to overcome barriers to delegation. By improving communication, providing support and training, and allowing subordinates to take ownership and learn from their mistakes, barriers to delegation can be effectively overcome.

Delegation is the process of transferring the responsibility for a specific activity or task from one member of the organization to another. This allows for the distribution of workload and empowers employees to take ownership of their assigned tasks. Delegation is an essential management skill that promotes efficiency, improves teamwork, and fosters professional growth within an organization.

The broader the span of management, all of the above statements are true. If an organization has a broader span of management, it means that each manager will have a larger number of subordinates to supervise. This will result in the organization having more managers overall. Additionally, with a broader span of management, each manager will have to exercise greater control and supervision over their subordinates to ensure effective performance. Lastly, a broader span of management often leads to a flatter organizational structure, where there are fewer levels of management and a wider span of control for each manager.

The correct answer is "reluctant to transfer authority and accountability with the task". This is because effective delegation involves transferring both the authority and accountability for a task to the employee. By being reluctant to transfer these, it goes against the principles of effective delegation. The other options, such as choosing the level of delegation carefully, being organized and communicating clearly, and matching the employee to the task, are all important steps in delegating tasks effectively.

The advantages of division of work or labor include creating job specialization, increasing productivity, and assigning tasks based on individual abilities. However, a higher degree of control is not an advantage of division of work. In fact, division of work often leads to a decentralization of control as tasks are distributed among different individuals or departments. This allows for more flexibility and autonomy in decision-making, rather than a higher degree of control.

In a decentralized organization, a considerable amount of authority is passed down from top management to lower management. This means that decision-making power and responsibility are distributed among various levels of management within the organization. This allows for greater autonomy and flexibility at lower levels, as well as faster decision-making and problem-solving. It also promotes employee empowerment and engagement, as they have more control over their work and can contribute to the overall success of the organization.

The statement provided in the question is incorrect. Coordination refers to the process of integrating and aligning activities and efforts across different organizational units or individuals to achieve common goals. It involves sharing information, resources, and collaborating to enhance task accomplishment. Therefore, the correct answer is False.

The advantage of the customer structure is that it develops expertise in customer handling. This means that by organizing the company's structure around customer segments or types, the employees and teams within the organization can become highly skilled in understanding and meeting the specific needs and preferences of those customers. This expertise can lead to improved customer satisfaction, loyalty, and ultimately, increased sales and profitability for the company.

Decentralized organizations tend to practice more delegation than centralized organizations. In a decentralized structure, decision-making authority is distributed among various levels and individuals within the organization. This allows for greater autonomy and decision-making power at lower levels, resulting in more delegation of tasks and responsibilities. On the other hand, centralized organizations have decision-making concentrated at the top, with limited delegation to lower levels. Therefore, the statement that decentralized organizations practice less delegation than centralized organizations is false.

The statement "Managers has confidence on the abilities of their subordinates" is not referring to a barrier of delegation. In fact, having confidence in the abilities of subordinates is often seen as a facilitator of delegation, as managers are more likely to delegate tasks and responsibilities to competent individuals. The other statements, however, do refer to barriers of delegation. Managers may refrain from delegating tasks, either due to a lack of trust or a desire to maintain control. Managers may also experience dual accountability, where they are held responsible for both their own work and the work of their subordinates. Additionally, subordinates may be reluctant to accept delegation for various reasons, such as a fear of failure or a lack of confidence in their own abilities.

The first step in a delegation process does not involve the manager giving subordinates the power. Delegation begins with the manager identifying tasks and responsibilities that can be assigned to subordinates. Once the tasks are identified, the manager can then assess the skills and capabilities of the subordinates to determine who is best suited for each task. After this assessment, the manager can then delegate the tasks to the appropriate subordinates, along with the necessary authority and resources to complete the tasks effectively. Therefore, the correct answer is false.

A scalar relationship does not necessarily require a clear and unbroken line of authority that extends from the highest to the lowest position in the organization. Scalar relationships refer to the hierarchical structure of an organization, where each position reports to a higher-level position. However, this structure can have exceptions and variations, such as dotted line relationships or matrix organizations, where employees may report to multiple managers or have dual reporting lines. Therefore, it is not a requirement for a scalar relationship to have a clear and unbroken line of authority.

The statement suggests that the structure being referred to is used mainly by smaller firms that offer a limited line of products. This indicates that the structure being described is designed to efficiently organize and coordinate the various functions within the organization, such as production, marketing, and finance. The functional structure allows for specialization and expertise in each functional area, which is beneficial for smaller firms with a limited product line. Therefore, the correct answer is Functional Structure.

Geographical structure is the correct answer because it requires more staff with general manager abilities. In a geographical structure, the organization is divided based on different geographical regions, and each region has its own general manager who is responsible for the operations in that specific area. This structure is suitable when the organization operates in different locations and requires managers who have a broad understanding of the overall business and can effectively manage operations in their respective regions.

The given statement is false. An organizational chart is a visual representation of the hierarchical structure of an organization, showing the relationships between positions and departments. It does not necessarily define tasks or indicate how they will be coordinated. Task allocation and coordination are typically outlined in job descriptions, policies, and procedures, rather than in an organizational chart.