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9. List the steps in decision making process. [Nov/Dec13)
• Recognize the need for a decision
• Definition of the problem
• Search and develop alternatives
• Evaluate alternatives
• Selecting an alternative course of action among alternatives Implement
chosen alternative
1n N::am~ ::anv fn11r 011;:1ntit;:1tive forecastina techniaues. fAor/Mav2013l
 PART A
1. Define Organizing. [Apr/May2011 ,May/June2013]
Organizing is the process of identifying and grouping of activities required to attain
the objectives, delegating authority, creating the responsibility and establishing
relationships for the people to work effectively.
OECEN"TRAL\Z~\\ON: \t is the process ot transferring and assigning decision-
making authority to \ower \eve\s ot an organiz.ationa\ h,erarchy . 1he span at contra\
ot top managers is re\ative\y sma\\, and there are re\ative\y tew tears in the
organization, because there is more autonomy in the \ower ranks.
12. What is job design?
It is the division of the work to be performed into manageable and efficient
units, positions, departments and divisions and to provide for their proper integration.
 8. Distinguish between authority and power

Power is the ability of individuals or groups to induce r influence the beliefs or actions of
other perso ns or groups.

DOvVNLOADED FROM STUCOR APP

DOv\TNLOADED FROM STUCOR APP

19 29

Authority in organisation is the right in a position to exercise discretion in making

decisions and affecting others.

9. What are the different bases of power?

DEPARJMENJAJION
DEPARTMENTATION refers to the process of grouping activities into departments.
Departmentation is the process of grouping of work activities into departments,
divisions, and other homogenous units.
 • vu vu,a, v\ ,a,\ u, vu, ,v~, ,u \v v\ 1e11 \

3. 'Nhat ,s meant by Oe\egat\on oi A.uthor\ty?lA.pr/May20121

De\egat,on o\ author,\':,' ,s a process wh,ch enab\es a person to ass,gn works to
others and de\egate them w,th adequate author,ty to do ,t.
21. What is span of control?
Span of control tells the ratio between superiors and subordinates. UsuaUy organizations
are having two different types of spans. They are
1. Wide Span
2. Narrow span
 wnte, orgaruze ms tnougms anu p1e:sem Lc1.~ t:,.
19. What is P erformance Appraisal'?
Performance appraisal is the evaluation of e mployees through proper a nd systematic procedures which reflects
the effectiveness, efficiency or productivity of an employee. On the b asis of their perfo rmance, reward s and
incentives are given to the employees .
6. What is an Organizational chart?

According to George Terry, "Organizational chart is a diagrammatical form, which

shows the important aspects of an organization including the major functions and their respective
relationships, the channels of supervisio n, and the relative authority of each employee who is in
charge of each respective function". It is a representation of the framework or structure of an
organization. It may be a vertical or top-down chart, horizontal or left to right chart and circle or
concentric chart.
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10. What is line authority?
Line authority is the direct authority which a superior exercises o\Jer a number 01 subordinates \o car~ out orders
and instructions. In organization process, authority is delegated \o \he indi\Jidua\s \o perform \he ac\i\Ji\ies.
 SE LE CT ION PR OC ES S
Selecting a suitable candida.te can be
the biggest cha llen ge for any org ani
oraanization largely depends on its sati on . The suc ces s of an
sta ff Selection of the right can did
,;a nization's success and helps in red ate bui lds the fou nda tion of any
0 ucin g turnovers.
21. What is Human resource Management?
Planning and executing all those activities are associated with recruitment, selection,
1
training, and Performance appraisal and career development in known as human resource
management.
18. What is the purpose of planning?

a. To determine the direction of an organisation

b. To provide a basis for team work

c. To minimise wastages in the future

d. To facilitate decision making

e. To improve morale of the employees.

 pQM NOT ES/J
DIFF EREN CES BETW EEN FORM AL AND INFO RMA L OR GAN IZAT ION

Bas~ of Comparison Formal Organization Informal Organization

Fonnation Planned and deliberate Spontaneous
Purpose \Vell-set goals Social interaction \
Stro.cture Well structured Unstructured
Nature Official Unofficial
Focus Positions Persons
Leadership Superior Anyone
Source ofPower Delegated Given by group
Guidelines for behaviour Rules and Procedures Groupnonns
Sourres ofcontrol Reward/Punishment Sanctions \
DEPART MEN TAT ION BYD IFFE REN TST RATEG IES
5. What are the limitatio ns of Matrix Organiz ation Structu re?[Nov /Dec201 3]
• Since use of the matrix means the use of multiple comman ds, manage rs often
end up with conflicts.
• The organizational relations hip become s very complex and there is a great
confusion among personn el. 40 I 90
Elements of Directing
The three elements of directing are
• Motivation
• Leadership
• Communication
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'1 l e ader sh1p 3 Communication "'* :111

\Nhat are the diffe renc es betw een forma l and informal commwnutt on .,
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11. Who is a leader?{Nov/Dec2012J
• Leader is one who influences people so that they will strive willingly and
enthusiastically towards achievement of the goal.