Name: Julie C.

Arnosa Degree Program: BSBA – HRDM

Schedule: MW (7:00-8:30PM) Date: October 5, 2022

ASSIGNMENT IN HRDM 301

(ADMINISTRATIVE OFFICE MANAGEMENT – CHAPTER 2)

TYPE A

1. What is office organisation?

Office organisation can thus be defined as the process by which a framework of

positions is welded together in the office for the pursuit of the goals or
objectives set forth.

2. What is organisation structure?

An organizational structure is a system that outlines how certain activities are

directed in order to achieve the goals of an organization. These activities can
include rules, roles, and responsibilities. The organizational structure also
determines how information flows between levels within the company.

3. What is meant by span of management?

The Span of Management refers to the number of subordinates who can be

managed efficiently by a superior. Simply, the manager having the group of
subordinates who report him directly is called as the span of management.

4. What is line and staff organisation?

Line and staff organisation is a modification of line organization and it is more

complex than line organization. According to this administrative organization,
specialized and supportive activities are attached to the line of command by
appointing staff supervisors and staff specialists who are attached to the line
authority.
5. What is functional organisation?

Functional Organisation is an organization in which we can define as a system in

which functional department are created to deal with the problems of business
at various levels.

6. What do you know about committee organisation?

A committee organisation represents a group of people with various kinds of

knowledge, which is formally constituted to solve specific problems of the
organization. A committee helps to gather collective ideas and information,
properly analyze them which helps to make strong managerial decisions and
solve difficult problems.

7. What is span of control?

Span of control is a concept that describes the number of people that are
managed by someone. It is a chain of command notion where the number of
subordinates are properly identified to understand a manager’s reach.

8. What is centralisation?

Centralisation can be defined as the grouping of specialized functions or office

services into one servicing unit and under unified control.

9. What is decentralisation?

Decentralisation is the opposite of centralization. Here each division or

department is in control of the running of all the functions, which impinge upon
it and of all the office services required for it to operate.

TYPE B

1. Explain the significance of office organisation.

Office organisation sets the relationship between people, work and resources to
get productive results. Without a good organisation, a one man enterprise
cannot successfully grow beyond the limits of the owner’s strength and ability.
A good office organisation can contribute greatly to the continuity and success
of an enterprise.

2. Differentiate between line and staff management.

3. What are the factors influencing span of control?

4. State the importance of a sound organisation structure.

A sound organisation structure provides the benefits of specialisation. Various

activities are allocated among different individuals according to their
qualifications, experience and aptitude. It brings job satisfaction and feeling of
motivation among employees, and increases their efficiency.

5. What are the advantages of committee organisation?

The advice of experts on particular matters can be made available.

Committee members normally come from different activity areas, hence it
is likely that the implementation of decisions will be well coordinated and
that cooperation between different sections of the organization will be
better assured.
More than one point of view on any problem can be considered.
Full discussion and consideration can be given to any problem before the
organization is committed to a particular solution.

TYPE C

1. Discuss the principles of organisation.

Principle of Objectives – While organising one should be clear about his

objectives and know precisely, what is to be done or what is to be
achieved by each department or function.

Principle of Efficiency – The goal of the organisation should be attained at

minimum cost. It is the real test of efficiency. The organisation should
provide work satisfaction to the workers, so that they become more
efficient.
Division of Work – Once we are clear about our objectives, the next step
will be to divide the work in such a way that the objective is achieved in an
efficient manner.

Span of Control – Only as many subordinates should be placed under one

supervisor as he can effectively supervise. No definite number can be
fixed for this purpose. It will depend on the nature of work to be done by
the subordinate, capability of the supervisor and other circumstances.

Scalar Chain of Authority – The chain or line of authority in the

organisational structure must be clearly defined so that every
subordinate knows, who is his immediate superior, to whom all problems
may be referred to for decision.

Number of Level of Management – The number of levels of management

should be reduced to minimum. There should not be a long chain of
supervisors between the worker and the top management. Too many
levels of management make both upward and downward communication
difficult. It means that the directions of the management will reach the
subordinates late and not so correctly. In the same manner, whatever a
subordinate wants to convey to the top management, may be
communicated after quite a long time and the communication may
perhaps not be so accurate because of many intermediaries.

Unity of Command – Every subordinate should be immediately

responsible to one and not several supervisors. If there are too many
bosses to guide and supervise the subordinate, he will get confused and
will not be able to work efficiently.

Functional Definition – The responsibilities and duties assigned to every

one should be clearly defined, so that every employee knows his work
and no work remains unassigned.

Parity of Authority and Responsibility – If somebody is giving the

responsibility to do a job, he should be given enough authority, so that he
may be able to discharge his responsibility.
 Principle of Balance – To achieve the best results, it is necessary to have
a judicious admixture of both central and local supervision. The
proportion of each will depend on the nature of work, the historical
evolution and the type of institution cornered.

Flexibility – The organisation structure should be flexible. It should be

capable of being adapted to changing circumstances.

Facilitation of Leadership – The structure of the organization should be so

devised, that there is enough opportunity for the management to give
effective lead to the enterprise.

Principle of Continuity – The structure of the organization that should be

such that it is able to maintain a continuous supply of required personnel
and equipment. Continued existence of the enterprise should be ensured
through readjustment of plans and procedures when needed.

Simplicity – An enterprise should be organized in such a manner, that

every employee can follow the laid down procedures and methods
without difficulty. Simplicity makes the organization more effective.

2. What is office organisation? Enumerate the various steps involved in the

process of organisation.

Office organization is a process of defining and grouping of office activities into

main heads of functions, select suitable personnel, assign jobs to them and
delegate authority to them for performing the jobs, coordinate the activities of
different individuals and provide necessary facilities like forms, stationery,
equipment, machines and suitable working environment to enable the persons
to perform their work efficiently.

STEPS INVOLVED IN OFFICE ORGANISATION

The first step is that an identification of office activities which are to be

performed in order to achieve main objectives of the business
organization.
 Such identified activities are classified for facilitate the grouping of
activities.
Then, all the identified activities are grouped on any one of the basis. The
selection of basis is based on the nature of business organization. If the
activities are grouped on functional basis, the departments or divisions
are created on functional basis. For example, Production, Sales, Finance,
Accounts, Personnel and the like.
The grouped activities are assigned to an individual or a group. Generally,
production activities are assigned to production manager and production
department. In this way, other grouped activities are assigned to each
individual and a department. The responsibility is fixed at each level of all
the departments.
Whenever, responsibility is fixed, there is a need of authority to perform
the work. Hence, adequate authority is delegated to every manager for
their respective department.
A proper organization structure is created in order to facilitate effective
coordination of grouped activities both horizontally and vertically.
Moreover, structural relationship is also clearly defined.

3. Discuss the characteristic features of various types of organisation.

Division of Work - Organisation deals with the whole task of business. The
total work of the enterprise is divided into activities and functions. Various
activities are assigned to different persons for their efficient
accomplishment. This brings in division of labour. It is not that one person
cannot carry out many functions but specialisation in different activities is
necessary to improve one’s efficiency. Organisation helps in dividing the
work into related activities so that they are assigned to different
individuals.
Coordination - Co-ordination of various activities is as essential as their
division. It helps in integrating and harmonising various activities. Co-
ordination also avoids duplications and delays. In fact, various functions in
an organisation depend upon one another and the performance of one
 influences the other. Unless all of them are properly co-ordinated, the
performance of all segments is adversely affected.
Common Objectives - All organisational structure is a means towards the
achievement of enterprise goals. The goals of various segments lead to
the achievement of major business goals. The organisational structure
should build around common and clear cut objectives. This will help in
their proper accomplishment.
Cooperative Relationship - An organisation creates co-operative
relationship among various members of the group. An organisation
cannot be constituted by one person. It requires at least two or more
persons. Organisation is a system which helps in creating meaningful
relationship among persons. The relationship should be both vertical and
horizontal among members of various departments. The structure should
be designed that it motivates people to perform their part of work
together.
Well-Defined Authority-Responsibility Relationships - An organisation
consists of various positions arranged in a hierarchy with well defined
authority and responsibility. There is always a central authority from
which a chain of authority relationship stretches throughout the
organisation. The hierarchy of positions defines the lines of
communication and pattern of relationships.

4. Explain the advantages of line and staff organisation.

Specialisation – it is based on planned specialization. All the activities are

supervised. All the activities are supervised by the experts in their field.
Sound Decisions – it provides opportunities for sound managerial
decisions because decisions are made by experts.
Advancement Opportunities – it provides more opportunities for
advancement of able workers, as a greater variety of responsible jobs are
available.
Basis for Line Authority Relationships – this system of organization
offers all the advantages of line organization because its basis is line
authority relationships.
5. Discuss the advantages and disadvantages of centralisation and
decentralisation of office functions.

ADVANTAGES OF CENTRALISATION

Standardisation of systems and methods can be achieved, which

facilitates the setting of performance standards, leading to effective
supervision and control
There is an increase, in specialization and hence the development of
greater competence.
It is administratively convenient to have control of a function or service at
one place.
Machines and equipment are fully, and therefore economically used.
Really competent managers are hard to find and centralization makes the
best use of their talents.
The problem of servicing peak load is eased because periods of pressure
will not coincide in different sections of the undertaking.
Staff training is simplified because personnel are employed, where their
particular function or service is concentrated.

DISADVANTAGES OF CENTRALISATION

Local managers and supervisors may have little discretion to act on their
own initiative, which may dampen the enthusiasm of the talented. This in
turn may lead to a loss to the organisation of able people.
Often decisions are taken a long way from the operation centre they effect
and such decision amy not take into account special conditions.
In the larger undertaking there usually develops a long chain of command
with many intermediate levels of management and supervision, which in
turn, results in communication difficulties and slow response to
management decisions.
Staff may not easily be able to identify with the distant central
management control of thneir function and morale may be affected.
It results in a rigid strcture, with little flexibility which is slow to
accommodate change when necessary.
Of necessary, the organisation will be in some measure bureaucratic with
the inevitable increase in administrative paperwork and records.
 There is a real danger that staff will form a restricted view of the
oragnisation, bounded by their own particular function. This leads to a
narrowing of their experience, an flexible attitude to any spread of duties,
and difficulty in tranferring them to other types or areas of work should
the occasion arise. It may also result in a reduction in their prospecta of
promotion.

ADVANTAGES AND DISADVANTAGES OF DECENTRALISATION

The advantages and disadvantages accruing may be the reverse of those

given for centralization.