DBM 1308 ORGANIZATIONAL BEHAVIOUR

1. Organizational structure is the arrangement and interrelationship in the component

parts and positions organizations. Explain the elements to consider when designing

organizational structure (10 marks)

i. Work specification; it’s the division of labor which describes the degree to which

activities in an organization are subdivided into separate jobs

ii. Span of control; it’s the number of subordinates a manager can effectively and

efficiently direct.

iii. Formalization; refers to the degree to which jobs within an organization are

standardized

iv. Departmentalization; is the grouping job which involves common tasks, these

defines a job description and enhances smooth running

v. Chain of command; this is the unbroken line of authority that extends from top of

the organization to the lowest echelon and clarifies who reports to whom

2. In detail explain why managers should study the type of personality

i. To understand personal differences between one employee to another so as to

learn how to handle them differently

ii. Since personality is all about feelings, moods and opinions then the managers will

be able to interact well with employees

iii. Studying personality of persons helps managers to appreciate the nature of their

employees by learning that people have different personality

iv. Studying personality will enable managers to embrace other people’s culture since

people from different cultures will have different personality

 v. Studying and understanding personality type can help a managers to understand

their own preferences and the preferences of the other junior employees

3. Explain the rational decision making process (10 marks)

i. Define the problem as an idea to be acted upon; it involves an accurate assessment of

the problem

ii. Develop alternative solution; look at the possible courses of action so that you can

have a variety to choose from

iii. Gather information pertinent to alternative; here all the information is collected

including existing rules, procedures, available facts, opinion of adviser etc.

iv. Consider constraints and evaluate problems; at this step the manager eliminates some

alternatives because of constraints mostly using risk analysis method

v. Alternative selection; choose the best option from those that have been proposed and

not eliminated

vi. Follow-up; involves the implementation of the decision reached in step 5 above. It

may involve appropriating funds, assigning personnel, etc.