Tint Dew ——————_—_— PR Tyce exaGVlous YEARS’ et NATION QUESTIONS Qy Mi nee i a Questions ifforentiate betwe f Allindio 2019 = sthority’ and pais of 10" Ans, Di Difference between authority and respons Basis ‘Bas mana Responsibility low tows downward Te flows UPHAN {om superior to {rom subordina subordinate to superlor 2. Distinguish between ‘Responsi? ity’ and ‘Accountability’ on the basis of Meaning.’allindia 2019 Ans. Difference between responsibility and accountability is i ‘Accountability shy se Responsibility ai ea leaning Ttmeans the obligation ILMEAVE efor the \ ‘ations to perore i ‘ina BS ome ie : assigned tas inal Ou 3. Differentiate between ‘Formal and ie executive: Informal Organisations’ on # ie one Se = “Flow of communication + 2 ‘Ans. Difference between formal and A organisations is “Formal pa organisation anisatl Flow of Scalar chain is Gonmnieaton is communi followed. ree an munication feat , ine etait the therefore grapevl han be 4 Differentiate between en ‘Delegation’ and atio ‘Decentralisation’ on the basis of ‘ation “freedom of action’. Allindia 2018 rdinates ‘Ans. Difference between delegation and agement. decentralisation is: ng. i Delegation. Decentralisation Freedom Lessfreedom as High h level of a. of action _there is freedom and supervision autonomous he future. 5 involved. decision-making.78 Sais eee . What is meant by ‘Accountability responsibilty and exercise authority 7. Differentiate between ‘Authority’ and ‘Responsibility’ on the basis of ‘Origin Base Orin Responsibility 8, Distinguish between Responsibility Accountability" on the baste of zs Delezation’. inde 2019 and Basis Responsibility Accountability “Delegation Tecan ‘cannot be delegated delegated at all. Give the meaning of ‘decentralisation’ Allingia 2018, 2016; Foreign 2016 Decent delegate tothe lowest level, Ans ation refers tothe systematic effort to authority excep tral point 10. Zamon Ltd. is manufacturer of electronic goods based in Pune. On one hand, it deals in items like books, music instrumets, videotapes etc. and on the other hand, it deals in laptops and mobile Phones, The company had a functional structure with separate heads for production, jnarketing and finance. All the functional heads were looking after the products, but at times their activities overlapped This led to problems related to coordination and inter-departmental 2 chaprerwi 1 12 Ans, 13, 14.» 15, Ans, 16. Ans, ove Papers : ausine 0 of th Differentiate b entlate between ‘Formal Informa orga an anisation on the ‘Origin’ vem sort a Enumerate any two basis of or} ‘inde 2016 Foreign 20ig "Aton, i ney Oms of denaincntation a orang (i) Terttories (north, south Name the type of Organisationsy Structure’ which promotes efit iy utilisation of manpower ‘Delhi 2016 m Promotes [ys ¢ nisational structy 1cture which managerial ang ey. Foreign 2016 nal organisational structure operational efficier Sgt meaning of Responsibility’ as gq element of delegation, ’ Delhi 201; nso 201; Comportment 20 tis the obt ion ofa subordinate to. the assigned duties properly. perform five the meaning of authority as an element of delegation Alina, bet oreign 2016: Comportment 2019, Authority refers to the right of an individual to command his subordinates and to take action Within the scope of his position, Ay del an element of ation, it should be delegated in such a ‘manner that a subordinate ean: his/her accountability escape fromCHAPTER 8: O1o9n), Sing 1B. Alliance Liq 4. manufacturing CMARe abjective of ane Date ag on the nO buckets mPtPy ing che mn orga {es eores ofan gy SA¥. Ty ehMac. pane Forme! °F ' Coordinated any {ePattmonaticre this, 2% Define Fe ne satatty-respontelitked an onsen catalina genni ra ane onan whom. identig? Q& ho fa got Position, pecompls 9 ia: en ee pa va brea ahaa aneeet essul theTael ction ofthe eng 23 a au divided all the activthar gf the schoot ne then ® Saeatealing with nepeegttOAK groupe A OR ceca shear Sc pene i en 24. Distinguish De un the function of m, and divisio® sms ume -d - anagement Performed srmation. 62F is forme by the Principal in deinen forma sects as comportment 20% Ars, Func) pers Ans. Organising on the basi of a 19. ‘Himalaya Ltd’, is engaged in ra eee raagetargitin€ of washing machines. The 9% pefine ors target of the organisation is to Foreign 2014 pructure €2% manufaetu 500 washing machines a day, There is an occupational a described above. all india 2018 ans, Func en BE dee "Ans. Functional organisational structure siz of the operations fe al structure’ of A eva . an organisation? State its any two crate any one advantase OF pi. ide nt diferent divisions or unison th Ans, Form a se moth f basis of products or geographical REthis orga Procedtu 1 But there ares ny teladonsh obser ‘porms which have st? Formal “formal Organisation anisation Ttoriginates asa result of company’s rules and polices originates asa result of interaction among Beople at work Itarises out of Personal qualities rly It arises by virtue af position in __management. of individuals lip Managers are Leaders are chosen by group. 3-5 Distinguish between ‘Functional and ivisional structure’ on the basis of the following points: (@) Coordination (b) Managerial development (©) Cost ait india 201 B Differences between functional and divisional structures are: Functional Structure Difficult for a ‘multiproduct, company, Divisional Structure Easy, because all functions related to particular product are integrated in one department Basis Coordination Struc development Manageriay opment Cost Ws econoriear 3. Differentiate between ) Origin, is (ii) Authority (Git) Flow of communication ¢ ‘Ans. Differences between formal 20d informal Basis Formal ie Organisation Origin Wis deliberately ranean signed bythe top within ty management organsatien dy interaction ane i employes Authority Authority flows There areap Yhough scalar abt chain from top to Tinea for a Jbeotion, "vot mabe Flow of Communication Communication| a ‘Communic. takes place free and cant throught the salar Independent chain ban) 4. State any three limitations of ‘Divisional structure’ of an organisation. oebizas Ans. The limitations of divisional structure ofan ‘organisation are as fllows (2) Such structure involves heavy financhl ‘costs due fo the duplication of supporting functional units forthe divisions Italo equires adequate number of capable ‘managers to take charge oftheir respectne divisions, (ii) All the divisions work as autonomous ual. Divisional heads may gain power and ign ‘organisational interest, Conflict may arise between different divisions on allocation of funds and athet resources (aay it) or ttc dist) Con Cot cap Ie Hy alt @Udieg the tng Yieg ue HAPTER 8 Organ Sing 0 5. Acompany p, Companiy capital of gag Office in witinnion9 erorg manufacturin ein Dy district of NE nal epartirent jyitthan, company j Consumer ¢ © Suggest wir ith th Able Organ t® the compare Many (i) State ANY throg orKanisation ee Compartme Or A-company hag Companies Aas capital of tage” situated ie unit in'a bac Its market Hyderabad Ailinda 2018 Mumb, ‘Ward districg of Ka re depangti The con ; mMpany ig food, (© With the help of uuitable o} the company nisation st () State any three limitat organisation structure unictional structure company ions of this Ans.) Wai hand — Marketi (i) The advantages of function tructure are; (any three) (a) A functional structure provides decupational specialisation, since emphasis is placed on specific functions, b) It promotes control and coordination vithin a department because of k ome. arity in the task being perfo (C) It increases managerial and operational efficiency and this results in higher profit, 8. What is meant by ‘Informal or State its Ans, anisatlon Aepartmeny te wh Various advantages of infor (i) (ii) Wor nde AY NOt be able t enna See the perspec Sa whole ers the pr may get ava SY Product without an PO hou eg ll ta high rice as anisation, pats 4. portcutar le for any p e declining, who} dtfcule to Is responsibe? i ‘ermine whether the wy OF more departments are non mpatible anisation’? any two advantages, andi: mal organi gate of Personal relationships without any narpose but which may contribute to Tesults. It emerges on its own ina natural ner within the formal organisation. (1) Wleads to faster spread of information as Well as quick feedback {fulfils the social needs ofthe members icontbates towards afiment cxganisatonl jc by compensating fr inadequacies nthe formal organisation x22)82 QChanterwise case Solved Paper 2 Ory hee eaten informal Tinney * Ii aaa Ans 8. What is meant by ‘Formal Organisation? State its any two ‘advantages. tina 2018 Wellefined jobs, each bearing definite ‘measure of authority respons and be done rather than int felons The advantages of formal 1) thmakes fa and eases. clarifies wh 1 There sno contusion regarding work Se done by each individual and reduces Ambiguity in performance of tasks Hi) tc heps in avoiding duplication of etre (2) Unity of command is maintained through an established chain of command 1 provides stability tothe organisation ax2=2) H State any three features of informal organisation. allindo 20 2019 FAns. Features ofan info follows: any thr nal organisation areas (0) Based on formal organisation This s based on formal organisation where People also have informal relations It ‘means firs ofall formal organisation is ‘tablished and then informal organisation i created out of it (1) Nowrltten rules and procedures Ahi cBankaton there are no waten Files and procedures to govern rose tlationship. But there are group orm which have to be observeg company i nira Ltd’ to manufacture fconomical mobile phoned for the Tetan rural market with 10 employeem Th company did very well in ie initial year, the produc was good and marketed ma mand oft products went up. To ine reduction, the company decided to meg tdtonal employee, Samir Gupte, wig catlier taking al decisions for the cone had to selectively disperse the author ga believed that subordinates are compete apable and resourceful and can marae responsibility for effective implementation their decisions This paidoff and the company was nat ony able to inerease its production but shot expanded its product range () Identify the concept used by Samir Gap} through which he was able to steer hig company to greater heights, Also explain any three points of importance ofthis concept. pean ‘Ans. (W) The concept used by Samie Gupta Decentalisation, which refer toa systematic «lfort to delegate tothe lowest leva al authority, except which be exeresed atthe central point. (( Decentralisation is important due tothe following reasons: any three) (2) Greater motivation Decentralisation Improves the morale and motivation of Subordinates which is reflected in better Work performance (0) Develops initiative among Subordinates Decentralisation helps to Promote self-reliance and confidence amongst the subordinates,ie ah has 83 Ie 41. 1 . os i er ts his acti a X he activ 13. Decentralisat ment in 5 : ising. Explain with th a ed Explain by giving any three reasons wh » decentralisation is important in 42. State any & to ast 3 oe siving r 14. What is meant by ‘Functional structure’? jective management nen Fe 7 Advantages of functional structure Employee development plain when and why the need is fel ao ng a framework, within which totilse their talent. It also alow th managerial and operat develop th hi performed to accomplish d to perform u th Name this framework also. bons h will improve the bei 201; indo 2010 reer prc84 @ Chopterwise CBSE Solved Papers : BUSINESS STy, cH Necd of orpa fs Felon eae! structures tein he ee , ONAN rca Serene a ) Weis reguinests complexity. ‘Of work and also makes possible the i Wired whos afesleheh sew ane ane nan oe ene f = (x2 =2) lain by giving any three reasons why ay tc EE Sen relationships Ps ieee Bi) itecive administrate dxyaniing Bits canta Bremen are, son and growch Organising hls Heroin and swencrien Beisebycnabing tote Biigroras at che eee Menges and aot iene us OU coger” es of specialisation Oxzanising Beste asytane cece ong the vork oe Wott oad swells enhance ea, SPecllob on outa oe ne Development of persoon thtrwor lout and sii diets administrati better win tion of resources, te Delegation of to reduce aitention to more @a/s5 Marks Questions Voltage fluctuations have been commoy 7 Tad uit high in Inds Toe Ray electrical appliances like televisions, refrigerators and air conditioners, of leaving them in @ permanently dama, condition. N-Guard Company decided jy manufacture stabilisers for North Indig where the voltage fluctuation ranges f 220V to 230V. Oneo the demand for N India was taken care of, they decided tg launch stabilisers of varying voltages fi 90 V—260 V for meeting the require of voltage fluctuations in other regionags India also, Three engineers were appeiy for South, West and East regions of Ind as the voltage was different in all the the regions. Though all the engineers were appointed to manufacture stabilisers by the product differed from region to refs @) Identify the organisational structury N-Guard Company (©) State any two advantages limitations of the structure identifi in the above para, pethi2o13 and two ‘Ans. (a) Company has opted divisional structure (b) For its advantages and limitations refer text on page 76 and 7, 2. Organising involves a series of steps thi need to be taken in order to achieve the desired goal. Explain these ‘eps. Delhi2n| Or Give the mea aning steps in the proce: AlLindia 20 of ‘organising’, State ty 8 of organising, Or State the stey Delhi 2019, Ps in the organising process Or Describe briefly the steps in the prose org ‘nising. allindio 20vz; pein 2012hority {the aut the light of ot A inthe mone jin the steps expla se nent, which fof manageme panei and human sce atone tion and division of densification 2 i) Grouping the jobs and departmentalisation Ieper and pu un "oan 10 Pac aon meaning of arma ognatin State it’ any thre amatgenaaa + Arudhana and Gandhary are heads oft different departments in 'Yumeo Lif They are efficient managers and are able to motivate the employees oftheir respective departments toimprove performance. However, their drive to excel in their own sphere of activity instead of giving emphasise on objectives of the enterprise has hindered the interaction between the departments that Aradhana and Gandhary are heading, Often there are interdepartmental conflicts and they have become incompatible. This has proved tothe in the fulfilment ofthe, rar ational objectives. Th saan‘he problem after studying the se sary. She ia of the view that ructare Yameo Led. has adopted Tum the above information, iden reanisational Tra state nny three ndvantagew of the steer once Sst Its a process t TPP its electric appliances manufacturing fa ackward area of Sep tiadesh where subsidies are provided by the nen and labour is available aper rates, BFA Was able to produce its products at low coat ther by generating enough profits i ploy coe volt Wa# because ofthe fact thatthe line ese rity and responsibility Biarted saa ror Cetrly defined and the activities a ea; departments were Pro Manager of the company also came to know a vendor. For this, he wrote n. But, because of m the Finance Manager, t cheaper rates fro tor of the company for getting sanctin this sanction and procuring funds ny ays in gettin the order could not be placed lays and because of which the sation, that led to procedural del wat o(Procuring raw material at cheaper rales, (@) above other than those (@ Identity the type of organi Company could not got the advan 1) State an advantago of the type of o A tsed in the above case, compartene, O18 Medified organisation identified in ( Procedural delays organisation that led Stable and have less of duplication of work 1D) Such type of organisations are senseCHAPTER 5; 10. Give the me Alina gory Or What is me Or What is mo altinga gon ans Mex 11. State Ans. Features of inf 12, authority Ans, itt Basis Meaning Origin Authority Flow of communication Behaviour Nature Al the activites Distinguish beoween *10.0NIsing me he i a a aren pa a al mana HB Fesponsibe Yor Anat Ul trade employe lity and initiative by making, hiv "lated 1 one ype o nin the activities” 8 of informal organisations nal Organisation Refer Ans no. 9. Formal Organisation Structure of authority ce {reated by the managernent. Arise asa result of company rules and Policies, ‘rises by virtue of posi management Communication takes place through scalar chain, Its directed by rules. Rigid ation? For which type of busine ‘of this form of organisational structur level only iz goal determination and plicy re accountable for profits, revenves and costs uped under ea) eth 2019 page 82 ation on the basis of meaning, origin, Informal Organisation Flow of communication has no pattern and ca take place in any direction There is no set Behaviour pattern Flexible ax4=4)2 Chopterwise case solved Popers BUSINESS STU in the two. a nisational structure uthority and respons rents in delega ity and Tesponsibilit TSM ARO EMOSS 1. toe anata amet lected ithy two ftw decmurtsa eegatah BE 0 on ant be concieved siblity. These are wo tion of authority. ultiply it by many. In the lighter this statement explain any four Points of importance of decentralsatig, without Important eran kl to Ans, Forimportanc of decentaliéalon ret ul his parortes and (© take action ‘no, 10 (ii) page 82 and 83, = he Scone of his poston. Acne inl Aukett rah wnt 117, Bate any ewe ncvah ogee TT Power to exact obedience. Authority sires disadvantages of formal organisation, he Power to enforce onersordeishe en 2010 pens asda Le. Ans. Advantages of formal organisation Rtg 4 superiors to subordinstes Ans page 82 Ponsibilty eis the obiaton Disadvantages of formal organisation ae to opety perform the agra les Ian (0) While following formal chain of from a superior-subardinate ‘relationship. According. pommunication, actions get delayed in to Davis Fly, Responsibility the oblong formal structure the individual o perform assigned date to he ext (i) tedoes not give importance to ofhisabies under the ietion of is cnn Psychological and socal nee of anaes sroereea {may create rigidity de to prescribe 4. Explain any two advantages and any two polices and rules P disadvantages of informal organisation _ E re ne ny four advantages of formal vantages of Informal organisation Refer to ata see aaia erect! Ans. Advantages of formal organisation Refer to Ans no. 8 page 82 . Explain (© Adaptation to change and iefits of specialisation and (i) Effective administration Derren as importance of organising portance of organising. Farign 201 Aline 2010; eth) 2010 ans Benefits of specialisation Organising leads ANS. (i) Adapta alk sau The process of Ho asysicmaticalecation of json sa onpanisng allows a business enterpieym BOrE fore This reduces these aS accommodate changes in the Duslecg Besiences protucininy ese vironment. I allows the organeaton SPecific workers performing a specilic job on stnucture tobe suitably meifiel and he gular basis. By doing ajob ocean een inter-relationships amongst various Ge S worker gets experience in that area and managerial levels to pave the way fora Teads 0 specialisation smooth transition 1 WH) Development of personnel De gation of i) Effe Authority allows the managers to reduce their Byovides a clear description of obs and swork load and to pay attention to more Felated duties. This helps to avoid Imprtan and suaegc sues an 0 develop confusion and duplication, Clty in Rew methods and ways of performing oh, \working relationships enables proper here thir potential can be exe poe execution of work. Management an Useful manner. Delegation develops in enterprise thereby becomes easy and ths subordinates the ability to deal effectively brings ecco ae With challenges and realise theit fll portal Teens none for more creative work @x2=4) bee ‘tive administration OrganisingCHAPTER 5 + Orcanicn, A stool manufac () Manufactuor turing company ha ind developmey Which type of organisational structure will you choose for this type of a company and any four advantages of this anisational structure, dehi(e}2010 ould suggest the functional org as all these major functions could be rformeed well under separate departments Advantages of functional structure Refer to . With the help of an} the crucial role of ‘organising’ funetion in n enterprise, Allindia 2018 in an enterprise, refer 10a . Explain the steps in the process of 2 6 Marks Questions B-Solutions Ltd.’ started its ope ar 2000, At the time of its inception, the company had only ten employees with two departments, a ion department and an tration department. The products upplied and the services provided by the any started gaining popularity over The management had abilities of the employees and thus allowed them freedom of action. The agement recognised that the Give the meani function of m steps in the process of organising, ‘Compartment 2013, Organisiny 89 that there will bo ‘over subordinates. Thi of the aubordina inereased the in the organisa they were in a position to a well as importa 8 result, its business ha ith, operations throughout the country w ‘even branches overseas. Its organisation tructure has now changed into di ional tructure and ten 10,000 people are working with the company (a) Idenfify the concept of management Which helped the company to diversity into many areas and branches abroad. () Explain five points of importance of the concept identified in (a) above (a) Concept sment which helped the many areas and 8) o uur points, explain anising involves a series of steps in ‘der to achieve the desired goals! wese steps? Delhi 2014 of ‘organising’ as a nagement, Explain the 1 process of identifying and. 1 work to be per med, defining and lity and authority and lationships for the purpose of work most effectively together© cChopterwise CBSE SoWved papers Dy four disadvorta Also explain of functional i What ie meant by functional structure of 8 organisation? State any fee Advantages ofthis form of organisational ANE Functional structure Hele Asn 14 on Beery cs Advantages oftunctional steucture Retr 1 ‘Ans Son oes o Differentiate beeween formal and §) informal organisation on the basis of th @ Meaning (9) Origin Wid) Authority (ie) Behaviour (0) Flow of communication (i) Nature au aie 2014; compartment 2014 AMS. Dillerences between formal and informal Organisation Refer io Ans 12 on Page oy 7, With the help of any four points explain the importance of ‘Decentralisation in an organisation. vehi 201 Or Decentralisation is an important Philosphy that implies selective dispersal of authority’. In the light of this statement explain any four points of importanee of decentralisation. compartment 2014 Or What is meant by decentralisation? State Any five points of importance of decentralisation. vehi zore Ans. Decentralisation means distribution of decision-making authority at vatious levels in th Organisation. According 10 Louis A Allen BUSINESS stung, ards ee a ‘pberame of decentraeton Rf Besides effective management and {ipplnes development delestohely the organisation in diferent way Explain any four such waye What is meant by delegation of tho Explain any four pots of imponanar delegation of authority pane Delegation isa key clement nec rganising: Explain with the bela, ‘Effective Delegation leads tocertain benefits an organisation’ Exploit ay three such benefits, conpermen spe 29 {With the help of any four points expt the importance of ‘delegation in aaa Delegation is a key clement in effecting te by giving any gy Delegation sa key clement in efecine eanising. The delegation of aus {Siem for he existence ofan ogaiag helps inthe efficient functioning of a Benefits of effective delegation ele oan Ton Page 8, (ete Give the meaning of informal orga ind state any five feature 013; Deh 2% nformal organisation is an aggregate of interpersonal relationship without any ‘conscious purpose but which may contrbulel Joint resuls. 1 emerges on its own ina naa mannet within the formal organisation Features of informal organisation Referio Ans 9 on Page 82, 41. Give! or ‘Deleg ans. Deleza Hemet A q(HAPTER 5: O t rentiate between functional and di ring? nin on ' D Bien 0) Formation (ii) Specialisatin he asin ot, if Responsibility _(c) Managerial development m reregn 70 (9 Con inv rtiate between fi and ved divisional structure o fx respon fap 6-6) 1, Give the meaning of essential elements of ‘Delegation’. andl 2019 Or ‘Delegation is the entrustment of responsibility and authority to a accountability for performance’. In the light of this statement, ide essential elements of delegation. allindia 2012; bethi 2010 nother and the eretio tity and explain he Ans. Delegation means granting of authority to subordinates t ate within the prescribed limits Elements of delegation are (9. Authority I refers tothe right of an individual to command his subordinates and o take ation iia the scope of his position (2) Authority is needed to discharge a given responsibility to the subordinates, (b) It lows from top to bottom of the scalar chain, () The superior has authority over the subordinates. Its highest atthe top management, However, reduces as we move downward in the corporate hierarchy, (1) Responsibility 11 is the obligation of a subordinate to properly perform the assigned duties. (2) Responsibility arises from a supetior-subordinate relationship because the subordinates bound 19 Perform the duty assigned to him by his superior. (b) Responsibility lows upwards, Le. from bottom to top. A subordinate will always be responsible this superior. (i) Accountability () Accountability implies ‘being answerable for the final outcome of the assigned task’. (b) Accountability flows upwards, ic. a subordinate will be accountable to his superior fr Cras Cy Performance of the assigned work. Ca92 @ Chopterwise case solved Papers BUSINESS STUD} 12-2¥ihat la metal by formal on fanisation? ‘14 What is meant by divisional structurg slain any five fonturerot iret aan organisation? For which type of oat Crsanisation, at inde 20tz baton Ans what Formal or business enterprises is this structury Isan oficial most suitable? State any four tls the roe Up. Te ceaely ofeach job and Position in advantages ofthis form of aniston o organisational structure, Alina zon ice mcrae mass 4, Fo Scull ot asta Sire oom ( Detined nterstationtiy ee, ‘organisation. refer €-Ans 10 on Page liminary dens mara gg, pation te by functional structure meashlps Beybealasoes ay organising? Explain its any two pir eect ny dvantages and any two limitations, willbe reporting tows ene 201 feet ON Mules and procedures iis a structure of organisation Picsand poeeeNEllthe predetermined ANS. Functional tract ef Tes and proeadars in the formal (Meaning and Plaanssstion. The objectives laid down under Page ss Planning are this achicred (2) Zased on division of work of formal on advantages) Refer 10 Ans tggq fe 2: Oey ler a structure of any two advant, organisation ages) Refer t0 Ans 10.9 Qn) areas Limitations of functional structure The chief bass Amt 5 on Page 31 sation i the division of work, depuis that connects the flonts of diffeces, 16> departments with each eaher (0) Deliberatety created itis deliberately cre der to achieve the obj the organisation in What is meant by divisional organising? Explain its ‘ages and any two limit, Divisional structure of, (Meaning and adv Limitations of di follows Refer to A ‘17. Shreyskar runs a locks manufa, factory. He w: business. For contempl manufaet ves of ANS, (0) teis more stable cha fntroduced because of lindividuals and the ‘more stable rs cannot be the needs of wishes. Therefore, iis Wvisional structure Wns 4.07 Page 80, \cturing fants to expand his expansion, he lates to enter inte the uring of locks for eas ay an ancl . By doing this hig company willbe able to provide sey Products to car manufacturers, Which, type of organisational structure will he choose for his factory and w hy? State aces any five advantageeotnty formal organisation is Page OMA relationships without any conscious pe ttt which may conurbute o join neni: The et 1 Keith Davis, ‘informal organi fae Detwork of personal and socal clan he Not established or required by forn but arising spontancou, fone another. n aggregate of organisational structure, ait a 20 (8) Thre advantages of interna Lacon because acon pena nS organisation Refer to Ans 6 on Page 8 8 ‘one type of products.» ae (iti) Two disadvantages of informal Mi x organisation te 0 Ans 7 on P a For adi 82 Q) Wantages, refer to Ans 10 on Page 87, (55)i! ne a multiple Choice questions Mark Questions the whole cancer into and departa nd space to the OM n A skill. How ordinates get a fecling of hele abiitien the monotony of ti dinate nent of any respnsitaiy ther person (nctmally fem a mn prope ines during 8. “Organisation is the harmonious aaa adjustment of specialised parts of the : ; accomplishment of some common purpose P purposes.” What docs this statement responsibili (a) It implies the features of organisation ) author (b) It implies the importance of fi ria and drama group organisation like specialisation, : examp adaptation to change ete Jn (c) It refers to the process of organisation (b) informal which includes assignment of duties a (4) matr (a) None of the above an ugh frequent Hint: Organising isthe process of defining and d communication, people tend rouping activities and establishing authority f ps to satsty their felationships among them, The above statement feeds. Examples-mecting in a cafeteria, drama ves us the importance of organisation which, ‘pou and cricket teams of organisational tates clarity in relationships, spectalisatlon and pevunnel such otherManagers, OS Ltd. Two of f the top level Of a differe st” Kunal and nr ne {2P level at Wew when tam organisation ne StTUCture ofthe oreanisst Me Kanada sy, ore eal in variety of nig are ign aspects atte gel, ee ra that it wants to expand to nt territorica, Win” te apt etrtorice Which nen © @) Division; ©) Functional structure (©) Matrix Structure @) Line structure Base TB Aco sera cr pect stcnur consists of sel-coniaincd nian a iscalleon otunciasn herein al structure 2 Product. It also utilises a plan to compete and operate as a separate business or profit 10. Which of the following is an ideal ituation? (a) Authority < Responsibility (b) Authority > Responsibility @) None of the above Hint: The authority can be delegated to a subordinate for the purpose of ease in doing work. The ‘authority is granted to the juniors in a prescribed Timit. Even though the task is being handled by the lower level, the ultimate accountability Femains of the superior who has delegated the thority. Thus, responsibilty is also vested in him. ) 20) 3 | 4 @| 5, w O20) 13 @) 4 o @ Chaptenwise case Solved Papers Meetin, lutions Lee Sing on for the @ ANSWERS BUSINESS ey ma cl towards decentralisation. At the same time decisions need to be centralised in priority fo 6:1 key test areas 12. Which of the following is not an advantage of functional orgshisatg (a) Accountability () Clarity (© Flexibility (@ Specialisation 13. In centralised organisations, the decision-making authority is retained b M the (a) top level management (b) middle level management (© lower level management (@) external stakeholders 14, is the obligation to perform the assigned task. (a) Authority © Accountability (©) Responsibility (@) Permissibility 6 | 7, @! 6 | 9. (| 10