Organization structure MCQ Quiz in मल्याळम - Objective Question with Answer for Organization structure - സൗജന്യ PDF ഡൗൺലോഡ് ചെയ്യുക

Key PointsORGANIZATIONAL CULTURE:

Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization.

At the deepest level, an organization's culture is based on values derived from basic assumptions about the following:

• Human nature. Are people inherently good or bad, mutable or immutable, proactive or reactive? These basic assumptions lead to beliefs about how employees, customers, and suppliers should interact and how they should be managed.
• The organization's relationship to its environment. How does the organization define its business and its constituencies?
• Appropriate emotions. Which emotions should people be encouraged to express, and which ones should be suppressed?
• Effectiveness. What metrics show whether the organization and its individual components are doing well? An organization will be effective only when the culture is supported by an appropriate business strategy and a structure that is appropriate for both the business and the desired culture.

The following are the events that come under Organization culture:

1. Customer orientation and employee policies
2. Quality orientation, directing, and motivating styles
3. Decision-making products and services and responsibilities to society
4. Reaction to competitors and gratitude towards nation

A trade union can play a role in creating and changing an organization's culture since they are in a position to provide the workforce with information designed to influence decisions about work practices, rules, preferred behaviors, and attitudes,s, etc. Management, as well as staff developers, need, therefore, to communicate frequently with trade union officers.

Therefore, option 4 is the correct answer.

The correct answer is Programs.

Key Points

 Programs coordinates a complex set of activities to accomplish important non­recurring goals.

Plans are made to achieve the specified goals. 

Single-use Plans

• These are the plans that are made to achieve the specified goals. These goals will not arise in the future.
• The program is a plan to coordinate a complex set of activities in relation to major non-recurring goals.
• The project is a plan that is targeted to limited activities that do not need the division into several major projects in order to achieve major non-recurring goals.
• These are usually made by Middle and Operational level of Management.

Standing Plans

• These are the plans that are made for activities or events which occur regularly.
• Its main objective is to ensure smooth internal operations and are usually for recurring activities.
• These are also called Standard Operating Procedures (SOPs).
• These are usually made by Top-level Management.

Key Points

Functional structure - A functional organizational structure is one that is used to organize employees. They are organized into groups based on their specific skills and knowledge.

Important PointsAdvantages of functional structure are as follows - 

• The functional organizational structure aids in realizing the benefits of job specialization.
• It reduces the burden on top executives.
• This allows for better executive development.
• It provides more room for growth than a line organization.
• It generates a high level of efficiency as employee groups and functional heads perform their limited and specialized operations.
• The functional managers' expert knowledge enables better control and supervision in the enterprise.

Span of Control:

• A span of control, also known as span of management refers to the number of subordinates that a manager can control or manage.
• The theories about the optimum span of control go back to V. A. Graicuna; in 1933, he used assumptions about mental capacity and attention span to develop a set of practical heuristics.
• The number of subordinates that can be managed depends on the complexity of the work.
• For example, a manager can manage 4-6 subordinates when the nature of work is complex, whereas, the number can even go up to 15-20 subordinates for fixed or repetitive work.
• Nowadays, technology helps in easing out several middle manager's tasks such as collection and manipulation of operational information.
• Due to this, a manager has been able to control more subordinates at one time.
• Several factors affect the span of control of a manager such as the nature of work, capabilities of the manager, capabilities of the employees to be managed, and the responsibilities of a manager.
• The span of control can be of two types, such as a narrow and wide span of control. 

Therefore, a span of control concept was given by V. A. Graicuna.

Advantages and disadvantage of narrow span of control:

Advantages and disadvantage of wide span of control:

Unity of Command:

• It implies that a sub-ordinate should receive orders & instructions from only one superior.
• Fayol says that “should it (unity of command) be violated, authority is undermined, discipline is in jeopardy, order disturbed and stability threatened. This rule seems fundamental to me and so I have put it to the rank of a principle.”
• It will help to avoid conflicts and confusion.

Functional Foremanship:

• Functional foremanship is an administration of a factory system that advocates for having multiple foremen for different specialized zones.
• Traditionally, there used to be only one foreman who would manage all the operations and activities. 
• F.W. Taylor, the Father of Scientific Management, saw a flaw in this system as there used to be only one foreman to direct all the workers.
• He then developed the concept of Functional Foremanship that advocates for having multiple foremen for different specialized zones where each foreman has one specialty and needs to have all the expertise and quality to undertake that one task.
• This technique contradicts the Unity of Command because, in Unity of Command, Fayol says that there should be only one boss for every employee whereas, in Functional Foremanship, Taylor says that there should multiple foremen for different tasks like three foremen for planning and three for execution.

Therefore, the Functional Foremanship technique of Scientific management is a violation of Unity of Command.

1. Differential piece wage system:

• A method of wage payment system developed by Taylor whereby after tests have set a standard time for a task the worker receives a high piece rate for completing his task in that duration and receives a low piece rate for completing his task in a long time.
• The main objective of this principle is to reward efficient workers and penalize the workers not performing well.

2. Fatigue study:

• A fatigue study is to understand how fatigue can affect productivity.
• The main objective of this study is to determine the amount of frequency of the break time or intervals which are required during the course of work to do the task efficiently.

3. Simplification of work:

• Simplification of work means breaking down work or dividing tasks and focusing on one particular task in order to be more focused.
• The main objective of this method is to develop improved work methods that maximize output while reducing expenditure and cost.

The correct answer is Functional Organization Structure.

 Key Points

Functional Organization Structure:

• Functional structure is one of the most common types of organizational structure in business, especially in larger companies, where groups of employees are organized according to the function they perform.
• In this type of organizational structure, businesses are organized according to their roles and skills into smaller groups or departments. This may include, for example:
• sales
• marketing
• production
• IT
• finance
• operations
• Individuals, teams and line managers are grouped into a specialised department where they report to the head of the department, eg the sales director.
• The business' top management team typically consists of several functional heads, eg the chief financial officer, the marketing director or the head of operations.
• In the above example, the organization is working on the basis of four different departments as mentioned. Hence, the organization should adopt Functional Organizational Structure.

Additional Information Divisional Structure- A divisional organizational structure is a system in which a company segments its employees based on products or markets, as opposed to their job roles.

Formal Organization Structure- Formal organisation is that type of organisation structure where the authority and responsibility are clearly defined. The organisation structure has a defined delegation of authority and roles and responsibilities for the members.

Informal Organization Structure- The informal organization is the interlocking social structure that governs how people work together in practice. It is the aggregate of behaviors, interactions, norms, and personal/professional connections through which work gets done and relationships are built among people.

The correct answer is Number of subordinates a manager can effectively direct.

Key Points

Span of control 

• ​It is also called span of management.
• It is the number of subordinates who report directly to a manager or leader and can be effectively managed by him.
• The more employees assigned to a manager, the wider their span of control.

Important Points

The span of control is of two types:

• Narrow span of control- when subordinates are less in number.
• Wide span of control- when subordinates are more in number
• The limit of control is due to the limits of knowledge, time, and different kinds of works and sizes of organizations.
• It raises in part from the differences, in the capacities and work habits of individual executives and in part from the non-comparable character of work.
• The element of diversification of function, the element of time, and the element of space governs the principle of span of control.

The correct answer is Strengths, Weaknesses, Opportunities, Threats.

Key Points

• SWOT organizational analysis
  • It is a strategic planning process that enables companies and other organizations to focus on their strengths and weaknesses, as well as the opportunities and threats in their environment.
  • This flexible planning process provides a popular approach to guiding organizations to accomplish their objectives and goals.
  • SWOT analysis provides the foundation for effective strategic management through a flexible, if somewhat vague, framework.
  • A SWOT analysis is a strategic planning method that assesses an organization’s Strengths, Weaknesses, Opportunities, and Threats, which summarizes the abbreviation. Sometimes, the abbreviation appears as TOWS or WOTS up analysis. Regardless, the elements in each abbreviation are the same. Hence, Option 1 is correct.

​

The correct answer is Organization Culture.

Key Points

ORGANIZATIONAL CULTURE:

Organizational culture is defined as the underlying beliefs, assumptions, values, and ways of interacting that contribute to an organization's unique social and psychological environment.

It exhibits the general pattern of behavior, mutual beliefs, and values common among the members of an organization.

At the deepest level, an organization's culture is based on values derived from basic assumptions about the following:

• Human nature. Are people inherently good or bad, mutable or immutable, proactive or reactive? These basic assumptions lead to beliefs about how employees, customers, and suppliers should interact and manage them.
• The organization's relationship to its environment. How does the organization define its business and its constituencies?
• Appropriate emotions. Which emotions should people be encouraged to express, and which ones should be suppressed?
• Effectiveness. What metrics show whether the organization and its individual components are doing well? An organization will be effective only when the culture is supported by an appropriate business strategy and appropriate structure for both the business and the desired culture.

Additional Information

The following are the events that come under Organization culture:

1. Customer orientation and employee policies
2. Quality orientation, directing, and motivating styles
3. Decision-making products and services and responsibilities to society
4. Reaction to competitors and gratitude towards nation

The span of management means the number of subordinates that a manager can manage.

The span of Management refers to the number of subordinates a supervisor has. Simply a manager or a supervisor or a superior who has a group of subordinates, who can directly report him or her is called a span of Management.

Delegation is commonly defined as the shifting of authority and responsibility for particular functions, tasks, or decisions from one person (usually a leader or manager) to another.

Development is a systematic process of management training and growth by which individuals gain and apply knowledge, skills, insights, and attitudes to manage managers, workers, and work organizations effectively.