Answer:
1. Answer: (a) Grouping of activities
Explanation: Departmentalization (or departmentalisation) refers to the process of grouping activities into departments. Division of labour creates specialists who need coordination. This coordination is facilitated by grouping specialists together in departments.
2. Answer: (b) Performance appraisal
Explanation: A performance appraisal is the periodic assessment of an employee's job performance as measured by the competency expectations set out by the organization. The performance assessment often includes both the core competencies required by the organization and also the competencies specific to the employee's job.
3. Answer: (b) people, work and resources
Explanation: Organisation structure is the aspect of organising that establishes relationships between people, work and resources.
4. Answer: (a) resource allocation
Explanation: Duplication of Activities: Similar types of activities performed in all divisions leads to duplication of work and increased expenditure. Conflict: There may be conflicts among different divisions over allocation of funds.
5. Answer: (a) Informal organisation
Explanation: Elements of scalar chain:
(i) Divisional structure
(ii) Formal organisation
(iii) Functional structure
Hence, Informal Organisation does not follow scalar chain.
6. Answer: (c) Delegation
Explanation: 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. Most delegated tasks take some time, planning and effort to complete properly.
7. Answer: (b) Departmentalisation
Explanation:The process of departmentalizing an enterprise for gaining efficiency and coordination. the grouping of tasks into departments and sub departments and delegating of authority for accomplishment of the tasks.
8. Answer: (a) Divisional structure
Explanation: Divisional structure: - For large diversified organisations activities of personnel are grouped on the basis of different products manufactured.
9. Answer: (b) Responsibility
Explanation: It's the duty of decision-makers to document roles and responsibilities for each position and make them known to employees. When it comes to job performance and satisfaction, certainty fosters confidence and efficiency. Confident employees are more engaged with their jobs, and engaged workers are more productive.
10. Answer: (a) Authority
Explanation: Authority is defined as a person who is considered an expert in his field. A philosophy scholar who publishes books is an example of an authority. Played the sonata with authority. noun. The power to enforce laws, exact obedience, command, determine, or judge.
11. Answer: (c) Accountability
Explanation: The definition of accountability is taking or being assigned responsibility for something that you have done or something you are supposed to do. An example of accountability is when an employee admits an error she made on a project.
12. Answer: (b) Centralised
Explanation: Centralised alludes to an arrangement whereby the decision-making powers are given to a couple of leaders at the highest point of the hierarchical framework. Decisions are made at the top-level management and imparted to the lower level of management for execution.
13. Answer: (c) Equal to the responsibility entrusted to him
Explanation: Authority in management is the option to direct and coordinate the activities of others and to get from their reactions that are suitable to the accomplishment of the purposes, goals, and objectives of the association. The authority that is given to an employee must be equal to the responsibility that he takes on his shoulder.
14. Answer: (c) Organising
Explanation: Organising essentially implies a process which coordinates human efforts, assembles resources and integrates both into a unified whole to be utilised for achieving specified objectives.
15. Answer: (b) Organisational structure
Explanation: An organizational structure is a framework that traces how specific business activities are guided to accomplish the objectives of an association. These activities can incorporate standards, jobs, and obligations.
16. Answer: (b) Decreases
Explanation: because more subordinates can be effectively managed by a superior.
17. Answer: (a) Formal
Explanation: Formal organisational structure is consciously and deliberately designed structure of well-defined jobs. Answer: True; formal organisational structure is consciously and deliberately designed structure of well-defined jobs, each bearing a definite authority, responsibility and accountability.
18. Answer: (c) Flexible
Explanation: Formal organisation is rigid in nature while informal organisation is flexible.
19. Answer: (a) Informal organisation
Explanation: Informal organization as the network of personal and social relationships which is not established or required by formal organization.
20. Answer: (a) degree of authority delegation
Explanation: The delegation of authority refers to the division of labor and decision-making responsibility to an individual that reports to a leader or manager. It is the organizational process of a manager dividing their own work among all their people.
21. Answer: (c) Span of management
Explanation: 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.
22. Answer: (b) Span of control
Explanation: The span of control, also known as the span of the management, is the term utilised in business management, especially in human resource management. The term alludes to the number of subordinates or direct reports a boss is liable for.
23. Answer: (a) Role clarity
Explanation: Role clarity is how much reasonable comprehension representatives have of their tasks, jobs, responsibilities, and processes at work. This clarity isn’t restricted to their own job; it additionally incorporates their partners’ jobs. Lucidity is a fundamental antecedent of efficiency, and scarcity in that department can create pressure and turmoil.
24. Answer: (d) Decision making
Explanation: A decision can be characterised as a strategy deliberately chosen to accomplish authoritative or administrative goals or objectives. The decision-making process is a persistent and vital part of dealing with any association or business activities.
25. Answer: (c) Upwards
Explanation: Being accountable means remaining by actions, decisions, and the general prosperity of projects or tasks. Accountability is likewise an administration cycle that guarantees workers respond to their boss for their activities and that managers act mindfully also. Accountability flows from the lower management to the upper management.