Question Set D

cbse 12th Standard Business Studies Organising Important Questions And Answers Study Material - QB365

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Questions:

1 Marks

20 x 1 = 20

Delegation of authority is based on elementary. Principal of division of work. Explain.

Which organizational structure is suitable for a uni-product manufacturing company?

How can departments or divisions be created?

Why does organising function earn due importance in the context of effective mgt?

Sushma Ltd. is engaged in the production of marble articles. The members of the org. have friendly relations among them. What type of org. is Sushma Ltd.? Explain any 3 benefits of developing such an org.

“Informal organisation cannot be altogether eliminated”. Do you agree with this statement? Give reasons in support of your answer.

In a large organisation, why is decentralization considered almost essential?

A manager is of the view that he is not responsible for the quality of work that he has delegated to his subordinate. “Do you agree with his view points? Explain.

Give the meaning of 'responsibility' as an element of delegation.

10.

Name the concept which reduces the workload of a manger.

11.

Define delegation of authority.

12.

Why is it easy to fix responsibility in formal organisation?

13.

Identify the type of suitable organisation structure for a large scale organisation having diversified activities requiring high degree of specialisation in operations.

14.

'It is a process by which manager brings order out of chaos, removes conflicts among people over work and creates an environment suitable for teamwork'. identify it.

15.

How does organising help in growth and diversification of an enterprise?

16.

'The process of organising allows a business enterprise to accommodate changes'. Do you agree?

17.

How you would say that organising establishes clarity in working relations?

18.

Name the first two steps in the process of organising.

19.

How does organising lead to specialization?

20.

Define 'Organising' as a function of management.

Generic 6

2 x 6 = 12

21.

Bhuvan, Rishabh and Piyush have decided to start a business of manufacturing toys. They identified the following main activities which they have to perform.
(i) Purchase of raw material
(ii) Purchase of machinery.
(iii) Production of toys
(iv) Arrangement of finance.
(v) Sale of toys
(vi) Selection of employees
In order to facilitate the work, they thought that four managers should be appointed to look after production, finance, marketing and personnel.
(i) Identify the function of managers involved in the above para.
(ii) Quote the lines from the above para which helps you to identify this function.
(iii) State the steps followed in this process.

22.

'Organisation is the harmonious adjustments of specialised parts of the accomplishment of some common purpose or purposes'. In the light of this statement, explain any four points of importance of organising.

Generic 4

2 x 4 = 8

23.

Raman, general manager of Kelta Ltd faced problems regarding some policies concerned with external parties. Instead of talking to the concerned manager, he directly consulted with the junior managers and employees.
(i) Identify and discuss in brief the type of organisation structure followed by Raman.
(ii) Identify the value, which is overlooked by the general manager of Kelta Ltd.

24.

Niharika runs a shoe manufacturing factory. She wants to expand her business. For expansion, she contemplates to enter into the manufacturing of leather bags and western formal wear apart from running business of shoes. By doing this, her company will be able to provide many products to the working women under one roof.
(i) Which organisation structure will you suggest her and why?
(ii) Which values are satisfied in the above case?

Generic 3

2 x 3 = 6

25.

An electronic company manufacturing TV and Refrigerator wants to bring two new products Washing Machines and AC’s in the market. For each product separate division are to be set up. Incharge of working machine division and AC’s division will be female and disabled person respectively. Which values have been considered here?

26.

Name the type of organisation which does not have any predetermined objectives.

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Answers Key:

1 Marks

20 x 1 = 20

()
Delegation means when superior divides some of his work and authority and assigns to his Sub-ordinates to reduce his burden. Division of work also means dividing the task among various individuals. So as to reduce the burden and promote efficiency.

()
Functional structure.

()
On the basis of
(a) Territory
(b) Products.

()
Organising is a means for translating plans into action.

()
Informal Organisation. (Its advantages to be mentioned)

()
True because
1. Flexibility in informal group
2. Availability of an extra channel of communication i.e. grapevine.
3. Less risk of confrontation

()
To cope up the complexities of technological, competitive and other changes in the business environment. It provides greater flexibility & freedom of action to managers at all levels to tackle problems quickly and competently

()
No, because delegation does not relieve the manager from the accountability.

()
Responsibility is an obligation to performed an assigned task.

10.

()
Delegation of authority

11.

()
According to Theo Haimman, 'Delegation of authority merely means the granting of authority to subordinates to operate within prescribed limits'.

12.

()
It is easy to fix responsibility in formal and informal organisation, since mutual relationships of the members are clearly defined.

13.

()
Functional Structure.

14.

()
Organising.

15.

()
Organising helps in the growth and diversification of an enterprise by adding more job positions, departments and new lines of product. This helps in increasing sales volume and profits of the enterprise.

16.

()
Yes, organising facilities modification in organisation structure and revision of inter-relationships among people in order to adapt to changes.

17.

()
The establishment of working relationships clarifies lines of communication and specifies who has to report to whom. In this way, organising establishes clarity in working relations.

18.

()
First two steps in the process of organising are as follows:
(i) Identification and division of work.
(ii) Departmentalisation.

19.

()
Organising leads to systematic allocation of work amongst the workforce. Repetitive performance of a particular task allows a worker to gain experience in that area and hence leads to specialisation.

20.

()
Organising is the function of management, which coordinates the physical, financial and human resources and establishes productive relations among them for achievement of specific goals.

Generic 6

2 x 6 = 12

21.

(i) Organising
(a) 'They identified the following main activities which they have to perform'.
(b) 'In order to facilitate the work, they thought that four managers should be appointed to look after production, finance, marketing and personnel'. These lines depict the 'Identification and division of work' step of organising process.
(iii) The steps involved in organising are:
(a) Identification and division of work.
(b) Departmentalisation.
(c) Assignment of duties.
(d) Establishing reporting relationships.

22.

Organising is the process of defining and grouping activities and grouping activities and establishing authority relationships among them.
Importance of Organising
The organising function helps in the growth and survival of an enterprise in a dynamic environment by providing the following benefits:
1. Benefits of Specialisation
It facilitates the systematic allocation of work. This reduces the workload as well as enhances productivity, reduces the workload as well as enhances productivity, as each task is repetitively performed by a worker which helps him to gain experience and attain specialisation.
2. Clarity in working Relationships
The establishment of working relationships clarifies the lines of communication and specifies who is accountable to whom.
3. Optimum Utilisation of Resources
It leads to proper usage of all materials, financial and human resources by proper assignment of jobs. Assignment of jobs to workers reduces duplication of work, prevents confusion, minimises wastages and allows the best possible use of resources.
4. Adaptation to Change
It facilitates modification in organisational structure and revision of inter-relationships among people in order to adapt to environment changes.
It also helps to provide stability and growth, despite of external changes occurring in a business environment.
5. Effective Administration
It gives a clear description of duties and responsibilities of each individual. This helps to avoid confusion regarding work and avoids duplication of activities. Thus, it helps in bringing efficiency in administration.
6. Development of Personnel
It stimulates creativity amongst the managers. Effective delegation allows the managers to reduce their workload by assigning routine jobs to their subordinates.
This helps subordinates to develop newer skills and ability to deal effectively with emerging challenges. Thus, it helps in the development of personnel.
7. Expansion and Growth
It helps in the growth and diversification of an enterprise by adding more job positions, departments and new lines of product.
This helps in increasing sales volume and profits of the enterprise.

Generic 4

2 x 4 = 8

23.

Informal Organisation structure is followed by Raman, as general manager interacts beyond his officially defined roles. As per the order, he has to approach first to the concerned manager but he was consulting the crucial matter directly with junior managers and employees.
(ii) By consulting the matter with juniors, general manager overlooks the following values:
(a) Respect
(b) Empathy
(c) Integrity
(d) Consistency

24.

(i) In this situation, divisional organisation structure will be suitable, as it provides equal importance to all its products.
(ii) Values, which satisfied are:
(a) Company is being sensitive to the needs of working women.
(b) Provides employment.

Generic 3

2 x 3 = 6

25.

i) Women Empowerment.
ii) Promotion of equality.
iii) Making handicapped people independent.
iv) Increase of job opportunity with production.

26.

Formal organisation