Organising Quiz-2

Organising Quiz-2

Quiz

 

1. Which of the following is not a benefit of delegation?
   1.   It frees up the time of top management.
   2.   It allows for more effective decision-making.
   3.   It leads to increased motivation and morale.
   4.   It can lead to confusion and conflict.
2. Statement 1: Delegation of authority is inevitable and decentralisation is voluntary
   Statement 2 : Scope of delegation of authority is limited and the scope of decentralisation is broad
   1.   Both the statements are true
   2.   Both the statements are false
   3.   Statement 1 is true but statement 2 is false
   4.   Statement 2 is true but statement 1 is false
3. Ravi runs a lock manufacturing factory. He manufacturers locks used in houses. He wants to expand his business. For this he wants to enter into the manufacturing of locks for car and motorcycles. Which type of organisation structure will he choose for his factory ?
   1.   Functional structure
   2.   Divisional structure
   3.   Formal organisation structure
   4.   Informal organisation structure
4. The top level manager has asked the production manager to achieve a target production of 2000 units in a month. but he does not give him the authority and holds the decision – making powers. Identify the concept used in the case.
   1.   Delegation
   2.   Centralisation
   3.   Decentralisation
   4.   Divisional
5. Which of the following is not a function of organizing?
   1.   Division of work
   2.   Departmentalization
   3.   Delegation of authority
   4.   Co-ordination
6. ASSERTION: In spite of its benefits decentralisation should be applied with caution
   REASON: Decentralisation can lead to organisational disintegration
   1.   Assertion and reason are correct and reason is correct explanation of assertion
   2.   Assertion and reason are correct but reason is not correct explanation of assertion
   3.   Assertion is wrong but reason is correct
   4.   Assertion is correct but reason is wrong
7. Which concept focuses on increasing the role of the subordinates in the organisation by giving them more autonomy
   1.   Decentralisation
   2.   Delegation
   3.   Centralisation
   4.   Coordination
8. Which of the following is not a type of informal organization?
   1.   Clique
   2.   Gang
   3.   Network
   4.   Bureaucracy
9. ASSERTION: Identification and division of work is the first step in the process of organizing
   REASON: Organising involves identifying and dividing the work that has to be done in accordance
   1.   Assertion and reason are correct and reason is correct explanation of assertion
   2.   Assertion and reason are correct but reason is not correct explanation of assertion
   3.   Assertion is wrong but reason is correct
   4.   Assertion is correct but reason is wrong
10. Which of the following is not an importance of delegation of authority?
    1.   Effective management
    2.   Relief to top management
    3.   Facilitation of growth
    4.   Basis of management hierarchy
11. “Delegation does not mean abdication”. This statement means:
    1.   Authority granted to the subordinates cannot be taken back
    2.   Responsibility depends on the extent of authority delegated to the subordinate
    3.   The Manager shall be responsible for the performance of the assigned task and even accounts for the same
    4.   Delegation is entrustment of responsibility and authority to the subordinate relieving the manager from accountability for performance
12. A tall structure has
    1.   Narrow span of management
    2.   Wide span of management
    3.   No span of management
    4.   Less level of management
13. Grouping of activities on the basis of product lines is a part of
    1.   delegated organisation
    2.   Divisional organisation
    3.   Functional organisation
    4.   Centralised organisation
14. To make the annual function of the school successful, the principal of the school divided all the activities into task groups each dealing with a specific area like rehearsals, decoration, stage management, refreshments, etc. Each group was placed under the overall supervision of a senior teacher. Which step of organising is being discussed here
    1.   Division of work
    2.   Departmentalisation
    3.   Assignment of duties
    4.   Reporting relationships
15. ____________ gives shape to the organisational structure
    1.   Extent of delegation
    2.   Span of management
    3.   Number of employees
    4.   Organising
16. Alliance Ltd .is engaged in manufacturing plastic buckets. The objective of the company is to manufacture 100 buckets a day. To achieve this, the efforts of all departments are co – ordinated, interlinked , authority responsibility and relationship is established among various job positions. There is clarity on who is to report to whom. Which step of organising is being discussed here?
    1.   Division of work
    2.   Departmentalisation
    3.   Assignment of duties
    4.   Reporting relationships
17. Which of the following is not a characteristic of informal organization?
    1.   It is not deliberately created.
    2.   It is always more efficient than formal organization.
    3.   It is based on personal relationships.
    4.   It is flexible and adaptable.
18. Which statement is not correct, with respect to organisation structure?
    1.   Ensures coordination among human and physical resources
    2.   Ensures smooth flow of communication
    3.   Specifies relationship between people, work and resources
    4.   Establishes standards for controlling
19. Himalayas Ltd. is engaged in manufacturing of washing machines. The target of the organisation is to manufacture 500 washing machines a day. There is an occupational specialisation in the organisation which promotes efficiency of employees. There is no duplication of efforts in such type of organisation structure. Identify the type of one structure described above.
    1.   Formal
    2.   Divisional
    3.   Functional
    4.   Informal
20. Which of the following is not a disadvantage of decentralization?
    1.   It can lead to delay in decision-making.
    2.   It can lead to duplication of effort.
    3.   It can lead to a loss of control by top management.
    4.   It can lead to conflict between different departments.