CLASS : XII CHAPTER 5 - ORGANISING

WORKSHEET

1. Name the process which co-ordinates human efforts, assembles

resources and integrates both into a unified whole to be utilised for
achieving specified objectives,
(a) Management
(b) Planning
(c) Organising
(d) Directing

2. Organising is a process by which the manager

(a) Establishes order out of chaos
(b) Removes conflict among people over work or responsibility
sharing
(c) Creates an environment suitable for teamwork
(d) All of the above

3. It is defined as the framework within which managerial and

operating tasks are performed.
(a) Span of management
(b) Organisational structure
(c) Informal organisation
(d) None of the above

4. It refers to the number of subordinates that can be effectively

managed by a superior,
(a) Organisational structure
(b) Informal organisation
(c) Span of management
(d) None of the above

5. As the span of management increases in an organisation, the

number of levels of management in the organisation
(a) Increases
(b) Decreases
(c) Remains unaffected
(d) None of the above

6. Uranus Limited is a company dealing in metal products. The

work is mainly divided into functions including production,
purchase, marketing, accounts and personnel. Identify the type of
organisational structure followed by the organisation.
(a) Functional structure
(b) Relational structure
(c) Divisional structure
(d) None of the above

7. Identify the type of organisational structure which facilitates

occupational specialisation,
(a) Functional structure
(b) Horizontal structure
(c) Network structure
(d) Divisional structure

8. Identify the type of organisational structure which makes

training of employees easier, as the focus is only on a limited range
of skills.
(a) Network structure
(b) Divisional structure
(c) Functional structure
(d) Matrix structure

9. This type of organisational structure is most suitable when the

size of the organisation is large, has diversified activities and
operations require a high degree of specialisation,
(a) Divisional structure
(b) Functional structure
(c) Network structure
(d) Matrix structure
10. Under this type of organisational structure, manpower is
grouped on the basis of different products manufactured.
(a) Divisional structure
(b) Functional structure
(c) Network structure
(d) Matrix structure

11. Which of the following is not a feature of functional structure?

(a) It promotes functional specialisation.
(b) Managerial development is difficult.
(c) It is easy to fix responsiblity for performance.
(d) It is an economical structure to maintain.

12. Which of the following is not a merit of functional structure?

(a) It promotes control and co-ordination within a department.
(b) It makes training of employees easier, as the focus is only on a
limited range of skills.
(c) It ensures that different products get due attention.
(d) It leads to occupational specialisation.

13. Rishabh has joined as a Creative Head in an entertainment

company. He always ensures that the work has been divided into
small and manageable activities and also the activities of similar
nature are grouped together. Identify the related step in organising
process being mentioned in the above lines.
(a) Identification and division of work
(b) Departmentalisation
(c) Assignment of duties
(d) Establishing reporting relationships

14. Indigo Limited has a staff of 300 people which is grouped into
different departments. The organisational structure depicts that
100 people work in Production department, 150 in Finance
department, 20 in Technology department and 30 in Human
Resource department. Identify the type of organisational structure
being followed by the company.
(a) Functional structure
(b) Divisional structure
(c) Informal structure
(d) None of the above

15. Which of the following is not a merit of divisional structure?

(a) It promotes product specialisation.
(b) It ensures that different functions get due attention.
(c) It promotes flexibility and faster decision making.

16. Which of the following is not a demerit of divisional structure?

(a) It is an expensive structure to maintain, since there may be a
duplication of activities across products.
(b) All functions related to a particular product are integrated in one
department.
(c) Conflict may arise among different divisional heads due to
different interests.
(d) Authority provided to the managers to supervise all activities
related to a particular division may lead to undesirable
consequences.

17. Identify the correct sequence of steps to be followed in an

organising process.
(a) Departmentalisation, Establishing reporting relationships,
Assignment of duties, Identification and division of work
(b) Identification and division of work, Departmentalisation,
Assignment of duties, Establishing reporting relationships
(c) Identification and division of work, Assignment of duties,
Departmentalisation, Establishing reporting relationships
(d) Identification and division of work, Establishing reporting
relationships, Departmentalisation, Assignment of duties

18. Which of the following is not a demerit of functional structure?

(a) It places more emphasis on the objectives pursued by a
functional head than on overall enterprise objectives.
(b) It may lead to conflict of interests among departments due to
varied interests.
(c) It leads to occupational specialisation.
(d) It may lead to difficulty in co-ordination among functionally
differentiated departments.

19. Lakshay has been given the task of arranging for five-day
conference for foreign delegates. In order to ensure smooth
functioning of the event, he has made two people as co-ordinators
to take care of activities related to registration and refreshment.
Identify the function of management being carried out by Lakshay.
(a) Planning
(b) Staffing
(c) Organising
(d) Directing

20. Which of the following is not a feature of formal organisation?

(a) It specifies the relationships among various job positions.
(b) The standards of behaviour of employees are evolved from group
norms.
(c) It is deliberately designed by the top management.
(d) It places less emphasis on interpersonal relationships among the
employees.

21. Which of the following is not a merit of formal organisation?

(a) It is easier to fix responsibility for mistakes.
(b) Scalar chain of command is followed.
(c) It leads to effective achievement of organisational goals.
(d) It leads to faster spread of information and rapid feedback.

22. Which of the following is not a demerit of formal organisation?

(a) It may lead to procedural delays.
(b) It may lead to spreading of rumours.
(c) It emphasises on following rigidly laid down policies.
(d) It places more importance on work rather than the relationships.

23. Which of the following is not a feature of informal organisation?

(a) It originates from within the formal organisation.
(b) The standards of behaviour evolve from group norms.
(c) Scalar chain of command is not followed.
(d) It is deliberately created by the management.

24. Which of the following is not a merit of informal organisation?

(a) It leads to faster spread of information and speedy feedback.
(b) It helps to fulfill the social needs of the members.
(c) It .does not fulfill inadequacies in the formal organisation.
(d) All of the above

25. Which of the following is not a demerit of informal organisation?

(a) It leads to spreading of rumours.
(b) It gives more importance to structure and work.
(c) It may restrict implementation of changes within the
organisation.
(d) It puts psychological pressure on members to conform to group
expectations, even if they are against the interest of organisation.

26. Which of the following is not an element of delegation?

(a) Responsibilty
(b) Authority
(c) Accountability
(d) Decentralisation

27. It arises from the established scalar chain which links the
various job positions and levels of an organisation.
(b) Authority
(d) All of the above
(b) Top to bottom
(d) None of the above

28. The authority flows from as we go higher up in the management

hierarchy.
(a) Bottom to top
(b) Decreases
(c) In all directions
(d) None of the above

29. The scope of authority _________ as we go higher up in the

management hierarchy.
(a) Increases
(b) Decreases
(c) Remains same
(d) None of the above

30. It is the obligation of a subordinate to properly perform the

assigned duty.
(a) Responsibility
(b) Authority
(c) Accountability
(d) All of the above
31. The responsibility flows
(a) In all directions
(b) Downwards
(c) Upwards
(d) None of the above

32. Authority granted to an employee should be

(a) More than the responsibility entrusted to him
(b) Less than the responsibility entrusted to him
(c) Equal to the responsibility entrusted to him
(d) All of the above

33. It helps the managers to ensure that their subordinate

discharges his duties properly.
(a) Responsibility
(b) Authority
(c) Accountability
(d) All of the above

34. The accountability flows

(a) In all directions
(b) Downwards
(c) Upwards
(d) None of the above

35. Which of the following can be delegated?

(a) Responsibility
(b) Authority
(c) Accountability
(d) All of the above

36. Which of the following cannot be delegated?

(a) Responsibility and accountability
(b) Authority and responsibility
(c) Accountability and responsibility
(d) All of the above
37. Authority arises from
(a) Responsibility
(b)Formal position
(c) Accountability
(d) All of the above

38. Responsibility is derived from

(a) Authority
(b)Formal position
(c) Accountability
(d) All of the above

39. Accountability is derived from

(a) Authority
(b) Formal position
(c) Responsibility
(d) All of the above

40. When decision-making authority is retained organisation is said

to be by higher management levels, an
(a) Decentralised
(b) Centralised
(c) Fragmented
(d) None of the above