C. B. Gupta solutions for Commerce Volume 2 [English] Class 12 ISC chapter 9 - Organising [Latest edition]

Define ‘Organising’ as a function of management.

What do you mean by structure of organisation?

What is line organisation?

What is line and staff organisation?

What do you understand by functional organisation?

What is meant by the divisional structure of an organisation?

Define 'informal organisation'.

Define 'informal organisation'.

What is formal organisation?

Define the term Authority.

What is responsibility?

What is meant by accountability?

Define delegation of authority.

What is centralisation?

Define the term decentralisation.

Organising involves a series of steps in order to achieve the desired goals

Explain the following term/concept.

Organising

Explain any four points of importance of ‘Organising’.

Organising involves a series of steps in order to achieve the desired goals

What do you mean by informal organisation? Explain with a suitable example.

“Formal organisation is considered better than informal organisation”. Do you agree with this statement? Give reasons.

“Informal organisation is considered better than formal organisation”. Do you agree with this statement? Give reasons.

“Formal and informal organisations are supplementary to each other”. Do you agree? Give any two arguments to support your viewpoint.

Distinguish between formal and informal organisation on the basis of emphasis, flow of authority and tenure.

What is formal organisation?

Distinguish between formal and informal organisation on the basis of emphasis, flow of authority and tenure.

What is line organisation?

Explain the merits of line organisation structure.

Explain the demenits of line organisation structure.

Discuss the nature of line and staff organisation structure.

Discuss the advantages of line and staff organisation structure.

Discuss the disadvantages of line and staff organisation structure.

Explain the merits of functional structure.

Explain the demerits of functional structure.

Discuss the merits of divisional structure.

Discuss the demerits of divisional structure.

Differentiate between Functional structure and Divisional structure on any four bases. 

Explain the meaning of delegation of authority.

State any five points which highlight the importance of delegation of authority.

What is responsibility?

Can ‘responsibility’ be delegated?

Distinguish between authority and responsibility.

Describe various elements of delegation of authority.

“Delegation provides the means whereby a manager multiplies himself”. Explain.

Distinguish between delegation and decentralisation of authority.

Give any three differences between Centralisation and Decentralisation.

Explain the importance of decentralisation of authority.

Distinguish between delegation and decentralisation of authority.

“If we delegate authority, we multiply by two; if we decentralise it, we multiply it by many”. How?

Give three points in support of the statement, “Organising is an important function of management.” 

Organising involves a series of steps in order to achieve the desired goals

What is 'organisation structure'? Why is it needed?

What does the term ‘span of management’ refer to?

What is meant by 'functional structure' of an organisation?

Under what circumstances would functional structure be appropriate?

What is meant by the divisional structure of an organisation?

Under what circumstances would Divisional Structure be appropriate?

What is formal organisation?

State the features of 'Formal Organisation'.

What is meant by 'Informal Organisation'?

State any three features of 'Informal Organisation'.

Explain the meaning of delegation of authority.

Describe various elements of delegation of authority.

What is meant by 'Decentralization'?

Give any three differences between Centralisation and Decentralisation.

What is centralisation?

What is meant by 'Decentralization'?

Can a large-sized organisation be totally centralised or decentralised? Give your opinion.

Explain any four points of importance of ‘Organising’.

State it's any two advantages of the functional structure

State any two disadvantage functional structure of an organisation

State its any two advantages of the divisional structure

State any three limitations of divisional structure of an organisation.

Differentiate between Functional structure and Divisional structure on any four bases. 

State any two advantages of Formal Organisation

Explain the limitations of formal organisation.

How does informal organisation support the formal organisation?

State its any two advantages of Informal Organisation

State any two disadvantages Informal Organisation.

Why delegation is considered essential for effective organising?

Explain why an organisation would choose to be decentralised.

A company manufacturing a popular brand of biscuits has a functional structure. In order to cash on its brand name the company plans to diversity into packaged atta, noodles, snacks and other food items. Should the company change its organisation structure? If yes, name the structure it should adopt.

Consider the following:

1. Delegation and decentralization are closely related
2. Delegation and decentralization both are important
3. Delegation is meant for large organization
4. Decentralization is incomplete without centralization of these statements

Match Column I (Step in the Process of Organizing) with Column II (Example):

______ is an organisational design that groups similar or related jobs together:

Ram is working as the Director in the Finance department of M&F Company which is into manufacturing of computer spare parts. The company is planning to expand into new countries. Ram gave away his powers of procuring raw material to his additional directors so that he can concentrate on policy decisions. Which point of importance does this decision indicate?

Authority-responsibility relationship binds individuals as superiors and subordinates and gives rise to different ______ in an organisation.

Why training is easier in a functional structure?

Which of the following is not associated with Divisional structure?

1. Varied skills in departmental head
2. Proper basis for performance measurement
3. Fixation of responsibility
4. Economical
5. Difficult for expansion and growth

The span of management gives ______ to the organisation.

Atul runs a shoe shop in the heart of the city. He has started to identify and divide the work into manageable tasks as per the previously determined plans. In order to increase the sales of his shoe shop by over 20% this year, he has decided to allocate jobs among his workforce so that their productivity can be increased. He knows this will happen only if the employees are given specific jobs on a regular basis.

Which benefit of organising is indicated in the above case?

Jerry & Sons operates as 150 smaller companies instead of one large multi-billion dollar corporation. All these smaller companies focus on a specific medical or product franchise with each affiliate generating multiple options for growth. Which concept of management does this firm follow?

Span of control means ______.

In which of the following cases Divisional Form of organization would be best suited?

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

Name the process which co-ordinates human efforts, assembles resources and integrates both into a unified whole to be utilised for achieving specified objectives:

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 specialization:

A company engaged in manufacturing of a popular brand of toys, has been enjoying good market reputation. It has separate departments for Production, Marketing, Human Resources and Research and Development. Lately, to extend its brand name and also to move on the new business opportunities, it is thinking to diversify into manufacturing of a new range of electronic toys like mini computers and laptops. Identify the type of organisational structure applicable in the above case:

In a meeting, General Manager asks Marketing Manager to recruit & select two salesmen to meet the sales target. It is an instance of ______.

The top management of Shivam Industries has always believed in the ideas and suggestions of its employees. It has systematically dispersed decision-making authority at all the lower levels. As a result, productivity has increased and customers got prompt deliveries against their order. Identify the concept used by Shivam Industries in this case:

In a company, top level management has not distributed work among the subordinates according to their abilities and skills but on the basis of caste and religions. Identify the step of the organising function which was not followed by the management properly:

‘As a result of delegation, employees get more opportunities to utilize their talent and this may give rise to latent abilities in them.’ Which importance of delegation does this statement denote:

Which of the following is NOT a correct feature of Informal organization?

Which organization structure would be suitable for a company producing dairy products for introducing biscuits?

The relationship between different individuals not on the basis of superior-subordinate relationship but on the basis of personal likes, attitudes, interests, etc. is ______.

Which of the following is not the correct characteristic of formal organization:

The marketing head of ABC Ltd. has been asked to report to the CEO of the company. Under which step in the process of organising, will the above act fall?

Assertion (A): In organising there are very few chances of duplication of work or overlapping of work because the jobs are assigned to different individuals by clearly defining the job in job description document.

Reason (R): Changes can be easily adapted with organising by opening separate department.

Assertion (A): Organising stimulates creativity among the managers.

Reason (R): Delegation allows the managers to reduce their workload and gives them time to explore new areas for growth.

Assertion (A): Changes cannot take place easily in functional structure of organisation.

Reason (R): In functional structure, employees develop, narrow prospective as they get training in one area or one skill only.

1. Identify the two concepts which reflects the transition in the role of Naina in the above paragraph.
2. Briefly explain the identified concepts in part (a).
3. Give any three differences between the two concepts as identified in part (a) of the question.
4. Discuss any two benefits which Benoy could derive by appointing Naina.

1. Identify and define the type of organisation structure mentioned in the above para.
2. Identify and define the type of organisation mentioned in the above para.
3. State the type of organisation which seems to be restricted due to the rules and code of conduct for employees.
4. Discuss any three advantages of the type of organisation identified in part (c).

Organising function results in creation of ______ structure.

Sound organisation is the ______ of effective management.

______ organisation means the organisation structure designed and established by management to achieve organisational goals.

______ is a structure of relationships between various positions of the enterprise.

Line organisation refers to a ______ chain of command through which authority flows from top to bottom.

Delegation of power is an essential step in the process of organising.

An organisation is a network of relationships among individuals working together in an enterprise.

The management create the informal organisation.

The organisational structure is generally like an inverted pyramid.

Line of authority provides the channel of communication, coordination and accountability in an enterprise.