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Questions and Answers

What are the four basic steps of the control process?

  • Defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to correct variations or inadequate standards (correct)
  • Defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to decrease control
  • Defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to increase control
  • Defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to reward employees

    • What is the process of monitoring and acting to correct any significant variations in planned activities called?

  • Controlling (correct)
  • Planning
  • Directing
  • Organizing

    • What is the deliberate attempt to improve organizational performance by changing one or more aspects of the organization called?

  • Organizational behavior
  • Organizational change (correct)
  • Organizational development
  • Organizational design

    • What are the two main types of control?

    <p>Concurrent control and feedback control (D)</p> Signup and view all the answers

    What is a person who initiates and assumes the responsibility for managing a change in an organization called?

    <p>Change agent (D)</p> Signup and view all the answers

    What are some reasons why people frequently resist change?

    <p>Fear of loss, uncertainty, and a sense of loss of what they have invested in the current system (A)</p> Signup and view all the answers

    What techniques can management use to reduce change resistance?

    <p>Communication, participation, negotiation, manipulation, and coercion (B)</p> Signup and view all the answers

    What factor can affect resistance to change?

    <p>Age (D)</p> Signup and view all the answers

    What affects the number of controls needed?

    <p>The size of the organization (A)</p> Signup and view all the answers

    What is the process of monitoring and acting to correct any significant variations in planned activities called?

    <p>Controlling (D)</p> Signup and view all the answers

    What are the four basic steps of the control process?

    <p>Defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to correct variations or inadequate standards (C)</p> Signup and view all the answers

    What are the two main types of control?

    <p>Concurrent control and feedback control (A)</p> Signup and view all the answers

    What is the deliberate attempt to improve organizational performance by changing one or more aspects of the organization called?

    <p>Organizational change (D)</p> Signup and view all the answers

    What is a person who initiates and assumes the responsibility for managing a change in an organization called?

    <p>Change agent (C)</p> Signup and view all the answers

    What are some reasons why people frequently resist change?

    <p>Fear of loss, uncertainty, and a sense of loss of what they have invested in the current system (B)</p> Signup and view all the answers

    What techniques can management use to reduce change resistance?

    <p>Communication, participation, negotiation, manipulation, and coercion (B)</p> Signup and view all the answers

    What factor can affect resistance to change?

    <p>Age (D)</p> Signup and view all the answers

    What affects the number of controls needed?

    <p>The size of the organization (B)</p> Signup and view all the answers

    What is the role of controlling in management?

    <p>To monitor and correct significant variations in planned activities (C)</p> Signup and view all the answers

    What is the purpose of frequent checks in the control process?

    <p>To avoid wasting effort and resources (D)</p> Signup and view all the answers

    What are the four basic steps of the control process?

    <p>Defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action (B)</p> Signup and view all the answers

    What is concurrent control?

    <p>Control that occurs simultaneously with the activity being controlled (C)</p> Signup and view all the answers

    What is feedback control?

    <p>Control that occurs after the fact (D)</p> Signup and view all the answers

    What is organizational change?

    <p>A deliberate attempt to improve organizational performance by changing one or more aspects of the organization (C)</p> Signup and view all the answers

    What is a change agent?

    <p>A person who initiates and assumes the responsibility for managing a change in an organization (D)</p> Signup and view all the answers

    What are some techniques management can use to reduce change resistance?

    <p>Communication, participation, and negotiation (B)</p> Signup and view all the answers

    What is the effect of age on resistance to change?

    <p>Older individuals are more likely to resist change than younger individuals (A)</p> Signup and view all the answers

    What is the definition of organisation structure?

    <p>How work is divided, supervised, and coordinated (A)</p> Signup and view all the answers

    What is the difference between formal and informal structure?

    <p>Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members (C)</p> Signup and view all the answers

    What are the basic elements of structure?

    <p>Work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation (D)</p> Signup and view all the answers

    What is work specialisation?

    <p>Breaking down a job into steps completed by different individuals with different skills (C)</p> Signup and view all the answers

    What are the negative results of work specialisation?

    <p>Difficulty in replacing employees, low productivity, high employee turnover, and lack of motivation (B)</p> Signup and view all the answers

    What is chain of command?

    <p>The continuous chain of authority clarifying who reports to whom (C)</p> Signup and view all the answers

    What is span of control?

    <p>The number of subordinates directly reporting to a manager (A)</p> Signup and view all the answers

    What is the difference between centralised and decentralised organisations?

    <p>Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem (C)</p> Signup and view all the answers

    What is the difference between mechanistic and organic structures?

    <p>Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks. (C)</p> Signup and view all the answers

    What is the main purpose of an organisation chart?

    <p>To represent the main departments and work positions in an organisation and their reporting relationships (D)</p> Signup and view all the answers

    What is the difference between formal and informal structure?

    <p>Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members (C)</p> Signup and view all the answers

    What are the basic elements of organisation structure?

    <p>Work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation (D)</p> Signup and view all the answers

    What is work specialisation?

    <p>Breaking down a job into steps completed by different individuals with different skills (C)</p> Signup and view all the answers

    What are some negative results of work specialisation?

    <p>Difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation (C)</p> Signup and view all the answers

    What is chain of command?

    <p>The continuous chain of authority clarifying who reports to whom (B)</p> Signup and view all the answers

    What is span of control?

    <p>The number of subordinates directly reporting to a manager (B)</p> Signup and view all the answers

    What is the difference between centralised and decentralised organisations?

    <p>Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem (D)</p> Signup and view all the answers

    What is the difference between mechanistic and organic structures?

    <p>Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks (D)</p> Signup and view all the answers

    What is the term used to describe the official structure of an organization?

    <p>Formal structure (D)</p> Signup and view all the answers

    What is the term used to describe the unofficial working relationships between organisational members?

    <p>Informal structure (D)</p> Signup and view all the answers

    What is the term used to describe the process of breaking down a job into steps completed by different individuals with different skills?

    <p>Work specialisation (A)</p> Signup and view all the answers

    What is the term used to describe the number of subordinates directly reporting to a manager?

    <p>Span of control (A)</p> Signup and view all the answers

    What type of structure is best for complex and unique tasks?

    <p>Organic structure (B)</p> Signup and view all the answers

    What is the term used to describe the process of pushing decisions down to the level closest to the problem?

    <p>Decentralisation (C)</p> Signup and view all the answers

    What is the term used to describe grouping the organisation's activities into units with a manager in charge of each unit?

    <p>Departmentalisation (C)</p> Signup and view all the answers

    What are some negative results of work specialisation?

    <p>Difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover (C)</p> Signup and view all the answers

    What is the term used to describe the continuous chain of authority clarifying who reports to whom?

    <p>Chain of command (B)</p> Signup and view all the answers

    What is the definition of organisation structure?

    <p>How work is divided, supervised, and coordinated (A)</p> Signup and view all the answers

    What is the difference between formal and informal structure?

    <p>Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members (A)</p> Signup and view all the answers

    What are the basic elements of structure?

    <p>Work specialisation, chain of command, and span of control (D)</p> Signup and view all the answers

    What is work specialisation?

    <p>Breaking down a job into steps completed by different individuals with different skills (D)</p> Signup and view all the answers

    What are some negative results of work specialisation?

    <p>Difficulty in replacing employees and high employee turnover (A)</p> Signup and view all the answers

    What is chain of command?

    <p>The continuous chain of authority clarifying who reports to whom (A)</p> Signup and view all the answers

    What is span of control?

    <p>The number of subordinates directly reporting to a manager (A)</p> Signup and view all the answers

    What is the difference between centralised and decentralised organisations?

    <p>Centralised organisations push decisions down to the level closest to the problem, while decentralised organisations make decisions at the centre (A)</p> Signup and view all the answers

    What is the difference between mechanistic and organic structures?

    <p>Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks (D)</p> Signup and view all the answers

    What is the definition of organisation structure?

    <p>How work is divided and coordinated in an organisation (D)</p> Signup and view all the answers

    What is the difference between formal and informal structure?

    <p>Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members (C)</p> Signup and view all the answers

    What are the basic elements of structure?

    <p>Work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation (A)</p> Signup and view all the answers

    What is work specialisation?

    <p>Breaking down a job into steps completed by different individuals with different skills (A)</p> Signup and view all the answers

    What are the negative results of work specialisation?

    <p>Boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation (C)</p> Signup and view all the answers

    What is chain of command?

    <p>The continuous chain of authority clarifying who reports to whom (C)</p> Signup and view all the answers

    What is span of control?

    <p>The number of subordinates directly reporting to a manager (D)</p> Signup and view all the answers

    What is the difference between centralised and decentralised organisations?

    <p>Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem (A)</p> Signup and view all the answers

    What are the characteristics of organic structures?

    <p>Flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks (C)</p> Signup and view all the answers

    What is the term used to describe the official structure of an organization?

    <p>Formal structure (A)</p> Signup and view all the answers

    What is the term used to describe the unofficial working relationships between organizational members?

    <p>Informal structure (D)</p> Signup and view all the answers

    What is the term used to describe breaking down a job into steps completed by different individuals with different skills?

    <p>Work specialisation (B)</p> Signup and view all the answers

    What is the term used to describe the number of subordinates directly reporting to a manager?

    <p>Span of control (B)</p> Signup and view all the answers

    What is the term used to describe the grouping of an organization's activities into units with a manager in charge of each unit?

    <p>Departmentalisation (B)</p> Signup and view all the answers

    What is the term used to describe rigid, stable, high in specialization, centralization, and formalization structures?

    <p>Mechanistic structures (D)</p> Signup and view all the answers

    What is the term used to describe flexible, adaptive, encourage cross-functional teamwork and horizontal communication structures?

    <p>Organic structures (A)</p> Signup and view all the answers

    What is the term used to describe the continuous chain of authority clarifying who reports to whom?

    <p>Chain of command (D)</p> Signup and view all the answers

    What is the term used to describe the negative results of work specialisation?

    <p>Low productivity (A)</p> Signup and view all the answers

    Study Notes

    Introduction to Management: Controlling and Managing Change

    Controlling Function:

    • Controlling is the process of monitoring and acting to correct any significant variations in planned activities.
    • All managers exercise control to add value by transforming resources into outputs of greater value.
    • Frequent checks ensure that corrective action is taken quickly to avoid wasting effort and resources.
    • The control process involves four basic steps: defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to correct variations or inadequate standards.
    • There are two main types of control: concurrent control and feedback control.
    • The degree of decentralization and position level affects the number of controls needed.

    Managing Change:

    • Organizational change is a deliberate attempt to improve organizational performance by changing one or more aspects of the organization.
    • Organizational change normally begins when a gap between desired and actual performance is discovered.
    • Changes in the external environment can trigger change in an organization.
    • A change agent is a person who initiates and assumes the responsibility for managing a change in an organization.
    • People frequently resist change due to fear of loss, uncertainty, and a sense of loss of what they have invested in the current system.
    • Management can use techniques such as communication, participation, negotiation, manipulation, and coercion to reduce change resistance.
    • Age can affect resistance to change.

    Introduction to Management: Controlling and Managing Change

    Controlling Function:

    • Controlling is the process of monitoring and acting to correct any significant variations in planned activities.
    • All managers exercise control to add value by transforming resources into outputs of greater value.
    • Frequent checks ensure that corrective action is taken quickly to avoid wasting effort and resources.
    • The control process involves four basic steps: defining objectives and setting standards, measuring performance, comparing performance with standards, and taking appropriate managerial action to correct variations or inadequate standards.
    • There are two main types of control: concurrent control and feedback control.
    • The degree of decentralization and position level affects the number of controls needed.

    Managing Change:

    • Organizational change is a deliberate attempt to improve organizational performance by changing one or more aspects of the organization.
    • Organizational change normally begins when a gap between desired and actual performance is discovered.
    • Changes in the external environment can trigger change in an organization.
    • A change agent is a person who initiates and assumes the responsibility for managing a change in an organization.
    • People frequently resist change due to fear of loss, uncertainty, and a sense of loss of what they have invested in the current system.
    • Management can use techniques such as communication, participation, negotiation, manipulation, and coercion to reduce change resistance.
    • Age can affect resistance to change.

    Introduction to Organisation Structure

    • Ryanair is Europe's largest airline and has achieved remarkable success in a highly competitive industry.
    • Organisation structure describes how work is divided, supervised, and coordinated.
    • Organisation charts are often used to represent the main departments and work positions in an organisation and their reporting relationships.
    • Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members.
    • The basic elements of structure are work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation.
    • Work specialisation involves breaking down a job into steps completed by different individuals with different skills.
    • Negative results of work specialisation include difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation.
    • Chain of command refers to the continuous chain of authority clarifying who reports to whom, with concepts related to it including authority, responsibility, accountability, and delegation.
    • Span of control is the number of subordinates directly reporting to a manager, and the right number must be found for effective and efficient management.
    • Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem.
    • Departmentalisation refers to grouping the organisation's activities into units with a manager in charge of each unit.
    • Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks.

    Introduction to Organisation Structure

    • Ryanair is Europe's largest airline and has achieved remarkable success in a highly competitive industry.
    • Organisation structure describes how work is divided, supervised, and coordinated.
    • Organisation charts are often used to represent the main departments and work positions in an organisation and their reporting relationships.
    • Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members.
    • The basic elements of structure are work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation.
    • Work specialisation involves breaking down a job into steps completed by different individuals with different skills.
    • Negative results of work specialisation include difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation.
    • Chain of command refers to the continuous chain of authority clarifying who reports to whom, with concepts related to it including authority, responsibility, accountability, and delegation.
    • Span of control is the number of subordinates directly reporting to a manager, and the right number must be found for effective and efficient management.
    • Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem.
    • Departmentalisation refers to grouping the organisation's activities into units with a manager in charge of each unit.
    • Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks.

    Introduction to Organisation Structure

    • Ryanair is Europe's largest airline and has achieved remarkable success in a highly competitive industry.
    • Organisation structure describes how work is divided, supervised, and coordinated.
    • Organisation charts are often used to represent the main departments and work positions in an organisation and their reporting relationships.
    • Formal structure is the official structure of the organisation, while informal structure refers to the unofficial working relationships between organisational members.
    • The basic elements of structure are work specialisation, chain of command, span of control, centralisation vs decentralisation, and departmentalisation.
    • Work specialisation involves breaking down a job into steps completed by different individuals with different skills.
    • Negative results of work specialisation include difficulty in replacing employees, boredom leading to low productivity, poor quality, and high employee turnover, and lack of motivation.
    • Chain of command refers to the continuous chain of authority clarifying who reports to whom, with concepts related to it including authority, responsibility, accountability, and delegation.
    • Span of control is the number of subordinates directly reporting to a manager, and the right number must be found for effective and efficient management.
    • Centralised organisations make decisions at the centre, while decentralised organisations push decisions down to the level closest to the problem.
    • Departmentalisation refers to grouping the organisation's activities into units with a manager in charge of each unit.
    • Mechanistic structures are rigid, stable, high in specialisation, centralisation, and formalisation, while organic structures are flexible, adaptive, encourage cross-functional teamwork and horizontal communication, and are best for complex and unique tasks.

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    Description

    Test your knowledge on the important topics of controlling and managing change in the field of management with this quiz. Learn about the different types of control, the steps involved in the control process, and the factors that affect the need for control. Explore the concept of managing change in an organization, the role of a change agent, and the reasons for resistance to change. Discover effective techniques to reduce resistance to change and understand how age can affect this resistance. Sharpen your management skills and take this quiz today!

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