Organizational Structure and Management Span Quiz

<p>It has a tall organizational structure with multiple levels. (A)</p> Signup and view all the answers

<p>By a tall, narrow pyramid. (D)</p> Signup and view all the answers

<p>Unity of Command (C)</p> Signup and view all the answers

<p>Assigning responsibility and authority from a higher to a lower position. (A)</p> Signup and view all the answers

<p>Subordinates receiving instructions from multiple superiors. (C)</p> Signup and view all the answers

<p>Responsibilities increase, while higher positions manage the more complex tasks. (D)</p> Signup and view all the answers

<p>Monitoring subordinates to help with the smooth functioning of the organization. (C)</p> Signup and view all the answers

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

<p>Authority flows from top leaders to subordinates (B)</p> Signup and view all the answers

<p>More efficient workflow (B)</p> Signup and view all the answers

<p>Speed in decision-making (B)</p> Signup and view all the answers

<p>Support to line functions with a single chain of command (B)</p> Signup and view all the answers

<p>The scope of responsibility in management. (B)</p> Signup and view all the answers

<p>A broad span of control. (A)</p> Signup and view all the answers

<p>The optimal number of subordinates a manager can effectively supervise. (D)</p> Signup and view all the answers

<p>A flatter organizational structure. (B)</p> Signup and view all the answers

<p>A flat organizational structure with fewer levels. (B)</p> Signup and view all the answers

<p>Inverse: As span of management increases, management levels decrease. (C)</p> Signup and view all the answers

<p>The impact of different management styles and responsibilities. (B)</p> Signup and view all the answers

<p>High management levels usually mean lower supervisor responsibilities. (B)</p> Signup and view all the answers

<p>A tall organizational hierarchy. (A)</p> Signup and view all the answers

<p>Increased their span of management. (B)</p> Signup and view all the answers

<p>Employees focus on a limited set of tasks. (D)</p> Signup and view all the answers

<p>The organizational hierarchy and levels of management. (B)</p> Signup and view all the answers

<p>Employee morale. (D)</p> Signup and view all the answers

<p>The relationship between concepts and levels. (D)</p> Signup and view all the answers

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

<p>The span of management is generally wide. (D)</p> Signup and view all the answers

<p>They may rely heavily on staff specialists with required knowledge. (A)</p> Signup and view all the answers

<p>Requires significant expertise and skilled individuals in upper management. (A)</p> Signup and view all the answers

<p>In conjunction with line authority. (D)</p> Signup and view all the answers

<p>Professionals with expertise in specific functions or tasks. (A)</p> Signup and view all the answers

<p>To provide consultation and recommendations. (A)</p> Signup and view all the answers

<p>Issuing orders and resolving issues (D)</p> Signup and view all the answers

<p>Enhances handling of specialized problems (A)</p> Signup and view all the answers

<p>Errors from technical staff leading to poor decisions (C)</p> Signup and view all the answers

<p>Conflict over responsibilities between staff (A)</p> Signup and view all the answers

<p>Careful organization and management (A)</p> Signup and view all the answers

<p>Decision making is concentrated at the top of the hierarchy. (B)</p> Signup and view all the answers

<p>Reduced decision-making time at lower levels. (B)</p> Signup and view all the answers

<p>Enhanced stability and consistent practices. (C)</p> Signup and view all the answers

<p>When prompt response and agility are necessary. (A)</p> Signup and view all the answers

<p>Delegating decision-making to those nearest to the problems. (D)</p> Signup and view all the answers

<p>Potential delays in decision-making processes. (A)</p> Signup and view all the answers

<p>By clearly defining roles and responsibilities. (D)</p> Signup and view all the answers

<p>Possibility of inconsistent decisions. (A)</p> Signup and view all the answers

<p>Enhances decision-making speed and autonomy (C)</p> Signup and view all the answers

<p>Visual representation of reporting structure and personnel assignments (D)</p> Signup and view all the answers

<p>The organization's structure at a fixed point in time (B)</p> Signup and view all the answers

<p>Narrowly defined activities (C)</p> Signup and view all the answers

<p>Flaws in the organizational design (D)</p> Signup and view all the answers

<p>Reduction of administrative burden on higher levels (C)</p> Signup and view all the answers

<p>Company vision and mission statements (A)</p> Signup and view all the answers

<p>Centralization of responsibilities at the top (C)</p> Signup and view all the answers

<p>It limits their skill development. (A)</p> Signup and view all the answers

<p>Strict administrative rules (B)</p> Signup and view all the answers

The number of subordinates that a manager can effectively supervise.

A flat organizational structure with fewer levels.

A tall organizational structure with many levels.

The relationship between the number of subordinates a manager can supervise and the number of levels in an organization.

A company with a narrow span of management will have a tall organizational structure.

The relationship between the number of subordinates a manager supervises and the number of management levels in an organization.

When a wider span of management results in fewer management levels in an organization.

A diagram representing an organizational hierarchy, showing the number of employees under each manager.

The span of management concept as visualized in a diagram, with the width representing the number of subordinates and the vertical height representing the number of management levels.

A company used as an example to illustrate the span of management concept.

Each employee should only get orders from one boss to avoid confusion and arguments. It's like having one captain on a ship - everyone follows their orders.

A higher-up gives power and responsibilities to someone lower in the organization, like a boss giving tasks to their employee.

The higher up you go, the more complex tasks you handle. The lower positions handle simple tasks and report to superiors.

Higher-ups need to keep an eye on their employees to make sure everything runs smoothly.

The principle of unity of command is sometimes impossible in large, complex organizations. It's like having many captains on one ship.

The scope or breadth of responsibility within a management role.

Distinct levels of authority within an organization. Each level having specific responsibilities and power.

The number of employees a supervisor directly manages.

A management structure with a wide span of control and fewer management levels. This means a few managers oversee large groups of employees.

A management structure with a narrow span of control and numerous management levels. Many managers oversee smaller groups of employees.

A management structure where managers have more employees reporting to them (wide span of control).

A management structure where managers have fewer employees reporting to them (narrow span of control).

The amount of responsibility a supervisor holds, encompassing their tasks and the impact of their decisions on the organization.

A type of organizational structure characterized by a clear hierarchy and chain of command, where authority flows down from senior management to lower levels.

A form of authority in which individuals provide support to the line functions without being directly involved in the chain of command.

The advantage of line authority that simplifies decision-making by establishing a clear vertical chain of command, reducing the need for multiple consultations.

The advantage of line authority that provides clear roles and responsibilities for individuals within the organization, leading to a more efficient workflow.

The advantage of line authority that allows for a direct and controlled approach to monitoring and overseeing activities within the organization.

Individuals within the organizational structure who are responsible for general administrative functions, such as finance, legal matters, or organizational planning.

Individuals who possess deep expertise in specific areas and provide specialized advice or solutions.

Individuals who are responsible for overseeing and directing large sections or departments within an organization.

Staff authority is a structure based on expertise and knowledge, but ultimately relies on the decisions made by those holding line authority, making it a collaborative system.

Decision-making power and responsibilities are concentrated in the hands of top-level management.

Decision-making power is dispersed throughout different organizational levels, empowering lower-level managers and employees.

Top management makes decisions to ensure consistent direction and efficiency across the organization.

Lower-level managers and employees have the authority to make quick decisions, enhancing responsiveness to changing situations.

This approach is favored when a company needs to adapt quickly to market changes and make decisions on the spot.

This approach is preferred when the organization needs to enforce strict uniformity and consistency in decision-making across all areas.

When you define clear roles and responsibilities, it helps to avoid confusion and overlap in tasks.

Regular monitoring helps ensure that everything is in order and that employees are performing their duties effectively.

These roles focus on providing specialized knowledge and guidance to support the organization's operations.

These roles are responsible for making decisions, issuing directives, and resolving issues within the organization.

This system combines administrative and technical staff, leveraging their strengths to address complex problems and make informed decisions.

One potential issue is the possibility of disagreements between administrative and technical staff over responsibilities and power.

The combined system can struggle when technical staff provides incorrect advice, potentially leading to poor decisions.

A management style where decision-making is concentrated at the top, with strict rules and regulations governing operations. It can lead to limited creativity and bureaucracy.

A management model that distributes decision-making power to lower levels of the organization, empowering employees to take ownership and make independent decisions.

It refers to the number of subordinates a manager directly oversees. A narrow span of control implies fewer subordinates per manager, while a wide span of control means a manager manages a larger team.

Lower-level managers have more autonomy to make decisions, leading to faster responses to changing situations and a more agile organizational structure. This can be highly beneficial for companies facing dynamic market conditions.

A visual representation of the organizational structure which helps understand how different departments and positions relate to each other, the workflow, and the chain of command.

The process of ensuring lower-level administrators are equipped with the skills, knowledge, and authority to handle the responsibilities delegated to them.

This type of organizational chart captures the structure of the organization at one specific moment in time, showcasing positions, reporting lines, and departments.

A vital component of creating a healthy and productive work environment. Encouraging collaboration and support between different levels of employees promotes positive teamwork and problem-solving.