28 MCqs
4 short questions
1.Describe Characteristics of small organization?
Small
organizations are generally informal and have little division of labor, few
rules and regulations, and ad hoc budgeting and performance systems. Small
organization has a flat structure and an organic, free-flowing management style
that encourages entrepreneurship and innovation.
Small organizations:
1. responsive, flexible
2. Regional reach
3. Flat structure, organic
4. Simple
5. Niche market
6. Entrepreneurs
2.discuss concepts of variety and Analyzibility?
1.
Variety:
– Task variety, frequency of unexpected
and novel events that occur in the conversion process, if they are high Variety
is high
2.
Analyzability:
– When the process is analyzable,
the work can be reduced to mechanical steps and participants can follow a set
pattern to
solve problems.
– The reference for solutions is
SOPs, manuals, text books, etc.
– Not so if the problem has low
analyzability
– Here the reference for solution
is much less explicit and lies in
implicit or tacit transfer of
knowledge which is built through
accumulated experiences.
3. what is bureaucracy? describe its features?
It is the ability to ensure more
efficient functioning of organization in both business and government settings.
Weber identified a set of organizational characteristics, listed below, that
could be found in successful bureaucratic organization.
•
Weber’s dimensions of Bureaucracy are:
1. Rules and procedures
2. Specialization and division of
labor
3. Hierarchy of authority
4. Technically qualified
personnel
5. Written communication and
records
6. centralization
4.how does environment influnce organic and mechanistic structure?
Organic and Mechanistic Design:
• Stalker’s study: “When the
external environment was stable, the internal organization was characterized by
rules, procedures, and a clear hierarchy of authority….in a rapidly changing environment
the internal organization was much loose, free-flowing, and adaptive.”
22 MCQs
1.what is this organizational straucture? (3marks)
Definition
1. Organization structure
designates formal reporting relationships, including the number of levels in the
hierarchy and the span of control of managers and supervisors
2. Organization structure
identifies the grouping together of individuals into departments and of departments
into the total organization
3. Organization structure includes
the design of systems to ensure effective communication, coordination, and
integration of effort across
departments
These 3 elements of structure
pertain to both vertical and horizontal aspects of organizing.
• The first two elements are the
structural framework, which is the
vertical hierarchy.
• The 3rd element pertains to the
pattern of interaction among employees.
2.in what ways service design is differ from product design? why? (3marks)
5. What is clan of control? It is used in which organization?(5marks)
3. Clan Control:
– Tradition, shared values, trust
q1: see this organization chart and identify the type of structure? 3
marks
q3: Discuss collectivity stage during organizational life cycle? 3 marks
Collectivity Stage: If the
leadership crisis is resolved, strong leadership is obtained and the
organization begins to develop clear goals and direction. Departments are
established along with a hierarchy of authority, job assignments, and a
beginning division of labor; Employees identify with the mission of the
organization and spend long hours helping the organization succeed. Members
feel part of a collective, and communication and control are mostly informal
although a few formal systems begin to appear.
How IT can b used as strategic weapon
Using
information technology as a strategic weapon is the highest level of
application information technology can help build and enhance strategy by
providing better data and information within the organization (internal
application) as well as help the organization redefine and support relationship
with customers, suppliers and other organization (external application).
Internal applications include networking, intranet, and enterprises resource
planning (ERP) systems. Extranets, e-commerce, and network structures are
external application.
Functional divisional strz..where functional
Functional
Structure
• Activities are grouped together
by common function from the bottom to the
top of the organization
(Engineering, Marketing, R&D, etc.)
Divisional
Structure
• Also called Product structure or
SBU
• With this structure, divisions
can be organized according to individual products, services, product groups, businesses
• Distinctive feature of this
structure is that grouping is based on organizational outputs
Define Implicit & Explicit knowledge.
Explicit knowledge is formal, systematic knowledge that can be codified, written down,
and passed on to others in documents or general instructions.
Tacit knowledge is based on personal experience, rules of thumb, intuition, and
judgment. It includes professional know-how and expertise, individual insight
and experience, and creative solutions that are often difficult to communicate
and pass on to others.
4. What are the features of learning organizations? (5 Marks)
Learning
organizations effectively acquire, create, and transfer knowledge across the
company and modify their activities to reflect new knowledge and insight. In
learning organizations, everyone throughout the company is wired into the
computer network and has complete information about all aspects of the
business, enabling them to fully participate in solving problems, making
decision, and moving the organization forward.
What is an organic organization? (3 Marks)
The
flexibility of an organic organization is attributed to people’s freedom to
crate and introduce new ideas. Organic organization encourages a bottom – up
innovation process. Ideas bubble up from middle - and lower-level employees
because they have the freedom to propose ides and to experiment.
Organic Form
• Employees contribute to the
common tasks of the department
• Tasks are adjusted and redefined
through teamwork
• There’s less hierarchy of
authority and control, a few rules
• Knowledge and control of tasks
are located anywhere in the organization
• Communication is horizontal
q4: why is knowledeg managemnt particularly importnat to a company that wants
to learn and change continuously rather than operate at a stable state. 5 marks
q5: name some factors causing environmental complexity for an
organization of ur choice. how might this environmental complexity lead to
organizational complexity? explain.
3. Is it feasible for an organization to change its domain? Can you
think of any organization that changed its environmental domain recently?
(5 Marks)
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