(a) It may restrict the implementation of changes within the organisation. (b) It gives more importance to structure and work. (c) It puts... View Article
(a) It helps to fulfill the social needs of the members (b) It leads to a faster spread of information and speedy feedback. (c) It does not... View Article
(a) The standards of behaviour evolve from group norms. (b) Scalar chain of command is not followed. (c) It originates from within the formal... View Article
(a) It emphasises following rigidly laid down policies (b) It may lead to the spreading of rumours. (c) It places more importance on work... View Article
(a) It is deliberately designed by the top management. (b) The standards of behaviour of employees have evolved from group norms. (c) It places... View Article
(a) It may lead to a conflict of interests among departments due to varied interests. (b) It may lead to difficulty in coordination among... View Article
(a) Conflict may arise among different divisional heads due to different interests. (b) All functions related to a particular product are... View Article
(a) It promotes flexibility and faster decision-making. (b) It ensures that different functions get due attention. (c) It facilitates expansion... View Article
(a) It promotes control and coordination within a department. (b) It makes training of employees easier, as the focus is only on a limited range... View Article
(a) It promotes functional specialisation. (b) Managerial development is difficult. (c) It is easy to fix responsibility for performance. (d)... View Article
(a) Remains unaffected (b) Decreases (c) Increases (d) None of the above Answer (b) Decreases Explanation: The span of control, also known... View Article
(a) Establishes order out of chaos (b) Removes conflict among people overwork or responsibility-sharing (c) Creates an environment suitable for... View Article
