1. Discuss the different organisational structures. 2. Describe the process of d
ID: 348980 • Letter: 1
Question
1. Discuss the different organisational structures.
2. Describe the process of delegation of authority.
3. Explain the theories of learning.
4. Discuss the importance of group development in an organisation.
5. Discuss the impact of leadership in an organisation.
6. Describe the importance of motivation with emphasis on different techniques of motivating employees.
7. Describe the process of organisational communication.
8. Explain the purpose of organisational structure.
9. Describe the different types of organisational design.
10. Explain the meaning of span of control in relation to organisational structure.
11. Discuss the various forms of departmentalisations.
12. Describe virtual and boundary-less organisations.
13. Describe the effects of attitudes, personality, perception, and learning on individual behaviour.
14. Explain the Big Five Personality dimensions.
15. Analyse the effects of stress at the workplace.
16. Define groups in an organisation.
17. Explain the stages of group formation.
18. Explain the importance of motivation in an organisation.
19. Describe the various theories of motivation.
20. Analyse the different rewards used to motivate employees.
21. Define leadership in an organisation.
22. Describe the various leadership skills and qualities.
23. Critically discuss the various leadership theories.
24. Discuss the different leadership styles being practised.
25. Describe the importance of an effective communication process in an organisation.
26. Discuss the ways of communication flow in an organisation.
27. Identify the barriers to communication and the measures to improve communication in an organisation.
28. Discuss the role of electronic media in communication.
Explanation / Answer
ans 1. different organisational structure
Functional Structure
Functional structure is set up so that each portion of the organization is grouped according to its purpose. In this type of organization, for example, there may be a marketing department, a sales department and a production department. The functional structure works very well for small businesses in which each department can rely on the talent and knowledge of its workers and support itself. However, one of the drawbacks to a functional structure is that the coordination and communication between departments can be restricted by the organizational boundaries of having the various departments working separately.
Divisional Structure
Divisional structure typically is used in larger companies that operate in a wide geographic area or that have separate smaller organizations within the umbrella group to cover different types of products or market areas.The benefit of this structure is that needs can be met more rapidly and more specifically, as each division can operate more or less independently for the other divisions in the company. However, a divisional arrangement can also be cumbersome, as communication is inhibited because employees in different divisions are not working together. Divisional structure is costly because of its size and scope. Small businesses can use a divisional structure on a smaller scale, having different offices in different parts of the city, for example, or assigning different sales teams to handle different geographic areas.
Matrix Structure
The third main type of organizational structure, called the matrix structure, is a hybrid of divisional and functional structure. Typically used in large multinational companies, the matrix structure allows for the benefits of functional and divisional structures to exist in one organization. This can create power struggles because most areas of the company will have a dual management--a functional manager and a product or divisional manager working at the same level and covering some of the same managerial territory.
ans 2. process of delegation of authority
Thus, the process of delegation of authority begins with the duties assigned to the subordinates and ends when the subordinate is obliged to carry out the operations as intended.
ans 3 theories of learning
1. Behaviourist
2. Cognitivist
3. Constructivist
4. Experiential
5. Social and contextual
If you are designing a learning intervention you can use this to assess how well the intervention covers "learning fundamentals" identified by each of the theories.
Behaviourism: The key principle of Behaviourism is the reward or punishment of a new behaviour, commonly described as the 'carrot and stick' approach to learning.
Cognitivism
Cognitivism replaced Behaviourism as the dominant learning paradigm in the 1960s and proposes that learning comes from mental activity such as memory, motivation, thinking and reflection. Cognitivism focuses on the transmission of information from someone who knows (such as an 'expert' as opposed to facilitators) to learners who do not know.
Constructivism
From the constructivist perspective, learning is not a stimulus-response phenomenon as described by Behaviourism, rather it requires self-regulation and the building of conceptual structures through reflection and abstraction. The learner takes an active role in constructing his own understanding rather than receiving it from someone who knows, learning through observation, processing and interpretation.
Experientialism
One of the key theorists of experiential learning is David Kolb who developed his experiential model, as opposed to a purer cognitive which formally recognised that people learn from experience and described learning as following a cycle of experiential stages.
Social and Contextual
In the Social and Contextual approach, learning does not occur solely within the learner, but in the group and community in which they work. Learning is a shared process which takes place through observing, working together and being part of a larger group, which includes colleagues of varying levels of experience, able to stimulate each other's development
ans 4. Importance of groups development in an organization are: 1. Filling in Gaps in Manager’s Abilities 2. Solving work problems 3. Better coordination 4. Channel of Communication 5. Restraint on Managers 6. Better relations 7. Norms of Behaviour 8. Developing Future Executives.
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