31. A new manager of a production department has been asked to assess the effectiveness of that department. The organization needs to satisfy both internal and external constituents and takes a broad approach to effectiveness. In order to complete the assignment successfully, the manager should
A.measure the daily productivity of the department.
B.Do a survey of employee morale, as it is often a major underlying factor in productivity.
C.Compare the past year’s production against annual goals.
D.Consider short-, medium-, and long-term effectiveness.
D yes. Kreitner (6th ed., pages 279-80) states, “organizational effectiveness can be defined as meeting organizational objectives and prevailing societal expectations in the near future, adapting and developing in the intermediate future, and surviving in the distant future. In the near term (about one year), if should be effective in achieving its goals, efficient in its use of resources, and a source of satisfaction to its constituencies (owners, employees, customers, and society). In the intermediate term (2 to 4 years), it should adapt to new possibilities and obstacles and develop its abilities and those of its members. In the long term (5+years), the organization should be able to survive in an uncertain world.
A no. daily productivity relates to short-term effectiveness only.
B no. A survey of employee morale may contribute to assessing effectiveness, but it is not sufficient for assessing overall effectiveness.
C no Comparing production against goals is a measure of short-term effectiveness.
32. For the past several years, many organizations have attempted to reduce administrative costs and respond more rapidly to customer and competitive demands. One method is to eliminate layers of middle management. The element of organization structure affected by such reductions is
A.spatial differentiation.
B.formalization.
C.Vertical differentiation.
D.formalization of jobs.
C yes. Vertical differentiation concerns the depth of the organizational hierarchy. The greater the number of levels, the more complex the organization, the greater the potential for information distortion, the more difficult the coordination of management activities, and the slower and less effective the response to changing conditions.
A no. spatial differentiation refers to the degree of geographic dispersion of facilities and personnel.
B no. formalization refers to the degree of job standardization through descriptions and rules.
D no same as B.
33. When an organization depends to a great extent on its environment, which of the following statements best characterizes the relationship among an organization’s environment, the level of uncertainly it faces, and its structure? The more dynamic and complex the environment, the
A.more uncertainty the organization will face and the more organic the structure should be.
B.More uncertainty the organization will face and the more mechanistic the structure should be.
C.Less uncertainty the organization will face and the more autocratic the structure should be.
D.Less uncertainty the organization will face and the more organic the structure should be.
A .yes .A dynamic and complex organizational environment faces constant change, so the level of uncertainty increases. The more uncertainty an organization faces, the more organic the structure should be. Organic organizations tend to be flexible and adaptive to change.
B no. A dynamic and complex environment is more uncertain, so it requires a flexible structure.
C and D same as B.
34. In what form of organization does an employee report to multiple managers?
A. bureaucracy.
B. matrix.
C. departmental.
D.. mechanistic.
B yes. A matrix organization (project management) is characterized by vertical and horizontal lines of authority. The project manager borrows specialists from line functions as needed. This manager’s authority is limited to the project, and the specialists will otherwise report to the line managers.
A . in a bureaucracy ,each subordinate reports to a single manager.
C no. departmental organization structures represent the typical organization with unified and clear single lines of authority.
D no. mechanistic organization structure is another term for a bureaucracy.
35. The relationship between organizational structure and technology suggests that, in an organization using mass production technology (for example, automobile manufacturing), the best structure is
A . organic, emphasizing loose controls and flexibility.
B. matrix, in which individuals report to both product and functional area managers.
C mechanistic, that is , highly formalized, with tight controls.
D Integrated, emphasizing cooperation among departments.
C yes. According to Joan Woodward’s work on the relation ship of technology and structure in manufacturing, companies may be categorized as engaged in unit production (units or small batches), mass production (large batches), or process production( continuous processing). Mass production is most effective if the entity has a mechanistic structure characterized by moderate vertical differentiation, high horizontal differentiation, and high formalization. This structure is one in which tasks are well-defined, most communication is downward, and control is tight.
A no. an organic structure is flexible and therefore not suited to mass production.
B no. matrix is not a type of structure but rather a type of departmentation.
D no. in integrated structure is a nonsense term in this context.
36. The structure of an organization generally follows its overall strategy. At one end are loosely structured, organic organizations. At the other end are highly centralized, tightly controlled, mechanistic organizations. Consider the overall strategy of a company that is a pioneer in the combination of laser and robotic technologies. The company’s scientists and engineers hold many patents. They are continually looking for ways to improve their products as well as to introduce new ones. Identify the most appropriate structural option for this organization.
A . mechanistic.
B imitative
C organic
D bureaucratic.
C yes. Organization structure depends on the company’s overall strategy. This organization has adopted an innovation strategy. It introduces major new products or services. The structure that provides the flexibility required for major innovation is organic, a form of organization characterized by a loose structure, low division of labor, low formalization, and decentralization.
A no. a mechanistic structure is appropriate for organizations focusing on cost minimization through tight controls, Extensive division of labor, high formalization, and centralization.
B no .an imitative strategy is not adopted by true innovators but rather by companies that move into new markets only after smaller competitors have demonstrated the potential for success. Imitation strategies are best suited to a structure that combines mechanistic and organic components.
D no bureaucracies are mechanistic, not organic.
37. Discount stores and sellers of generic grocery products keep prices low and innovate only when there are low-risk, high-payback projects. They are pursuing a(an)
A.innovation-minimization strategy.
B.Imitation strategy.
C.Cost-minimization strategy.
D.Initiation strategy.
C yes. Research suggests that organizational structure follows strategy. A cost-minimization strategy tightly controls costs, avoids unnecessary innovation or marketing expenses, and cuts prices in selling a discount product. The sellers of generic grocery products pursue this strategy.
A.no. innovation minimization is not a type of strategy. An innovation strategy emphasizes the introduction of new products or services.
B.No. an imitation strategy seeks to introduce new products or enter new markets only after their viability has been proven.
D no. there is no initiation strategy.
38. As an organization increases the number of employees, its structure becomes more complex. Rules become more formalized and more supervisors are hired to direct the increased numbers of subordinates. What is the nature of the size-structure relationship?
A.the size-structure relationship is linear.
B.The structure becomes fixed once an organization attains a level of about 200 employees.
C.The size-structure relationship is concave.
D.None of the answers are correct.
D yes. As an organization increases in size, its structure tends to become more formal and mechanistic. More policies and procedures are necessary to coordinate the increased number of employees, and more managers must be hired. However, the relationship between size and changes in structure is linear only within a certain range. For example, adding 100 employees to a company with 100 employees is likely to cause significant structural change, but adding the same number to a workforce of 10000 is likely to have little impact. By the time a company reaches a certain size (1500 to 2000 or more), it usually has most of the qualities of a mechanistic structure.
A no. the size-structure relationship is likely to be linear but only within a narrow range.
b. and c no .same as a.
39. In general, as organizations grow in size, their strategies.
A.become more ambitious, and they often expand their activities within their industry.
B.Focus on vertical integration, and their structures consequently must become more centralized.
C.Change from a focus on a diverse set of products to a focus on a single product line.
D.Follow and are determined by their internal structures.
A yes. The strategies of larger organizations tend to be more ambitious and complex. Thus, a company may expand from one product line to many. The result is a need for more complicated coordination methods.
B no. a company with diversified products may decide to create independent, decentralized divisions.
C no. focusing on a single product line rather than a diverse set of products is not a strategy for a growing company.
D no. structure follows strategy.
40. With the shift in some countries’ economies toward service industries. A new form of organization has developed. This organization structure is referred to as the professional bureaucracy. While this structure resembles the machine bureaucracy (which relies on standardized work processes ) in several respects, it is different in one key aspect. This significant difference is that in a professional bureaucracy.
A.senior management has had to give up a substantial amount of control.
B.Tasks are accomplished with a high degree of efficiency.
C.There is strict adherence to rules.
D.There is a tendency for subunit conflicts to develop.
A yes . a professional bureaucracy (e.g.,a university or library )is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. The jobs performed by these professionals require years of education and training. By their nature, such jobs can be performed effectively only if the employees are afforded substantial autonomy.
B no. both a machine bureaucracy and a professional bureaucracy can accomplish routine tasks in a highly efficient manner.
C.no . both organizational structures thrive on rules.
D.No . subunit conflicts are typical of bureaucracies. Specialization tends to result in a focus on subunit rather than organizational objectives.
41. With the shift in some countries’ economies toward service industries, a new form of organization has developed. This organization structure is referred to as the professional bureaucracy. While this structure resembles the machine bureaucracy (which relies on standardized work processes) in several respects, it is different in one key aspect. This significant difference is that in a professional bureaucracy.
A.senior management has had to give up a substantial amount of control.
B.Tasks are accomplished with a high degree of efficiency.
C.There is strict adherence to rules.
D.There is a tendency for subunit conflicts to develop.
A yes. A professional bureaucracy (e.g., a university or library) is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. The jobs performed by these professionals require years of education and training. By their nature, such jobs can be performed effectively only if the employees are afforded substantial autonomy.
C no. both organizational structures thrive on rules.
B no both a machine bureaucracy and professional bureaucracy can accomplish routine tasks in a highly efficient manner.
D no subunit conflicts are typical of bureaucracies. Specialization tend to result in a focus on subunit rather than organizational objectives.
42. Internal auditors need to be aware of the advantages and disadvantages of various organizations structures. A substantial duplication of functions characterizes which of the following structures?
A.simple structure.
B.divisional structure.
C.machine bureaucracy.
D.Professional bureaucracy.
B yes. A division is essentially a self-contained organization. Hence, it must perform all or most of the functions of the overall organization of which it is a part. It is characterized by substantial duplication of functions when compared with more centralized structures.
A no. a simple structure has low complexity and formality, and authority is centralized. Its small size and simplicity usually precludes significant inefficiency in the use of resources.
C no. a machine bureaucracy is a complex, formal, and centralized organization that performs highly routine tasks, groups activities into functional departments, has a strict chain of command, and distinguishes between line and staff relationships.
D no. a professional bureaucracy (e.g., a university or library )is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. Duplication of functions is minimized. For example, a university would have only one history department.
43. Routine tasks, which have few exceptions and problems that are easy to analyze, are conducive to
A.formalized structure, in which procedures manuals and job descriptions are common.
B.Decentralized decision making, in which decisions are pushed downward in the organization.
C.Organic structures that emphasize adaptability and flexibility to changing circumstances.
D.High degrees of job satisfaction on the part of the employees performing them.
A yes. Technology has been viewed in terms of two dimensions: task variability and problem analyzability, or the exceptions encountered in work and the search procedures for responding to the exceptions, respectively. Routine tasks have few exceptions, and the search for solutions is well defined. Because routine tasks change little overtime, they are well suited to a mechanistic structure. One characteristic of such a structure is high formalization.
B no. decentralized decision making is not suited to routine tasks but to organic structures.
C no organic structures are best when problems are poorly defined.
D no. job satisfaction is often low in routine and repetitive tasks.
44. Centralization and decentralization are defined according to the relative delegation of decision-making authority by top management. Many managers believe that decentralized organizations have significant advantages over centralized organizations. A major advantage of a decentralized organization is that
A.decentralized organizations are easier to control.
B.Decentralized structures streamline organizations and eliminate duplication of resources.
C.Decentralized organizations have fewer managers than centralized organizations.
D.Decentralized organizations encourage increased initiative among employees.
D yes. A decentralized organization allows lower-level employees to participate in decision making. This increased involvement encourages initiative and creative thinking and is especially appropriate in complex and rapidly changing environments.
A .no. decentralized organizations are more difficult to control.
B no. centralized structures streamline organizations and eliminate duplication of resource.
C no. the number of managers is not related to the degree of centralization or decentralization but is a function of the span of control.
45. A flat organization structure is one with relatively few levels of hierarchy and is characterized by wide spans of management control. A tall organization has many levels of hierarchy and narrow spans of control. Which of the following situations is consistent with a flat organization structure ?
A.tasks require little direction and control of subordinates.
B. Work areas are geographically dispersed.
C.Tasks are highly complex and varied.
D.Subordinates perform distinctly different tasks.
A yes. Flat structures have the advantages of fast information flow from top to bottom of the organization and increased employee satisfaction. Tall structures are faster and more effective at problem resolution because of the increased frequency of interaction between superior and subordinate and the greater order imposed by the hierarchy. For a flat structure to be successful, employees must be able to work without supervision much of the time because a manager with many employees has little time for each one.
B no. geographically dispersed work areas are very difficult for a manager with many subordinates to control.
C no. tasks that are highly complex and varied are more appropriate for a narrow span of control.
D no. a narrow span of control ( a tall structure is more appropriate when subordinates perform distinctly different tasks.
A.measure the daily productivity of the department.
B.Do a survey of employee morale, as it is often a major underlying factor in productivity.
C.Compare the past year’s production against annual goals.
D.Consider short-, medium-, and long-term effectiveness.
D yes. Kreitner (6th ed., pages 279-80) states, “organizational effectiveness can be defined as meeting organizational objectives and prevailing societal expectations in the near future, adapting and developing in the intermediate future, and surviving in the distant future. In the near term (about one year), if should be effective in achieving its goals, efficient in its use of resources, and a source of satisfaction to its constituencies (owners, employees, customers, and society). In the intermediate term (2 to 4 years), it should adapt to new possibilities and obstacles and develop its abilities and those of its members. In the long term (5+years), the organization should be able to survive in an uncertain world.
A no. daily productivity relates to short-term effectiveness only.
B no. A survey of employee morale may contribute to assessing effectiveness, but it is not sufficient for assessing overall effectiveness.
C no Comparing production against goals is a measure of short-term effectiveness.
32. For the past several years, many organizations have attempted to reduce administrative costs and respond more rapidly to customer and competitive demands. One method is to eliminate layers of middle management. The element of organization structure affected by such reductions is
A.spatial differentiation.
B.formalization.
C.Vertical differentiation.
D.formalization of jobs.
C yes. Vertical differentiation concerns the depth of the organizational hierarchy. The greater the number of levels, the more complex the organization, the greater the potential for information distortion, the more difficult the coordination of management activities, and the slower and less effective the response to changing conditions.
A no. spatial differentiation refers to the degree of geographic dispersion of facilities and personnel.
B no. formalization refers to the degree of job standardization through descriptions and rules.
D no same as B.
33. When an organization depends to a great extent on its environment, which of the following statements best characterizes the relationship among an organization’s environment, the level of uncertainly it faces, and its structure? The more dynamic and complex the environment, the
A.more uncertainty the organization will face and the more organic the structure should be.
B.More uncertainty the organization will face and the more mechanistic the structure should be.
C.Less uncertainty the organization will face and the more autocratic the structure should be.
D.Less uncertainty the organization will face and the more organic the structure should be.
A .yes .A dynamic and complex organizational environment faces constant change, so the level of uncertainty increases. The more uncertainty an organization faces, the more organic the structure should be. Organic organizations tend to be flexible and adaptive to change.
B no. A dynamic and complex environment is more uncertain, so it requires a flexible structure.
C and D same as B.
34. In what form of organization does an employee report to multiple managers?
A. bureaucracy.
B. matrix.
C. departmental.
D.. mechanistic.
B yes. A matrix organization (project management) is characterized by vertical and horizontal lines of authority. The project manager borrows specialists from line functions as needed. This manager’s authority is limited to the project, and the specialists will otherwise report to the line managers.
A . in a bureaucracy ,each subordinate reports to a single manager.
C no. departmental organization structures represent the typical organization with unified and clear single lines of authority.
D no. mechanistic organization structure is another term for a bureaucracy.
35. The relationship between organizational structure and technology suggests that, in an organization using mass production technology (for example, automobile manufacturing), the best structure is
A . organic, emphasizing loose controls and flexibility.
B. matrix, in which individuals report to both product and functional area managers.
C mechanistic, that is , highly formalized, with tight controls.
D Integrated, emphasizing cooperation among departments.
C yes. According to Joan Woodward’s work on the relation ship of technology and structure in manufacturing, companies may be categorized as engaged in unit production (units or small batches), mass production (large batches), or process production( continuous processing). Mass production is most effective if the entity has a mechanistic structure characterized by moderate vertical differentiation, high horizontal differentiation, and high formalization. This structure is one in which tasks are well-defined, most communication is downward, and control is tight.
A no. an organic structure is flexible and therefore not suited to mass production.
B no. matrix is not a type of structure but rather a type of departmentation.
D no. in integrated structure is a nonsense term in this context.
36. The structure of an organization generally follows its overall strategy. At one end are loosely structured, organic organizations. At the other end are highly centralized, tightly controlled, mechanistic organizations. Consider the overall strategy of a company that is a pioneer in the combination of laser and robotic technologies. The company’s scientists and engineers hold many patents. They are continually looking for ways to improve their products as well as to introduce new ones. Identify the most appropriate structural option for this organization.
A . mechanistic.
B imitative
C organic
D bureaucratic.
C yes. Organization structure depends on the company’s overall strategy. This organization has adopted an innovation strategy. It introduces major new products or services. The structure that provides the flexibility required for major innovation is organic, a form of organization characterized by a loose structure, low division of labor, low formalization, and decentralization.
A no. a mechanistic structure is appropriate for organizations focusing on cost minimization through tight controls, Extensive division of labor, high formalization, and centralization.
B no .an imitative strategy is not adopted by true innovators but rather by companies that move into new markets only after smaller competitors have demonstrated the potential for success. Imitation strategies are best suited to a structure that combines mechanistic and organic components.
D no bureaucracies are mechanistic, not organic.
37. Discount stores and sellers of generic grocery products keep prices low and innovate only when there are low-risk, high-payback projects. They are pursuing a(an)
A.innovation-minimization strategy.
B.Imitation strategy.
C.Cost-minimization strategy.
D.Initiation strategy.
C yes. Research suggests that organizational structure follows strategy. A cost-minimization strategy tightly controls costs, avoids unnecessary innovation or marketing expenses, and cuts prices in selling a discount product. The sellers of generic grocery products pursue this strategy.
A.no. innovation minimization is not a type of strategy. An innovation strategy emphasizes the introduction of new products or services.
B.No. an imitation strategy seeks to introduce new products or enter new markets only after their viability has been proven.
D no. there is no initiation strategy.
38. As an organization increases the number of employees, its structure becomes more complex. Rules become more formalized and more supervisors are hired to direct the increased numbers of subordinates. What is the nature of the size-structure relationship?
A.the size-structure relationship is linear.
B.The structure becomes fixed once an organization attains a level of about 200 employees.
C.The size-structure relationship is concave.
D.None of the answers are correct.
D yes. As an organization increases in size, its structure tends to become more formal and mechanistic. More policies and procedures are necessary to coordinate the increased number of employees, and more managers must be hired. However, the relationship between size and changes in structure is linear only within a certain range. For example, adding 100 employees to a company with 100 employees is likely to cause significant structural change, but adding the same number to a workforce of 10000 is likely to have little impact. By the time a company reaches a certain size (1500 to 2000 or more), it usually has most of the qualities of a mechanistic structure.
A no. the size-structure relationship is likely to be linear but only within a narrow range.
b. and c no .same as a.
39. In general, as organizations grow in size, their strategies.
A.become more ambitious, and they often expand their activities within their industry.
B.Focus on vertical integration, and their structures consequently must become more centralized.
C.Change from a focus on a diverse set of products to a focus on a single product line.
D.Follow and are determined by their internal structures.
A yes. The strategies of larger organizations tend to be more ambitious and complex. Thus, a company may expand from one product line to many. The result is a need for more complicated coordination methods.
B no. a company with diversified products may decide to create independent, decentralized divisions.
C no. focusing on a single product line rather than a diverse set of products is not a strategy for a growing company.
D no. structure follows strategy.
40. With the shift in some countries’ economies toward service industries. A new form of organization has developed. This organization structure is referred to as the professional bureaucracy. While this structure resembles the machine bureaucracy (which relies on standardized work processes ) in several respects, it is different in one key aspect. This significant difference is that in a professional bureaucracy.
A.senior management has had to give up a substantial amount of control.
B.Tasks are accomplished with a high degree of efficiency.
C.There is strict adherence to rules.
D.There is a tendency for subunit conflicts to develop.
A yes . a professional bureaucracy (e.g.,a university or library )is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. The jobs performed by these professionals require years of education and training. By their nature, such jobs can be performed effectively only if the employees are afforded substantial autonomy.
B no. both a machine bureaucracy and a professional bureaucracy can accomplish routine tasks in a highly efficient manner.
C.no . both organizational structures thrive on rules.
D.No . subunit conflicts are typical of bureaucracies. Specialization tends to result in a focus on subunit rather than organizational objectives.
41. With the shift in some countries’ economies toward service industries, a new form of organization has developed. This organization structure is referred to as the professional bureaucracy. While this structure resembles the machine bureaucracy (which relies on standardized work processes) in several respects, it is different in one key aspect. This significant difference is that in a professional bureaucracy.
A.senior management has had to give up a substantial amount of control.
B.Tasks are accomplished with a high degree of efficiency.
C.There is strict adherence to rules.
D.There is a tendency for subunit conflicts to develop.
A yes. A professional bureaucracy (e.g., a university or library) is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. The jobs performed by these professionals require years of education and training. By their nature, such jobs can be performed effectively only if the employees are afforded substantial autonomy.
C no. both organizational structures thrive on rules.
B no both a machine bureaucracy and professional bureaucracy can accomplish routine tasks in a highly efficient manner.
D no subunit conflicts are typical of bureaucracies. Specialization tend to result in a focus on subunit rather than organizational objectives.
42. Internal auditors need to be aware of the advantages and disadvantages of various organizations structures. A substantial duplication of functions characterizes which of the following structures?
A.simple structure.
B.divisional structure.
C.machine bureaucracy.
D.Professional bureaucracy.
B yes. A division is essentially a self-contained organization. Hence, it must perform all or most of the functions of the overall organization of which it is a part. It is characterized by substantial duplication of functions when compared with more centralized structures.
A no. a simple structure has low complexity and formality, and authority is centralized. Its small size and simplicity usually precludes significant inefficiency in the use of resources.
C no. a machine bureaucracy is a complex, formal, and centralized organization that performs highly routine tasks, groups activities into functional departments, has a strict chain of command, and distinguishes between line and staff relationships.
D no. a professional bureaucracy (e.g., a university or library )is a complex and formal but decentralized organization in which highly trained specialists have great autonomy. Duplication of functions is minimized. For example, a university would have only one history department.
43. Routine tasks, which have few exceptions and problems that are easy to analyze, are conducive to
A.formalized structure, in which procedures manuals and job descriptions are common.
B.Decentralized decision making, in which decisions are pushed downward in the organization.
C.Organic structures that emphasize adaptability and flexibility to changing circumstances.
D.High degrees of job satisfaction on the part of the employees performing them.
A yes. Technology has been viewed in terms of two dimensions: task variability and problem analyzability, or the exceptions encountered in work and the search procedures for responding to the exceptions, respectively. Routine tasks have few exceptions, and the search for solutions is well defined. Because routine tasks change little overtime, they are well suited to a mechanistic structure. One characteristic of such a structure is high formalization.
B no. decentralized decision making is not suited to routine tasks but to organic structures.
C no organic structures are best when problems are poorly defined.
D no. job satisfaction is often low in routine and repetitive tasks.
44. Centralization and decentralization are defined according to the relative delegation of decision-making authority by top management. Many managers believe that decentralized organizations have significant advantages over centralized organizations. A major advantage of a decentralized organization is that
A.decentralized organizations are easier to control.
B.Decentralized structures streamline organizations and eliminate duplication of resources.
C.Decentralized organizations have fewer managers than centralized organizations.
D.Decentralized organizations encourage increased initiative among employees.
D yes. A decentralized organization allows lower-level employees to participate in decision making. This increased involvement encourages initiative and creative thinking and is especially appropriate in complex and rapidly changing environments.
A .no. decentralized organizations are more difficult to control.
B no. centralized structures streamline organizations and eliminate duplication of resource.
C no. the number of managers is not related to the degree of centralization or decentralization but is a function of the span of control.
45. A flat organization structure is one with relatively few levels of hierarchy and is characterized by wide spans of management control. A tall organization has many levels of hierarchy and narrow spans of control. Which of the following situations is consistent with a flat organization structure ?
A.tasks require little direction and control of subordinates.
B. Work areas are geographically dispersed.
C.Tasks are highly complex and varied.
D.Subordinates perform distinctly different tasks.
A yes. Flat structures have the advantages of fast information flow from top to bottom of the organization and increased employee satisfaction. Tall structures are faster and more effective at problem resolution because of the increased frequency of interaction between superior and subordinate and the greater order imposed by the hierarchy. For a flat structure to be successful, employees must be able to work without supervision much of the time because a manager with many employees has little time for each one.
B no. geographically dispersed work areas are very difficult for a manager with many subordinates to control.
C no. tasks that are highly complex and varied are more appropriate for a narrow span of control.
D no. a narrow span of control ( a tall structure is more appropriate when subordinates perform distinctly different tasks.