Organisational Behaviour MCQ Exam

1. You are the director of a growing organisation. There are more employees, and it is becoming unfeasible to instruct each individual through face-to-face contact. How might the way you assert control across the organisation change?

Direct control will shift to individual control
Direct control will shift to impersonal control
Impersonal control will shift to collective control
Direct control will shift to symbolic control
Impersonal control will shift to direct control

2. As part of an organisational restructure in a factory, the marketing group have been reorganised into a small team comprised of Head of Marketing, Communications Manager and Head of Online Branding. Having been grouped according to the function of their role, what is this an example of?
Vertical differentiation
Role delegation
Geographical organisation
Skill specification
Horizontal differentiation

3. Which of these is not a feature of Weber’s (1968) ‘ideal type’ of rational, technically efficient bureaucracy?
Rules and regulations
Functional division of labour
Impersonality
Hierarchal structure
A biased process of decision making

4. As a ‘double edged sword’, how can bureaucracy help ensure ‘impersonal fairness’ in an organisation?
Bureaucracy allows the information about all members of an organisation to be stored in a manageable format.
Through bureaucracy, order can be maintained within an organisation as it continues to grow in size.
Bureaucratic procedures treat people equally and avoid personal prejudice and preference that individual managers might have.
Bureaucracy creates clear roles and responsibilities, extending to the delegation of authority.
Bureaucracy enables the efficient application of Fayol’s five aspects of management.