Question

One of the challenges for organizations during the covid-19 pandemic is knowledge coordination and synchronization, with a reduction of in-person meetings and the necessity to reorganize individual work schedules to accommodate individual needs (for example, allowing some employees to log-in work hours at night because during the day they are involved in child-care responsibilities). How do these forces shape an organization's degree of span of control? It may reduce the degree of span of control, as organizations try to minimize the amount of workload spent on coordination and synchronization for managers by reducing the number of employees that report to them o It may increase the degree of span of control, as an organization empowers selected managers to be in charge of the entire process of coordinating and synchronizing information, with most of the employees reporting only to them Both Answer 1 and Answer 2 are possible outcomes depending on specific business circumstances Neither Answer 1 and Answer 2 are plausible QUESTIONS A company adopting a tayloristic job design will need to compensate its employees somewhat more than a company adopting continuous improvement and multitasking... True, since a tayloristic approach to job design can lead to lack of motivation and bad employee retention rates False, since a tayloristic approach to job design empowers employees with discretion in how to come up with solutions to problems, and keeps them intrinsically motivated Both answer 1 and 2 can be correct Neither Answer 1 nor Answer 2 are correct

Answer 1

1st Question: Both Answer 1 and Answer 2 are possible outcomes depending on specific circumstances

Span of Control means the manageable number of subordinates of a superior. The bigger the number of the subordinates a manager controls, the broader is her/his span of control. However, an Optimal Span of Control is considered to be three or four levels of reporting typically are sufficient for most organizations, while four to five are generally sufficient for all organizations but the largest organizations. Larger organizations tend to have wider spans of control than smaller organizations.

9. True, since a tayloristic approach to job design can lead to a lack of motivation and bad employee retention rates.

Taylorism, or scientific management, is the original job-design theory. It stresses the standardization of tasks and proper training of workers to administer the tasks for which they are responsible.

The Socio-Technical Systems Approach is the theory that maps the evolution from individual work to work groups. The organization itself is structured to encourage group autonomy and productivity.