Business Organisation

The principle of 'Unity of Command' states that a subordinate should receive orders from only one superior to avoid confusion. Option A describes the outcome of the principle, but the question asks what it does not 'mean' in a technical sense, or is phrased as a negative. Actually, the statement in A is a core definition, making the question phrasing confusing.

Hierarchy in an organization facilitates delegation of authority, provides a clear channel of communication, and helps in reaching consensus by defining levels of responsibility.

Chester Barnard proposed the 'Acceptance Theory of Authority' in his book 'The Functions of the Executive', arguing that authority is derived from the subordinate's willingness to accept orders.

Coordination is the process of integrating the activities of different departments or individuals to ensure they work together harmoniously to achieve organizational goals.

Coordination is needed to resolve overlaps, duplication, and conflicts of interest. Neglect of personal interests is not a standard organizational problem requiring coordination in this context.

Obstacles in delegation often include the lower ability of subordinates (fear of failure) and the personality of the delegator (lack of trust or desire for control).

The Principle of Hierarchy requires that communication and authority flow through a 'proper channel' or chain of command, ensuring that information is passed through defined levels.

Hierarchical organizations are often criticized for being slow in decision-making because information must travel up and down the chain of command, which can cause delays.

Unity of Command is a management principle stating that each employee should report to and receive orders from only one superior to prevent conflicting instructions.

Coordination is the process of synchronizing activities, while cooperation is the voluntary willingness to work together. They are distinct concepts; coordination is often imposed by management, whereas cooperation is an interpersonal attitude.

F.W. Taylor criticized the principle of Unity of Command, advocating instead for his 'Functional Foremanship' model where a worker reports to multiple functional specialists.

Span of control is influenced by the complexity of tasks, the competence of the supervisor, and the organizational structure. The salary of a subordinate is not a structural or functional factor affecting the span of control.

L. Urwick, following the work of Graicunas, suggested that a supervisor can effectively manage a limited number of subordinates, typically cited as five to six, or sometimes up to eight depending on the complexity.

According to Chester Barnard's Acceptance Theory of Authority, an individual rejects authority if the order is incompatible with their personal interests or the organization's goals.

Coordination is the process of linking different departments and activities to ensure harmony. Recruiting staff is a function of staffing, not coordination.

The power of appointment and removal is the most direct and potent tool for an executive to ensure that the administration remains under their control and follows their directives.

Planning, supervision, and communication are essential tools used to achieve coordination. Promotion is an HR or career development activity, not a technique for coordinating organizational work.

Delegation of authority is classified as formal when it is documented in writing, defining the scope, responsibilities, and limits of the authority granted.

According to Chester Barnard's theory of authority, a communication is accepted as authoritative if the subordinate understands it, believes it is consistent with organizational purposes, finds it compatible with personal interests, and can comply with it within their zone of indifference. Statements 1 and 2 directly align with the valid criteria for authority acceptance, while statements 3 and 4 contradict necessary conditions (compatibility and consistency are required, not incompatibility or inconsistency).

Unity of command dictates that an employee should report to only one superior. Option C incorrectly states that an employee receives orders from more than one superior under this principle.

Supervision involves direction, delegation, and oversight of work. A budget is a financial planning tool, not a direct component of the supervisory process.

This is a duplicate of question 375782. Unity of command requires a single superior; therefore, receiving orders from multiple superiors is the opposite of the principle.

 The synchronization and integration of activities, responsibilities, and command and control structures is called coordination. It is the process of organizing people or groups so that they work together properly and well. So option 1 is not the indicator of coordination.

Coordination is required when work is divided among specialists and when units are interdependent, as these conditions create the need to integrate efforts to achieve common goals.