Organizing

Identification and division of work, Departmentalization, Assignment of duties, Establishing authority and reporting relationships

The organizing process consists of four main steps: (1) Identification and division of work, (2) Departmentalization, (3) Assignment of duties, and (4) Establishing authority and reporting relationships. Setting sales targets is part of planning, not organizing.

True

Span of management is correctly defined as the number of subordinates that can be effectively managed by a superior. This determines the levels of management in the organizational structure.

Occupational specialization, Better control and coordination, Economies of scale, Easy training of employees

Functional structure offers occupational specialization, better control within departments, economies of scale due to minimal duplication, and easier training as focus is on limited skills. However, it tends to be inflexible, not highly flexible.

From superior to subordinate

Authority flows from top to bottom, i.e., from superior to subordinate. The superior has the right to command and the subordinate is expected to obey and carry out the assigned tasks.