Match the column

List I	List II
A. Organizational Structure	I. Refers to the delegation of authority throughout the organization
B. Span of Management	II. Groups activities on the basis of products
C. Divisional Structure	III. Refers to the number of subordinates under a supervisor
D. Decentralisation	IV. The framework within which managerial and operating tasks are operated

Choose the correct answer from the options given below:

Correct option is D

The correct matches between List I (Concepts) and List II (Descriptions) are:
· Organizational Structure (A-IV): It refers to the framework within which managerial and operating tasks are operated. It outlines roles, responsibilities, and the hierarchy within the organization.
· Span of Management (B-III): This refers to the number of subordinates that a supervisor can effectively manage or control.
· Divisional Structure (C-II): This structure groups activities on the basis of products, services, or geographic regions. It allows better focus and accountability for specific business segments.
· Decentralization (D-I): This refers to the delegation of authority throughout the organization, allowing decision-making at different levels.
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· Organizational Structure (A-IV): It defines how tasks are divided, coordinated, and supervised within an organization. Examples include functional, divisional, and matrix structures. A clear organizational structure ensures efficient workflow and accountability.
· Span of Management (B-III): Also called span of control, this principle determines how many employees a manager can supervise effectively. A narrow span leads to close supervision but more hierarchical levels, while a wide span results in fewer levels but requires capable managers.
· Divisional Structure (C-II): Common in large organizations, this structure groups activities by products, services, or regions. For example, a company like Procter & Gamble may have divisions for beauty products, household goods, and health products.
· Decentralization (D-I): It empowers middle and lower management to make decisions. This improves responsiveness and reduces the burden on top-level management. Examples include decision-making at regional or departmental levels.