2.2 Organisation and management Flashcards
What is an ‘organisational structure’?
Levels of management and division of responsibilities within a business
Hierarchy
management levels within an organisation
Line managers
people responsible for overseeing work of other staff
Authority
power managers have to direct subordinates and make decisions
Delegation
when managers entrust tasks or decisions to subordinates
Span of control
number of subordinates reporting directly to a manager
Chain of command
path of authority which instructions are passed, from highest downwards
Lines of communication
routes messages travel along
Directors
most senior, sets out strategies, makes sure resources available, reviews performances of managers, provide leadership to ensure success
Managers
Day-to-day running of a department, delegation, motivation, solving problems that may arise within department
Workers
complete tasks efficiently at require quality standard set by managers
What are the features + advantages + disadvantages of tall organisations.
Tall organisations have many levels of hierarchy - span of control is narrow Ads: - Opportunities for promotion → motivational - Managers not overstretched, effective workload Disads: - Lines of communication long → firm unresponsive to change - Have to pay a large range of salary to motivate workers to try to get promoted
What are the features + advantages + disadvantages of flat organisations.
Flat organisations have few levels of hierarchy Ads: - Lines of communication narrow → responsive to change - Salary range = narrower → less competition Disads: - Wide span of control → managers can feel overstretched - Not many opportunities for promotion → demotivating
Planning
managers should have a clear plan of what employees need to follow (aims, tasks, objectives)
Organising
Managers expected to organise by setting up systems, procedures and structures in efficient way
Coordination
managers should ensure that each department is coordinating with one another
Commanding
managers need to guide, lead and supervise their employees in the tasks they do and make sure they are keeping to their deadlines and achieving targets
Controlling
managers must try to assess and evaluate the performance of each of their employees. If some employees fail to achieve their target, the manager must see why it has occurred and what he can do to correct it- maybe some training will be required or better equipment.
Why is delegation important?
- Managers cannot do all tasks (overstretched)
- Can be delegated if they can be completed correctly
- Enables more work to be completed + motivating
Democratic leadership style
managers involve employees in the decision-making and communication is two-way from top to bottom as well as bottom to top. Information about future plans is openly communicated and discussed with employees and a final decision is made by the manager.
Autocratic leadership style
managers expects to be in charge of the business and have their orders followed. They do all the decision-making, not involving employees at all. Communication is thus, mainly one way- from top to bottom. This is standard in police and armed forces organizations.
Laissez-faire leadership style
makes the broad objectives of the business known to employees and leaves them to do their own decision-making and organize tasks. Communication is rather difficult since a clear direction is not given. The manger has a very limited role to play.
What are ‘trade unions’?
A trade union is a group of workers who have joined together to ensure their interest are protected. They negotiate with the employer (firm) for better conditions and treatment and can threaten to take industrial action if their requests are denied.
+ and - of joining a trade union
+
strength in number- a sense of belonging and unity
improved conditions of employment, for example, better pay, holidays, hours of work etc
improved working conditions, foe example, health and safety
improved benefits for workers who are not working, because they’re sick, retired or made redundant (dismissed not because of any fault of their own)
financial support if a member thinks he/she has been unfairly dismissed or treated
benefits that have been negotiated for union member such as discounts on firm’s products, provision of health services.
-
costs money to be member- a membership fee will be required
may be asked to take industrial action even if they don’t agree with the union- they may not get paid during a strike, for example.
