9. Strategy and structure Flashcards

1
Q

Simple structure

A

Owner-managed

All decisions are made by the owner

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2
Q

Functional structure

A

Outgrown simple structure

Organise business on a functional basis

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3
Q

Divisionalised structure (product/ division based)?

A

Structured in accordance with product lines/ brands or divisions

Divisions are profit centres

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4
Q

Divisionalised structure (geographically based)?

A

Structured in accordance with location

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5
Q

Matrix structure?

A

Combines benefits of the divisional structure and the functional structure

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6
Q

Advantages of matrix structure

A

Improves cross functional communication
Useful for projects and temporary teams
Flexibility

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7
Q

Disadvantages of matrix structure

A

Dual command
Dilution of functional authority
Time-consuming meetings

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8
Q

Flexible structures

A

Virtual
Hollow
Modular

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9
Q

Virtual

A

Remote

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10
Q

Hollow

A

Non-essential activities are outsourced

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11
Q

Modular

A

Production processes become separate modules and are outsourced

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12
Q

What does theHandy Shamrock do?

A

Analyses how companies can improve efficiency and cut costs by considering staffing issues more flexibly

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13
Q

What are the components of the shamrock?

A

Professional core - main contact
Flexible labour force
Customers - eg airport checking in themselves
Contractual fringe - eg lighting crew

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14
Q

What are Mintzbergs 6 component parts of an organisation?

A

Operating core
Strategic apex
Middle lin
Technostructure
Support structure
Ideology

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15
Q

Operating core

A

People who do the work (doctors)

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16
Q

Strategic apex

A

Higher management with the overall strategic long-term planning and control

17
Q

Middle line

A

Managers linking between the strategic apex and operating core

18
Q

Technostructure

A

Accountants etc whose role is to design procedures and standards

19
Q

Support structure

A

Services which support operations and are often outsourced (eg catering)

20
Q

Idealogy

A

Organisations values and beliefs that holds them together

21
Q

Tall organisations

A

More number of reporting levels to the CEO

22
Q

Flat organisations?

A

Less number of reporting levels to the CEO

23
Q

Decentralisation

A

Refers to the degree of decision making ability diffused through an organisation

24
Q

Burns and Stalker model?

A

State there are two types of extreme structure: mechanistic and organic

25
Q

Mechanistic

A

Rigid - suitable for stable environment

26
Q

Organic

A

Flexible - suitable for dynamic environment

27
Q

How to calculate return on investment?

A

Profit for the period/ average capital employed during the period

28
Q

Adv of return on investment?

A

Widely used and accepted
Allows comparison

29
Q

Disadv of return on investment?

A

Accounting policies can make comparisons difficult
ROI increases with the age of assets

30
Q

How to calculate residual income?

A

Controllable profit - (Capital employed x target % return)

31
Q

What is transfer pricing?

A

Price at which one division in group sells its products or services to another in the same group

32
Q

Which methods can be adopted when setting transfer prices?

A

Cost plus pricing
Opportunity cost
Negotiated cost

33
Q

What is corporate responsibility?

A

The activities and obligations of a business in achieving sustainability

34
Q

What is corporate governance?

A

The rules governing the structure and objectives of the organisation and the relationship between management, the board and shareholders

35
Q
A