Chapter 12 (organisation) Flashcards

1
Q

what is Organisational structure?

A

Organisational structure is the internal, formal framework of a business that shows the way in which management is organised and linked together and how authority is passed through the organisation

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2
Q

what is The hierarchical (or bureaucratic) structure

A

This is one where there are different layers of the organisation with fewer and fewer people on each higher level. In general terms it is often presented as a pyramid.

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3
Q

The hierarchical (or bureaucratic) structure order?

A
1 Chief Executive
2 Directors
3 Middle Managers
4 Supervisors
5 Line Workers
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4
Q
The hierarchical (or bureaucratic) structure
Advantages?
A

1 The role of each individual will be clear and well defined
2 There is a clearly identifiable chain of command
3 This traditional hierarchy is most frequently used by organisations based on a ‘role culture’, where the importance of the role determines the position in the hierarchy

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5
Q

The hierarchical (or bureaucratic) structure Disadvantages?

A

1 Such a structure tends to suggest that one-way (top downwards) communication is the norm – this is rarely the most efficient form
2 There are few horizontal links between the departments or the separate divisions, and this can lead to lack of coordination between them

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6
Q

what is The matrix structure?

A

A matrix structure is an organisational structure that creates project teams that cut across traditional functional departments

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7
Q

The matrix structure Advantages?

A

1 It allows total communication between all members of the team, cutting across traditional boundaries between departments in a hierarchy where only senior managers are designed to link with and talk to each other.
2 There is less chance of people focusing on juts what is good for their department. This is replaced with a feeling of what is good for the project and the business as a whole.
3 The crossover of ideas between people with specialist knowledge in different areas tends to create more successful solutions

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8
Q

The matrix structure Disadvantages

A

1 There is less direct control from the ‘top’ as the team may be empowered to undertake and complete a project
2 This passing down of authority to more junior staff could be difficult for some managers to come to terms with
3 The benefit of faster reaction to new situations is, therefore, at the expense of reduced bureaucratic control, and this trend may be resisted by some senior managers
4 Team members may have, in effect, two leaders if the business retains levels of hierarchy for departments but allows cross-departmental teams to be created

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9
Q

what is Levels of hierarchy?

A

A level of hierarchy is a stage of the organisational structure at which the personnel on it have equal status and authority

A tall (or narrow) organisational structure has a large number of levels of hierarchy and this creates three main problems,
1 Communication through the organisation can become slow with messages becoming distorted or ‘filtered’ in some way
2 Spans of control are likely to be narrow
There is likely to be a greater sense of remoteness, among those on lower levels, from the decision-making power at the top

In contrast a flat organisational structure will have few levels of hierarchy, but will tend to have wider spans of control

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10
Q

what is Chain of command

A

The chain of command is the route through which authority is passed down an organisation – from the chief executive and the board of directors

The taller the organisational structure, the longer will be the chain of command – slowing down communications.

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11
Q

what is Span of control

A

The span of control is the number of subordinates reporting directly to a manager

Span of control, can either be wide – with a manager directly responsible for many subordinates – or narrow – a manager has direct responsibility for a few subordinates

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12
Q

what is Delegation

A

Delegation is passing authority down the organisational hierarchy

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13
Q

Advantages of delegation

A

1 Gives senior managers more time to focus on important, strategic roles
2 Shows trust in subordinates and this can motivate and challenge them
3 Develops and trains staff for more senior positions
4 Helps staff to achieve fulfilment through their work (self-actualisation)

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14
Q

Disadvantages of delegation

A

1 If the task is not well defined or if inadequate training is given, then delegation is unlikely to succeed
2 Delegation will be unsuccessful if insufficient authority (power) is given to the subordinate who is performing the tasks
3 Managers may only delegate the boring jobs that they do not want to do – this will not be motivating

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15
Q

What is Centralization

A

Centralization means keeping all the important decision-making powers within head office or the center of the organisation

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16
Q

What is Decentralization

A

Decentralization means decision-making powers are passed down the organisation to empower subordinates and regional/product managers

17
Q

What is Delayering

A

Delayering means removal of one or more of the levels of hierarchy from an organisational structure

18
Q

Advantages of delayering

A

1 Reduces business costs
Shortens the chain of command and should improve communication through the organisation
2 Increases spans of control and opportunities for delegation
3 May increase workforce motivation due to less remoteness from top management and greater chance of having more responsible work to perform

19
Q

Disadvantages of delayering

A

1 Could be ‘one-off’ costs of making managers redundant, for example redundancy payments
2 Increased workloads for managers who remain – this could lead to overwork and stress
3 Fear that redundancies might be used to cut costs could reduce the sense of security of the whole workforce – one of Maslow’s needs

20
Q

Advantages of centralisation

A

1 A fixed set of rules and procedures in all areas of the firm should lead to rapid decision making – there is little scope for discussion
2 The business has consistent policies throughout the organisation. This prevents any conflicts between the divisions and avoids confusion in the minds of consumers.
3 Senior managers take decisions in the interest of the whole business – not just one division of it
4 Senior managers at central office will be experienced decision makers, this reducing the risks.

21
Q

Advantages of decentralisation

A

1 More local decisions can be made that reflect different conditions – the managers who take the decisions will have local knowledge and are likely to have closer contact with consumers
2 More junior managers can develop and this prepares them for more challenging roles
3 Delegation and empowerment are made easier and these will have positive effects on motivation
4 Decision making in response to changes, for example in local market conditions, should be quicker and more flexible as head office will not have to be involved every time

22
Q

what is a Line manager

A

Line managers are managers who have direct authority over people, decisions and resources within the hierarchy of an organisation

23
Q

what is a Staff managers

A

Staff managers are managers who, as specialists, provide support, information and assistance to line managers