Chapter Two: Internal Environment Of Large-Scale Organisations SAC 2a

Question 0

Management Hierarchy

Answer 0

The arrangement that provides increasing authority at higher levels of the hierarchy.

Question 1

Management Structure

Answer 1

The ways in which the management, employees and resources of an organisations are formally arranged to achieve objectives.

Question 2

Chain of command (or line authority)

Answer 2

A system that determines responsibility, supervision, and accountability of members of the organisation.

Question 3

Unity of command

Answer 3

The principle of each employee within an organisation reporting to only one supervisor.

Question 4

Span of control

Answer 4

The number of people for whom a manager is directly responsible.

Question 5

Bureaucratic structure

Answer 5

An administrative or social system that relies on a set of rules and procedures, separation of functions and a hierarchical structure in implementing controls over an organization, government or social system.

Question 6

Flat organisational structure

Answer 6

A flat organisation (also known as horizontal organisation or delayering) is an organisation that has an organisational structure with few or no levels of middle management between staff and executives.

Question 7

Functional structure

Answer 7

Grouping employees together according to the tasks or jobs they will perform.

Question 8

Divisional structure

Answer 8

Grouping employees together according to divisions that may be geographical, or customer, product or process focused.

Question 9

Matrix structure

Answer 9

Bringing together specialists from different parts of the organisation to solve specific problems or to undertake specific projects in teams.

Question 10

Centralised control

Answer 10

A

Question 11

Decentralised control

Answer 11

A

Question 12

Corporate culture

Answer 12

The values, ideas, expectations and beliefs shared by members of the organisation.

Question 13

Ritual

Answer 13

A

Question 14

Planning

Answer 14

The process of setting objectives and deciding on the methods to achieve them.

Question 15

Strategic planning

Answer 15

Long-term planning, usually over two to five years.

Question 16

Tactical planning

Answer 16

Flexible, adaptable, medium-term planning, usually over one to two years, which assists in implementing the strategic plan.

Question 17

Operational planning

Answer 17

Providing specific details about the way in which the organisation will operate in the short term.

Question 18

SWOT Analysis

Answer 18

Identifying and analysing the internal strengths and weaknesses of the organisation, and the opportunities in, and threats from, the external environment.

Question 19

Organising

Answer 19

The process of arranging resources and tasks to achieve objectives.

Question 20

Leading

Answer 20

The process of influencing or motivating people to work towards the achievement of the organisation’s objectives.

Question 21

Interpersonal qualities

Answer 21

Interpersonal skills are the life skills we use every day to communicate and interact with other people, both individually and in groups. People who have worked on developing strong interpersonal skills are usually more successful in both their professional and personal lives.

Question 22

Informational qualities

Answer 22

Information that is suitable for all of an organisation’s purposes, not just my purposes.

Question 23

Decision-making qualities

Answer 23

Decision making is the mental process of choosing from a set of alternatives. Every decision-making process produces an outcome that might be an action, a recommendation, or an opinion.

Question 24

Policy

Answer 24

A set of broad guidelines to be followed by all employees when dealing with important areas of decision making.

Question 25

Procedure

Answer 25

A series of actions enabling a policy to be put into practice. It can also be used to resolve a dispute brought about by a breach of a policy.

Question 26

Ethical management

Answer 26

Abiding by moral standards and doing the ‘right’ thing in the interests of all stakeholders.

Question 27

Audit

Answer 27

An independent check of the accuracy of financial records and accounting procedures.

Question 28

Corporate code of conduct

Answer 28

A set of ethical standards for managers and employees to uphold.

Question 29

Social responsibility

Answer 29

The obligations a business has over and above its legal responsibilities to the wellbeing of employees and customers, shareholders and the community as well as the environment.

Question 30

Social report

Answer 30

A report that outlines what an organisation has done, and is doing, with regard to social issues.

Question 31

Conflict of interest

Answer 31

A situation in which a person is in a position to derive personal benefit from actions or decisions made in their official capacity.