Internal Environment of LSO's (SAC 2)

Question 1

Management Structure

Answer 1

describes the ways in which parts of an organisation are formally arranged to achieve objectives

Question 2

Management Hierarchy

Answer 2

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

Question 3

Chain of Command or Line of Authority

Answer 3

a system that determines responsibility, supervision and accountability of members of the organisation. One person is in control and info is passed from top to bottom

Question 4

Unity of Command

Answer 4

states that each employee within an organisation should report to only one supervisor

Question 5

Span of Control

Answer 5

refers to the number of people for whom a manager is directly responsible. General managers to supervisors is usually 1:4

Question 6

Flat Management Structure

Answer 6

A management structure that has fewer levels of management. Can adapt quicker to change as there are fewer managers needing to approve decisions.
eg. Lenards

Question 7

Functional Structure

Answer 7

involves grouping employees together according to the tasks or jobs they will perform.
eg. an accountant will be part of the finance department

Question 8

Divisional Structure

Answer 8

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

Question 9

Matrix Structure

Answer 9

involves 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

Centralized organizational structures rely on one individual to make decisions and provide direction for the company. Small businesses often use this structure since the owner is responsible for the company’s business operations. Traditional Structures

Question 11

Decentralised Control

Answer 11

Decentralized organizational structures often have several individuals responsible for making business decisions and running the business. Decentralized organizations rely on a team environment at different levels in the business. Flatter Management Structures

Question 12

Corporate Culture

Answer 12

the values, beliefs, ideas and expectations shared by members of an organisation. The style or character of an organisation is consequently reflected in its culture

Question 13

Ritual

Answer 13

routine behavioural patterns in an organisation’s everyday life. For example, regular social gatherings can be held to help develop a sense of belonging among employees who work in small teams during the week

Question 14

Planning

Answer 14

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

Question 15

Strategic Planning

Answer 15

is long-term planning, usually over three to five years. determines where the organisation wants to be in the market, and what the organisation wants to achieve in relation to its competitors

Question 16

Tactical Planning

Answer 16

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

Question 17

Operational Planning

Answer 17

provides specific details about the way in which the organisation will operate in the short term
eg. daily and weekly schedules

Question 18

SWOT Analysis

Answer 18

involves the identification and analysis of the internal strengths and weaknesses of the organisation, and the opportunities in, and threats from, the external environment

Question 19

Organising

Answer 19

is the process of arranging resources (staff, assets and finances) and tasks to achieve objectives