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Bus Man > Internal Organisations > Flashcards

Internal Organisations Flashcards

0
Q

Functional grouping

A

Departments where staff have similar skills & expertise & do similar jobs e.g. Marketing, Finance, HR, Operations, R&D

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1
Q

Types of organisational groupings

A

Functional, product/service, customer, place/territory, technology, line/staff

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2
Q

Advantages of functional grouping

A

Staff with similar expertise are kept together allowing specialisation, Organisation has clear structure, Staff know who to go to when they need a job done

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3
Q

Disadvantages of functional grouping

A

See sheet

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4
Q

Product/service grouping

A

Divisions/departments where each deals with a different product or product range. Each division has it’s own functional staff. E.g. TV company: sports, film, music, children’s divisions

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5
Q

Advantages of product/service grouping

A

See sheet

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6
Q

Disadvantages of product/service grouping

A

See sheet

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7
Q

Customer grouping

A

Divisions dealing with different types of customer e.g. Retail, Trade, Overseas, Mail Order

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8
Q

Advantages of customer grouping

A

Each division is able to give a service, price & promotions suited to its own type of customer. Customer loyalty builds up because of personal service

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9
Q

Disadvantages of customer grouping

A

See sheet

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10
Q

Place/territory grouping

A

Staff are divided into divisions, each dealing with a different geographical area e.g. Scotland, midlands, south/north of England

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11
Q

Advantages of place/territory grouping

A

Allows an organisation to cater for the needs of customers in different geographical locations

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12
Q

Disadvantages of place/territory grouping

A

It can be expensive to staff as administration, finance & marketing procedures are duplicated in various divisions

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13
Q

Technology grouping

A

A manufacturing company groups it’s business activities according to technological or production processes. Only suitable for large organisations which have different products & production processes

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14
Q

Line/staff grouping

A

Organisation is divided up into line departments involved in generating revenue and staff departments providing specialist support for the whole organisation e.g. Finance & HR

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15
Q

An organisational chart shows:

A

Relationship between staff, who has authority over whom, who is in charge of organisation/each department, chain of command & lines of communication

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16
Q

Features of a Narrow Span of control

A

See sheet

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17
Q

A wide span of control means:

A

See sheet

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18
Q

Factors which affect the Formal Structure of an organisation:

A

See sheet

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19
Q

Types of (formal) organisational structure

A

Hierarchical, flat, entrepreneurial, matrix, decentralised, centralised

20
Q

Hierarchical structure

A

See sheet

21
Q

Flat structure

A

See sheet

22
Q

Entrepreneurial

A

See sheet

23
Q

Matrix structure

A

See sheet

24
Q

Decentralised structure

A

See sheet

25
Q

Centralised structure

A

See sheet

26
Q

Responsibility of management to ensure:

A

See sheet

27
Q

Organisational relationships

A

Line, lateral, functional, staff, informal

28
Q

Line relationship

A

Vertical relationship that exists between manager and their subordinate(s). Work allocated from manager to subordinate. Manager has authority over subordinate.

29
Q

Lateral relationship

A

Exists between staff on the same horizontal level of the organisation

30
Q

Functional relationship

A

Exists where a specialist function is given to a department e.g. HR That department is given responsibility for the function throughout the organisation

31
Q

Staff relationship

A

When someone has an advisory relationship with another member of staff. They have no authority over departments as they only advise e.g. Computer consultant

32
Q

Informal relationship

A

Can develop between staff at breaks, during work, when socialising. See sheet

33
Q

Changes in organisational structure

A

Delayering

Downsizing

34
Q

Delayering

A

Involves reducing staff levels by cutting out levels of management. See sheet

35
Q

Downsizing

A

Involves removing certain areas of the organisations activities by closing factories or merging divisions together. See sheet

36
Q

Delayering helps to:

A

See sheet

37
Q

Disadvantages of delayering

A

Causes redundancies.

Gives fewer promotion opportunities for staff which can lower morale

38
Q

Downsizing helps to:

A

Cut costs & increase profits
Become more competitive & efficient
Empower remaining staff

39
Q

Disadvantages of downsizing

A

Lose valuable skills, experience & knowledge of many staff resulting in low staff morale during the downsizing process

40
Q

Empowerment means:

A

See sheet

41
Q

Empowering staff may lead to:

A

See sheet

42
Q

An organisation benefits from empowerment by having:

A

See sheet

43
Q

Empowerment may not be successful because:

A

See sheet

44
Q

Corporate culture is:

A

The values, beliefs, and norms relating to the company or organisation that are shared by all it’s staff

45
Q

Corporate culture is developed through:

A

See sheet

46
Q

Communication of corporate culture is done through:

A

Honouring employees for excellent work, training courses, company magazines/newsletters, company events, social events, staff uniforms, company videos

47
Q

Advantages of strong corporate culture

A

Employees feel part of the organisation. Improved employee relationships. Increased staff motivation, employee loyalty, productivity

Bus Man (18 decks)

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