learning outcome 3

Question 1

flat structure characteristics

Answer 1

Few or no levels of middle management.

Broad span of control with employees reporting directly to top-level managers.

Question 2

flat structure effects on operations

Answer 2

Faster decision-making due to fewer levels of hierarchy.

Employees often have more responsibility and autonomy, encouraging creativity and innovation.

Risk of role confusion due to limited supervision, potentially leading to inefficiencies.

Question 3

tall structure characteristics

Answer 3

Multiple layers of management.

Narrow span of control with clear lines of authority.

Question 4

tall structure effects on operations

Answer 4

Clear reporting lines and defined responsibilities improve accountability.

Slower decision-making due to layers of approval.

Promotes specialization, but may create silos, reducing collaboration across departments.

Question 5

centralised structures characteristics

Answer 5

Decision-making authority is concentrated at the top level of management.

Standardized procedures across the organization.

Question 6

centralised structures effects on operations

Answer 6

Consistent decision-making aligns the business with its strategic goals.

Limits the flexibility and responsiveness of lower-level managers to local or immediate needs.

Employees may feel less empowered, which could impact motivation.

Question 7

decentralised structures characteristics

Answer 7

Decision-making authority is distributed across various levels of the organization.

Lower-level managers or teams have autonomy in their areas.

Question 8

decentralised structures effects on operations

Answer 8

Enhances flexibility and responsiveness to local markets or issues.

Encourages innovation and faster problem-solving at lower levels.

Risk of inconsistent decision-making or duplication of efforts across regions or teams.

Question 9

matrix structures characteristics

Answer 9

Employees report to multiple managers, often based on project and functional roles.

Combines aspects of functional and project-based structures.

Question 10

matrix structures effects on operations

Answer 10

Promotes collaboration across departments, fostering innovation and resource sharing.

Can create confusion or conflicts in authority due to dual reporting lines.

Works well for businesses managing complex projects requiring input from various specializations.

Question 11

division of work

Answer 11

The process of breaking down a business’s goals and objectives into smaller, more manageable tasks.

These tasks are then distributed to individuals, teams, or departments based on specialization and expertise.

Question 12

division of work in large organisations - operations management

Answer 12

Handles production processes, ensuring inputs are converted into outputs efficiently.

Question 13

division of work in large organisations - finance

Answer 13

Manages financial resources, including budgeting, accounting, and financial reporting.

Question 14

division of work in large organisations - marketing

Answer 14

Focuses on promoting products and attracting customers through various strategies.

Question 15

division of work in large organisations - human resources

Answer 15

Manages recruitment, training, and employee relations.

Question 16

division of work in large organisations - customer services

Answer 16

Addresses customer queries and ensures satisfaction.

Question 17

benefits of division of work

Answer 17

Encourages specialization, increasing efficiency and expertise in specific tasks.

Reduces redundancy as tasks are clearly assigned to the right individuals or teams.

Question 18

challenges of division of work

Answer 18

Over-specialization may lead to silos, reducing cross-functional collaboration.

Miscommunication between departments can create inefficiencies.

Question 19

span of control

Answer 19

Refers to the number of subordinates directly managed by a single supervisor or manager.

Question 20

types of span of control

Answer 20

Wide Span of Control:

A manager supervises many employees.

Common in flat structures.

Promotes autonomy and faster decision-making but may lead to managerial overload.

Narrow Span of Control:

A manager oversees a smaller number of employees.

Common in tall structures.

Ensures close supervision and better control but may slow decision-making and increase costs.

Question 21

span of control impact on large organisations

Answer 21

Wide spans are often used in departments where employees are experienced and require minimal supervision, such as R&D or sales.

Narrow spans are typical in departments with complex or highly regulated tasks, such as finance or legal teams.

Question 22

chain of command

Answer 22

The formal line of authority and communication within an organisation, dictating how orders are passed from the top levels of management to lower levels.

Question 23

chain of command key features

Answer 23

Vertical Chains: Found in hierarchical structures where authority flows from top to bottom.

Horizontal Chains: Seen in flat or matrix structures where decision-making may involve collaboration across levels or departments.

Question 24

chain of command in large organisations

Answer 24

Clear chains of command are critical for ensuring accountability and maintaining order.

They help employees understand whom they report to and who is responsible for decision-making.

Question 25

challenges of chains of command

Answer 25

Slow communication due to multiple layers. Risk of information distortion as it passes through levels.

Question 26

advantages of short chains of command

Answer 26

Faster decision-making and communication. Encourages agility and responsiveness.

Question 27

communication paths - impact on business operations

Answer 27

In hierarchical or tall structures, communication flows vertically through many layers. This ensures clarity and accuracy of messages due to structured channels but can slow communication and decision-making, with a risk of distortion as messages pass through multiple levels. In flat structures, communication is faster with fewer layers, promoting open dialogue and faster responses. However, this may lead to information overload for managers who have a wider span of control. In matrix structures, communication paths cross departments and teams, facilitating collaboration and information sharing across functions. This can sometimes result in conflicting instructions or priorities from multiple managers.

Question 28

accountability, authority and responsibility key implications

Answer 28

Authority can be delegated, but responsibility cannot. A manager can assign tasks to subordinates (delegation of authority), but they remain accountable for the outcomes. In tall structures, there are clear lines of accountability and authority at each level. This reduces ambiguity in roles and expectations but can create bureaucratic delays that hinder rapid decision-making. In flat structures, accountability and authority are shared across broader spans of control. This encourages employee autonomy and innovation, but it can also create confusion if roles and responsibilities are not well-defined.

Question 29

delegation - impact on operations

Answer 29

Delegation allows managers to focus on strategic decisions while empowering employees to handle operational tasks. In flat structures, managers often delegate more due to their wider span of control. This helps employees develop skills and take ownership of tasks but may make it difficult for managers to monitor and support a large number of subordinates. In hierarchical structures, delegation is more formal and controlled due to clear chains of command. This ensures consistency and compliance with standards but can limit flexibility and innovation.

Question 30

empowerment - impact on operations

Answer 30

Empowerment involves giving employees the autonomy to make decisions within their roles. In flat structures, employees have more freedom and are encouraged to take initiative. This boosts morale, engagement, and creativity, though it can lead to inconsistencies in decision-making. In hierarchical structures, empowerment is limited as decisions often require managerial approval. This ensures alignment with business goals and policies but can slow decision-making and reduce employee motivation.

Question 31

advantages and disadvantages of organisational structures - flat

Answer 31

Flat structures allow for quick decision-making and encourage collaboration and innovation. However, they may lead to role confusion and overwhelm managers with broad responsibilities.

Question 32

Advantages and Disadvantages of Organisational Structures - hierarchical

Answer 32

Hierarchical structures provide clear roles, accountability, and reporting lines, promoting specialization and efficiency. However, they are slower in decision-making and may create silos that hinder collaboration across departments.

Question 33

Advantages and Disadvantages of Organisational Structures - centralised

Answer 33

Centralised structures provide consistency and align decisions with strategic goals. They are easier to implement for policies and procedures but may limit flexibility and reduce employee empowerment.

Question 34

Advantages and Disadvantages of Organisational Structures - decentralised

Answer 34

Decentralised structures promote flexibility and responsiveness to local or departmental needs, encouraging innovation. However, they can result in inconsistencies and duplication of efforts across regions or teams.

Question 35

Advantages and Disadvantages of Organisational Structures - matrix

Answer 35

Matrix structures foster collaboration across departments and make efficient use of resources for complex projects. On the downside, they can create confusion with dual reporting lines and lead to conflicting priorities between managers.

Question 36

Appropriateness of Organisational Structures - flat

Answer 36

Flat structures are suitable for startups or creative industries where quick decisions and collaboration are critical but are less effective for large, complex organizations requiring formalized processes.

Question 37

Appropriateness of Organisational Structures - hierachical

Answer 37

Hierarchical structures are ideal for large businesses requiring strict control, such as manufacturing or government organizations, but they may hinder innovation in fast-paced industries.

Question 38

Appropriateness of Organisational Structures - centralised

Answer 38

Centralised structures work well for businesses needing consistent processes, like retail chains or fast-food franchises, but they may not suit dynamic industries that require rapid, localized decisions.

Question 39

Appropriateness of Organisational Structures - decentralised

Answer 39

Decentralised structures are effective for multinational corporations or businesses operating in diverse markets. However, they may create coordination challenges in highly regulated industries.

Question 40

Appropriateness of Organisational Structures - matrix

Answer 40

Matrix structures are best suited for project-based businesses like engineering, consulting, or technology development but are less appropriate for organizations requiring clear lines of authority and simple operations.

Question 41

Elements of the Organisational Structure in Organisation Charts - division of work

Answer 41

The chart shows how tasks and responsibilities are distributed across departments or functions (e.g., finance, marketing, HR). Each department is often represented as a separate branch of the chart.

Question 42

Elements of the Organisational Structure in Organisation Charts - span of control

Answer 42

Indicates the number of subordinates reporting directly to a manager or supervisor. Wider spans of control are typical in flat structures, while narrower spans appear in hierarchical structures.

Question 43

Elements of the Organisational Structure in Organisation Charts - chain of command

Answer 43

Demonstrates the authority flow from top-level roles to lower-level roles. Vertical lines indicate command status (downwards), while dotted or upward lines may show reporting relationships (upwards).

Question 44

Status of Different Levels of Job Roles - chief executive officer

Answer 44

Position: Top of the chart. Status: Highest-ranking role, reports to the board of directors or stakeholders. Key Tasks: Setting the strategic vision and overall direction of the business. Representing the company externally to stakeholders and investors. Ensuring the organization meets its financial and operational goals.

Question 45

Status of Different Levels of Job Roles - directors

Answer 45

Position: Below the CEO, heads of key departments (e.g., Director of Marketing, Finance Director). Status: Report directly to the CEO. Key Tasks: Overseeing their specific functional area. Developing policies and strategies in line with organizational objectives. Monitoring departmental performance and managing budgets.

Question 46

Status of Different Levels of Job Roles - managers

Answer 46

Position: Below directors, responsible for leading teams within departments. Status: Report to directors, with authority over supervisors and team members. Key Tasks: Managing daily operations and ensuring departmental goals are met. Coordinating with other managers and departments to align efforts. Recruiting, training, and evaluating staff performance within their teams.

Question 47

Status of Different Levels of Job Roles - supervisors

Answer 47

Position: Below managers, responsible for overseeing specific tasks or teams. Status: Report to managers, oversee operatives and assistants. Key Tasks: Assigning tasks and monitoring the performance of team members. Ensuring team compliance with company policies and procedures. Reporting progress and issues to managers.

Question 48

assistants / operatives

Answer 48

Position: At the bottom of the hierarchy. Status: Report to supervisors and may have little or no authority over others. Key Tasks: Carrying out the day-to-day activities required for business operations. Performing specific tasks or roles assigned by supervisors. Supporting their teams by maintaining high productivity levels.

Question 49

Reporting and Command Status Reporting Status (Upwards):

Answer 49

Employees at each level are accountable to their immediate supervisor or manager. For example: Assistants report to Supervisors → Supervisors report to Managers → Managers report to Directors → Directors report to the CEO.

Question 50

Reporting and Command Status Command Status (Downwards):

Answer 50

Authority flows from higher-level roles to lower levels, ensuring tasks are assigned and carried out efficiently. For example: The CEO delegates tasks and authority to Directors → Directors delegate to Managers → Managers delegate to Supervisors → Supervisors delegate to Operatives.

Question 51

Benefits of Organisation Charts

Answer 51

Clarity of Roles and Responsibilities: Ensures employees understand their roles, whom they report to, and who reports to them. Helps avoid confusion in task assignments and accountability. Enhanced Communication: Provides a clear visual of communication paths within the organization. Simplifies understanding of who to approach for specific issues or approvals. Efficient Delegation: Highlights how authority and responsibility are distributed, aiding managers in delegating tasks effectively. Performance Management: Helps identify team structures and leadership, supporting performance evaluations and succession planning.