Management, Organisatunf And Projects Flashcards
What is an organisational structure and explain the four structural types
Structures give people formally defined roles responsibilities and lines of reporting. We can think of structure as the best outline of an organisation, and how it may intact organisations and organising.
4 structural types:
Functional
Divisional
Matrix
Project
Explain ‘functional’ structure type
Functional structure divides responsibilities according to the organisations propionate specialist roles such as: research, production, sales, IT
Structure: chief executive on top, the rest on same level below (productive department, sales and marketing department, finance and accounting, personnel)
Advantages:
- chief executive connected to all operations
- reduces / simplifies control mechanisms
- clear definition of responsibilities
- specialists in project groups/ teams at senior and middle management levels
Disadvantages:
- senior managers overburdened with routine matters
- Senior managers neglect organisational issues
- difficult to cope with diversity
- coordination between functions and project teams is difficult
Explain divisional structure
Divisional structure is derived of separate divisions on the basis of products, services or geographical areas
‘Divisionalisation’ can be an attempt to overcome problems at functional structures have in dealing with diversity
Structure: head office on top, central services (finance) below it, then all the decisions at same level below that
Advantages:
- flexible (add or divest divisions)
- control by performance
- ownership of direction and projects
Disadvantages:
- duplication of central and and divisional functions
- fragmentation and non cooperation between teams and projects
- danger of loss of central control
Explain the matrix structure
Matrix structure combines different structural dimensions simultaneously.
This may include product divisions and geographical territories or proctor divisions and functional specialisms. In matrix structure, stafff typically report or multiple managers rather than a single line of command
Structure: product divisions on the left and trading companies on the top in matrix format
Advantages:
- integrated knowledge between teams and projects
- flexible
- allow of dual dimensions
Disadvantages:
- length of time to make decisions
- unclear job and take responsibilities
- unclear cost and profit responsibilities
- Hugh degrees of conflict
Explain project structure
Project structure consists of teams or groups that are put together to undertake a specific project. Project structures are typically dissolved when the project is complete/ has ended but can renew this type is appropriate for organisations that deliver Large and expensive goods or services and those delivering time- limited events.
Structure : project (on top), lead (below that) , team( below that)
Advantages:
- episodic- clear and focused
- highly flexible
- clear accountability and control
- Effective for knowledge and cultural exchange
Disadvantages:
- can be unorganised or chaotic if not well planned
- lack of continuity can hinder knowledge sharing, morale p
- uncertainty ( will it work?)
List the factors (internal and external) of uncertainty
External, (macro environmental) :
- political
- economic
- technological
Internal sources:
- human
- knowledge
- Plurism
What is an environmental jolt and give an example
A sudden and unprecedented event.
Example : sudden doctors strike in Sam Francisco in the 1970’s
Might consider recent political events .. trump, Brecht
A macro-environmental view of uncertainty
Environmental jolts might force organisations into ‘adaption’ of their organising, structure or projects. The adaptations might occur through organisations, absorbing jolts, readjusting and demonstrating organisational learning from them.
Organisations can grow more resilient
what is plurism in organisation
Pluralism is the dispersed nature of stakeholder views and the prominence of competing stake holder demands. Pluralism is important in organising as it is typically concerned with a unified direction and attempting to get everyone on the same page.
Characterised by two key concepts :
- diffuse power
- divergent objectives
What is diffuse power
Diffuse power concerns the widely dispersed nature of stakeholders
Pluralistic organisations are made up of many different diverse groups or ‘constituencies ‘
This could be various types of communities groups or professionals and means silos are Developed and knowledge is dispersed
What is divergent objectives
Divergent objectives concerns the potentially diverse and sometimes paradoxical demands of stakeholders.
Organisations exhibit existence of divergent and sometimes contradictory goals
Organisational groups and silos might support and lean towards particular objectives/ viewpoints
Such varying goals are often the root of persisting tensions within organisations
Give an example of diffuse power
Geographical location is particularly relevant here. Key stakeholders and members are spread out not closely aligned.
Small staff base in headquarters and difficult to understand needs for the organisation and powerful stakeholder groups become siloed.
Give example of divergent objectives
Where different types of professionals/ professional hierarchy exits to a high degree ( admin staff, nurses, surgeons etc)
Autonomous and powerful actors have their own views in organisation and its direction
Difficult to align and balance the competing demands of various stakeholders
What is agility about in an organisation and what are the three capabilities needed to achieve agility
Agility (in an organisational context) is about being quick and flexible to emerging changes in the environment
3 capabilities :
- resource fluidity
- leadership unity
- strategic sensitivity
What is resource fluidity and what are the key steps to building capability
Resource fluidity represents reconfiguring of activity systems and redeploying resources rapidly
Key steps to building capability:
- deploying resources rapidly to ensure smooth operations/ organising processes.
- mobilising people to enable effective delivery of goals in departments, groups, projects.
- include of incentives for continued collaboration in organising project work
Explain leadership unity
Leadership unity represents the ability of senior teams to make bold ‘fast’ decisions , without being caught up in ‘win -lose’ politics at the top
Key steps to building capability:
-. Avoiding political stalemates and personal insecurities in organising the projects.
- working together as a team to ensure decisions are made quickly and effectively
- inclusive and collaborative leadership style as a means of nurturing unity in organising and projects
