organisational structure

Question 1

functional structure

Answer 1

departments have clearly defined roles and responsibilities in socialist areas such as marketing, finance,human resources or operations - less connection bw departments, employees feel remote from senior manager, competiotn
functional manager is a senior employee who has authority over a complete organisational unit

a more competitive market will demand a more quicker acting and more flexible structure
as business expands its internal structure must change, organisational structure will change with the size of business
business objectives change, the structure must reflect it
intraprenuship is being encourages-matrix structure- high levels of delegation and flexibility of team membership is important

Question 2

hierarchical structure

Answer 2

a structure consisting of multiple levels in which embers of the organisation, apart from one, are surbodinate to someone else.

levels of hierarchy - represent a grade or rank of staff, a narrow org structure has many levels which creates issues such as communication problems , messages being distorted, this on lower level can feel remote
span of control- the number of subordinate employees directly accountable to manager can be flat or tall
chain of command - this the route through which authority from the chief executive and the board of directors is passed down through an org

Question 3

matrix structure

Answer 3

an organisational structure that creates project teams that cut across traditional functional departments

-orgs need flexible structures that remove as much bureaucracy as possible- project team should lead to innovative creative ideas and employees more motivated
-less direct control from senior managers, passing down of authority can be difficult to sneer managers to accept, toe bosses if it retains levels of hierarchy

Question 4

delegation and accountability

Answer 4

delegation- passing authority down the organisational hierarchy , Herxberg points out is beneficial to motivation of employees and give seniors more time to focus on strategic roles, shows trust, develops and trains and achieves fulfilment. managers may only delegate boring jobs, insufficient authority is given or if the task is not well defined then the delegation will fail

accountability - the obligation of the individual to account for and explain their actions and to disclose the results of their work honestly
-give clear expectations, make sure employee has appropriate skills, two way communication, clear measurement of performances and the consequences.

Question 5

centralisation and desentralisation

Answer 5

centralisation is keeping all the important decision making powers within head office or the centre of the organisation

decentralisation is decision-making powers are passed down the heirachy to empower subordinates and area or product managers

Question 6

line and staff managment

Answer 6

line managers who have direct authority over people, decisons and resources within the heirachy of an organisation

staff management who as specialist provide support, information and assistance to senior line managers- there is always potential for conflict between line and staff management, staff managers are seen as less loyal as their services are in great demand and they are well paid so line managers can resent experts coming into the org and telling them how to do their jobs