Organising Conor Flashcards
Organising define
It is arranging the resources of a business into an organised structure in order to achieve it objectives
Define span of control
The number of subordinate that report directly to one manager in a hierarchy
What is a Widespan of control?
A large number of employees reporting to one manager. It is used with employees do not require supervision as they complete repetitive tasks
What are the impacts of a wide span of control?
Errors – mistakes may occur because management cannot adequately supervise their employees. There may be a drop-in quality produced by the Business.
Management burnout – management will have less time for strategic planning as they have a large number of people reporting to them so have a high workload and become become overwhelmed
Poor communication – there may be confusion for staff as well as expected for them. As it is difficult for management to give all staff proper feedback.
Morale – due to a lack of contact between management and employees they may not feel valued. They may also become frustrated which can damage morale
What is an narrow span of control?
Where a smaller number of employees are reporting to management. It is used for complex or dangerous tasks.
What are the impacts of an narrow span of control?
Improved communication – managers have more time to devote to each employee and can provide more individualised feedback and guidance. Stronger relationships are built which can lead to better morale and higher levels of job satisfaction.
What are the impacts of an narrow span of control?
Improve communication – managers can provide more individualised feedback and guidance. This can help them build stronger relationships and there can be better morale and higher level of job satisfaction.
Improve supervision – with fewer employer employees reporting to one manager there is more opportunity for personal attention and mentoring which can lead to improved overall productivity and quality of work
High workload for managers. With your subordinance to dedicate tasks to my managers can be left with a load of work to do leading to burn out and reduce product activity
Lack of diversity and perspectives – no response of control can limit the diversity of perspectives leading to a limited range of viewpoints and approaches consider considered. As fewer people are involved within the organisation leading to a lack of innovation.
What are the factors impacting the span of control choosing?
Skill of manager – a manager with more training and expertise is more capable of overseen more employees so can use a span of control. If the manager is inexperienced they can use a narrow
Skill of workforce – if employees are well trained and skilled with their works they would require less supervision meaning wide can be used where as they are unsure about their role manager should choose a narrow
Nature of work – if it is repetitive and straightforward wide can be used a narrow spa can be used if it’s dangerous and requires lots of complex things
Describe how you withdraw a functional organisational structure
You have board of directors at the top
Managing director below them
Then you have your departments which are all separate
Below each department is an individual group of workers specific for that department
What are the benefits of a functional organisational structure?
Clear chain of command – improves communication as there is a clear chain of command which leads to quicker decision making an easier feedback
Clear promotional path – the structure is laid out clearly so subordinates can see their potential career path increasing motivation
Specialisation that each department focuses on a specific function so they can specialise in this
What are the drawbacks of a functional organisation structure?
Cross Apartments – communication between departments can be poor. Managers may be less willing to listen to other managers on their level which can limit productivity.
Business goals – each department will have their own specific goals which can remove focus from the overall business goals leading to departments feeling separate
Describe a matrix organisational structure as if you were to draw it
Board of directors at the top
Managing director below
Below them department S
In each department, there is two teams a and b
Each department has two teams of the same employees so production would have two teams of engineers
Team a and team be have the same types of employees and they both work together as teams but also each type of employee works together
What are the benefits of a matrix organisational structure?
Improved innovation – there is a variety of skills and experience which will lead to more innovative ideas given the business a competitive advantage
Improved relationships – departments will have a greater understanding of what other departments do
– Staff staff motivation – employees will be working as part of a team so they will have their social needs satisfied
What are the disadvantages of a matrix organisational structure?
Complex chain of command – employees will have a department manager and a team manager to report to. They can also be mixed messages from both managers which can damage productivity.
Slow decision-making – lots of different people working in the team having an input which leads to better ideas but it takes longer to make decision decisions
Team development – every team goes through four stages when they’re formed there may be disagreements and a drop in productivity
Describe if you were to draw a product organisational structure
You have board of directors at the top
Below them CEO
Blow them three parts of a business
Within each part of the business, our managers relating to that section of the Business
Underneath each manager are employees relating to that individual managers role
What are the advantages of product organisational structure?
Efficient use of resources – each department is focused on their own product range which ensures all resources are used efficiently to make the needs of the Business
Consumer focus – each part of the business can adapt to changes in the market
Competition between departments – if one department does see other department doing well it needs to a source of motivation. Improved productivity and entrepreneurship.
What are the drawbacks of a product organisation structure?
Duplication of resources – each product has their own sales finest and marketing department. This lead to increase spending unemployed facilities and resources.
Lack of cohesion – departments may become overly focused on their own prodigals and ignore the overall targets of the business
Describe a geographic organisational structure as if you were to draw it
Board of directors at the top
CEO below
Then splitting the business into different regions
Under each region are its own departments
What are the benefits of a geographical organisational structure?
Meat local needs – each regional department can react to the needs of their local market. This helps penetrate foreign market and increase sales.
Competition between regions – healthy competition improves productivity and profitability
Lower costs – each regional department is judged on their results so there will be a focus on profit maximisation. It helped reduce costs for the business overall.
What are disadvantages of a geographical organisational structure?
Duplication of resources – each regional area has their own sales finance and marketing department which can lead to increase spending on employees facilities and resource
Conflict – conflict may rise between senior management and local managers over who knows best for the local businesses
