Slides 25 Flashcards

1
Q

What does organizational structure describe?

A

The arrangements by which a firm:
* Divides up its critical tasks
* Specifies how decisions are to be made among managers and employees
* Establishes routines and information flows to support operations

These arrangements can be both formal and informal.

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2
Q

What is the Agency Problem?

A

Owners/shareholders do not manage the day-to-day company operations. Instead, they hire a professional manager to run the company on their behalf.

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3
Q

List the types of organizational structure.

A
  • Functional Structure
  • Divisional Structure
  • Matrix Structure
  • Flat Structure
  • Network Structure
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4
Q

True or False: Strategy follows structure.

A

True

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5
Q

What are the key components of sustaining competitive advantage?

A
  • Unique value proposition
  • Strong brand recognition
  • Efficient supply chain management
  • Innovation and product development
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6
Q

What competitive advantages has Apple historically had?

A
  • Strong brand loyalty
  • Innovative product design
  • Premium pricing strategy
  • Ecosystem of products and services
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7
Q

Fill in the blank: The expected life of the factory and machines is _____ years.

A

10

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8
Q

What is the sales price of the laptop in Scenario 1?

A

€550

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9
Q

If Raya expects to sell 200,000 laptops per year, what are the total costs to make the batteries?

A

€122,000,000

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10
Q

What is the annual EBITDA for the ‘buy’ scenario in Scenario 1?

A

€8,400,000

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11
Q

What is the consumer surplus when the average consumer’s willingness-to-pay is €600?

A

€50.00

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12
Q

What should Raya do if the total costs to make the batteries are higher than to buy?

A

Buy the batteries

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13
Q

What is the EBIT for the ‘make’ scenario in Scenario 2?

A

€(9,500,000)

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14
Q

What is the expected annual maintenance cost for the factory?

A

€15,000,000

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15
Q

True or False: The total fixed costs are the same in both make and buy scenarios.

A

False

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16
Q

What could Raya do to try and increase their profitability?

A
  • Reduce costs
  • Increase sales price
  • Expand product line
  • Improve operational efficiency
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17
Q

In Scenario 2, if Raya lowers the price to €500, how many laptops could they sell per year?

A

300,000

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18
Q

What are the average costs to buy the laptop batteries in Scenario 2?

A

€521.33

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19
Q

What are the annual overhead costs for the ‘buy’ scenario in Scenario 1?

A

€7,000,000

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20
Q

Fill in the blank: The corporate tax rate is _____%.

A

25

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21
Q

What is the maximum capacity of the factory?

A

500,000

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22
Q

In which market is Raya trying to compete with its new factory?

A

European market

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23
Q

What is the Agency Problem?

A

Owners/shareholders do not manage day-to-day operations and hire professional managers to run the company on their behalf.

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24
Q

Why is organizational structure important for a firm?

A

It helps align employee goals with management and owners, and can maximize profit by making employees more efficient.

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25
Q

What are two key reasons for the importance of structure in a firm?

A
  • Aligns employee goals with management
  • Maximizes profit through efficiency
26
Q

What does the term ‘Departmentalization’ refer to?

A

The choices managers make regarding the appropriate division of labor within the firm.

27
Q

What are the types of departmentalization?

A
  • Tasks (or functions)
  • Inputs
  • Outputs
  • Geography
  • Time of Work
28
Q

What does coordination in organizational structure dictate?

A

How easily information flows throughout the company.

29
Q

What is the role of control in organizational structure?

A

Determines who gets to make specific decisions.

30
Q

What are Self-Contained Departments?

A

Autonomous work units where managers control operating decisions and provide summary financial data to headquarters.

31
Q

What is Task Interdependence?

A

The extent to which two or more positions in an organization depend on each other to do their work.

32
Q

Define Sequential Interdependence.

A

When one group depends on the other group’s outcome, but not vice versa.

33
Q

What is Pooled Interdependence?

A

When two or more groups are not directly dependent on one another, but their financial success impacts each other.

34
Q

What is the definition of Complex Hierarchy?

A

An organizational structure involving multiple groups and levels of grouping.

35
Q

What does a Functional Structure (U-Form) entail?

A

Each department is responsible for a particular functional area such as finance or marketing.

36
Q

What is the Multidivisional Structure (M-Form)?

A

Organized along dimensions such as product line, geography, or type of customers.

37
Q

Why is the M-Form structure advantageous?

A

It is suitable for companies with a diversified portfolio of products or geographic markets.

38
Q

Fill in the blank: A firm’s structure can help maximize profit by making employees more _______.

A

[efficient]

39
Q

True or False: A firm’s organizational structure should logically fit the strategy the firm chooses to pursue.

40
Q

What is the relationship between strategy and structure?

A

Strategy follows structure; the structure must support the strategy for effectiveness.

41
Q

What are the four primary activities in a firm’s value chain?

A
  • Inbound logistics
  • Production operations
  • Outbound logistics
  • Marketing & Sales
42
Q

What is the purpose of a hierarchy in an organization?

A

To coordinate and monitor the actions of others as firms become more complex.

43
Q

What is the definition of ‘Technology’ in the context of organizational structure?

A

The scientific knowledge a firm possesses and its application to products and services.

44
Q

What is the M-Form structure?

A

The M-Form structure is used when companies have a diversified portfolio of products or geographic markets, allowing for delegated operational and strategic decision-making to division managers.

It is considered as several U-Shape organizations operating under a single umbrella.

45
Q

Why does the M-Form structure make sense for diversified companies?

A

It enables economies of scope and allows for more operational and strategic decision-making to be delegated from headquarters to division managers.

46
Q

What is an example of a company that uses the M-Form structure?

A

Unilever, which has product types including:
* Beauty & Wellbeing
* Personal Care
* Home Care
* Nutrition (Food)
* Ice Cream

47
Q

What organizational form did Apple have in the 1990s?

A

Apple had a different organizational form before Steve Jobs returned.

48
Q

What organizational form did Apple take after Steve Jobs returned?

A

Apple adopted a new organizational form after Steve Jobs returned, focusing on innovation and product development.

49
Q

What defines a Matrix Structure?

A

A Matrix Structure is organized along two (or more) dimensions, such as product line and geography.

50
Q

What is a key feature of employees in a two-dimensional matrix?

A

Employees belong to two hierarchies and have two bosses.

51
Q

What is an advantage of a Matrix Structure?

A

It allows a firm to economize on scarce human resources.

52
Q

What is a potential problem with a Matrix Structure?

A

Coordination can become a problem when a single employee has multiple bosses.

53
Q

When is a Matrix Structure most suitable?

A

It is most suitable when a single task performed by an employee can benefit two divisions.

54
Q

What is an example of a company that uses a Matrix Structure?

A

Ford, where employees report to both functional managers and project managers.

55
Q

What do functional departments at Ford include?

A

Functional departments include:
* Engineering
* Marketing
* Finance

56
Q

What is a Network Structure?

A

A Network Structure involves workers or groups contributing to multiple organizational tasks, with work groups reconfigured into new teams as tasks change.

57
Q

What is a major concern in a Network Structure?

A

Coordination costs will be a major concern.

58
Q

What is an example of a Network Structure?

A

Management Consulting, where consultants are organized into project-based teams for specific client engagements.

59
Q

What happens once project parameters are agreed upon in a Network Structure?

A

The team has significant authority to decide how to execute the work.

60
Q

What is a feature of incentives in a Network Structure?

A

Bonuses or rewards are frequently tied to the team’s overall performance.