UB - Structures Flashcards
1
Q
Tall structure - advantages
A
- each staff member knows role and who to report to
- many levels brings promotion opportunities, motivation
NARROW SPAN OF CONTROL - more time for planning
- more time for decision making
- can support subordinates
2
Q
Tall structure - disadvantages
A
- communications inefficient to flow throw levels which slows decision making
- slow to react to changes in the market
NARROW SPAN OF CONTROL - managers supervise closely, pressure
- managers have fewer staff to share ideas
3
Q
Flat structure - advantages
A
- information communicated quickly between levels
- can respond quickly to PESTEC e.g. competition
WIDE SPAN OF CONTROL - delegate more making staff feel trusted
- staff feel empowered to make decisions themself
4
Q
Flat structure - disadvantages
A
- fewer levels means fewer promotion opportunities
- managers delegate more, pressure
WIDE SPAN OF CONTROL - subordinates have no one to get help from
- less time for planning
- managers time at premium, snap decisions
5
Q
Tall structure - definition
A
- pyramid shape, command flows top to bottom
- many levels of management
- suits large organisation
6
Q
Flat structure - definition
A
- pyramid shaped, command flows top to bottom
- fewer levels of management than tall structure
- suits small to medium sized organisations
7
Q
Delayering - definition
A
- removing one or more levels of management from a tall structure, making it flatter
8
Q
Delayering - advantages
A
- money saved on paying salaries of level removed
- quicker decision making as shorter chain of command
- more responsive to changes, fewer levels to go through
WIDE SPAN OF CONTROL - delegate more making staff feel trusted
- employees feel empowered to make own decisions
9
Q
Delayering - disadvantages
A
- fewer promotion opportunities for staff
- redundancy payments
- lose key members of staff
WIDE SPAN OF CONTROL - subordinates have no one to get help from
- less time for planning
- managers time at premium, snap decisions
10
Q
Centralised - definition
A
- decision-making/control kept at top
- even if lots of branches, head office decides
11
Q
Centralised - advantages
A
- standardised procedure = consistency
- low risk of info leaking
- good corporate identity/strategy as decisions for whole organisation
12
Q
Centralised - disadvantages
A
- less responsibility for subordinates = demotivated
- needs of local market ignored
- slow response to PESTEC - local competition
13
Q
Decentralised - definition
A
- decision making/control delegated to individual branches
- overall strategy centralised but local products/advertising decentralised
- best in retail chains with different local markets
14
Q
Decentralised - advantages
A
- quickly react to PESTEC
- quick decisions as local managers don’t need to consult senior managers
- subordinates empowered = creativity
- senior managers at head office don’t have constant decisions
15
Q
Decentralised - disadvantages
A
- additional training needed for middle managers
- lose overall corporate image if branches different
- local branches compete with each each other
- lower-level management make decisions harmful to whole business
16
Q
Matrix - definition
A
- arranged into temporary project teams for different tasks
- employees from different departments - marketing, R and D etc.
- two managers per employee - manager of functional area + project manager
17
Q
Matrix - advantages
A
- specialist staff
- complex problems solved
- staff use expertise and feel useful
18
Q
Matrix - disadvantages
A
- lots of managers in teams, wage costs
- duplication of resources - admin staff, equipment
- confusion over who to report to
19
Q
Entrepreneurial - definition
A
- used by small organisation with a main decision-maker
- other staff have input but rarely consulted
20
Q
Entrepreneurial - advantages
A
- quick decisions as little consultation
- staff know who to report to
- high-quality decisions made as decision-makers experienced
21
Q
Entrepreneurial - disadvantages
A
- creates heavy workload for main decision maker
- if owner busy or unavailable key decisions can’t be made
- other staff can’t show initiative, stifling creativity and demotivating
