UNIT 4 Flashcards
WHAT IS A MATRIX STRUCTURE?
A BUSINESS WHERE TEAMS ARE PUT TOGETHER FROM DIFFERENT FUNCTIONAL AREAS TO WORK ON SPECIFIC PROJECTS.
NAME 3 ADVANTAGES OF A MATRIX STRUCTURE
- COMMUNICATION ACROSS FUNCTIONAL AREAS
- RANGE OF VIEWPOINTS CONSIDERED
- MOTIVATIONAL
NAME 3 DISADVANTAGES OF MATRIX STRUCTURES
- POTENTIAL LOSS OF CONTROL
- TEAMS MAY TAKE TIME TO WORK TOGETHER EFFECTIVELY
- CAN CAUSE CONFLICT
WHAT IS A HIERARCHICAL STRUCTURE?
A BUSINESS WHERE EMPLOYEES ARE ORGANISED INTO MULTIPLE LEVELS BASED ON SENIORITY. THOSE AT THE TOP ARE DIRECTLY RESPONSIBLE FOR THOSE IN THE NEXT LEVEL DOWN
NAME 3 ADVANTAGES OF A HIERARCHICAL STRUCTURE
- CLEAR CHANNELS OF COMMUNICATION
- CLEAR OPPORTUNITIES FOR PROGRESSION
- ALLOWS FOR CLOSE SUPERVISION OF ALL SUBORDINATES
NAME 3 DISADVANTAGES OF HIERARCHICAL STRUCTURES
- COMMUNICATION MAY BE SLOW
- MAY ENCOURAGE LIMITED DELEGATION
- LIMITED COLLABORATION SO MAY HINDER INNOVATION
WHAT IS CHAIN OF COMMAND?
THE WAY AUTHORITY AND POWER ARE PASSED DOWN THE LEVELS OF HIERARCHY. IT IS IMPORTANT THAT COMMUNICATION CAN MOVE BOTH FROM THE TOP OF THE STRUCTURE TO THE BOTTOM AND VICE VERCA
HOW CAN THE ORGANISATIONAL STRUCTURE EFFECT THE ORGANISATIONAL PERFORMANCE?
WHERE DECISIONS ARE MADE:
1. BASED ON SPECIALIST KNOWLEDGE OF A FUNCTIONAL AREA OR DRAWING ON EXPERTISE FROM ACROSS THE BUSINESS
2. SPEED WITH DECISIONS CAN BE MADE AND IMPLEMENTED
3. THOSE WITH SENIORITY CENTRAL TO THE ORGANISATION OR THOSE WITH PRACTICAL DAY-TO-DAY HANDS ON EXPERIENCE
COMMUNICATION WITH THE ORGANISATION:
1. ONE WAY OR TWO WAY
THE SPEED AT WHICH INFORMATION CAN BE SPREAD THROUGH THE ORGANISATION AND ACTED UPON
WHAT IS ‘CULTURE’ DESCRIBED AS? AND HOW DOES IF EFFECT AN ORGANISATION?
‘THE WAY WE DO THINGS AROUND HERE’
IT WILL INFLUENCE HOW WORKERS FEEL ABOUT A WORKPLACE AND THEREFORE THEIR MOTIVATION LEVELS
WHAT IS STRONG CULTURE?
EMPLOYEES RESPOND POSITIVELY TO ORGANISATIONAL VALUES, LEADING TO A SHARED SENSE OF RESPONSIBILITY TOWARDS THE VISON, MISSION AND OBJECTIVES
WHAT DOES STRONG CULTURE RESULT IN?
MOTIVATED AND LOYAL WORKFORCE, ACCEPT ROLES AND RESPONSIBILITY, ABIDE BY POLICIES
THIS CAN GIVE A BUSINESS COMPETITIVE ADVANTAGE
WHAT IS WEAK CULTURE?
THERE IS LITTLE ALIGNMENT WITH ORGANISATIONAL VALUES
HOW DO EMPLOYEES BEHAVE WHEN THERE IS WEAK CULTURE?
TREAT THE ORGANISATION AS A SOURCE OF INCOME ONLY
GREATER MANAGEMENT CONTROL AND SUPERVISION IS REQUIRED
EMPLOYEES HAVE TO BE FORCED TO PERFORM DUTIES
WHAT IS JOHNSON AND SCHOLES THEORY CALLED?
THE CULTURAL WEBB
WHAT DOES JOHNSON AND SCHOLES CULTURAL WEBB IDENTIFY?
6 ELEMENTS THAT ACT TOGETHER TO FORM AN ORGANISATIONS CULTURE
WHAT IS THE ‘PARADIGM’?
THE HARMONY AND INTERRELATIONSHIP BETWEEN ELEMENTS WHICH IMPACT THE BUSINESS’ ABILITY TO ACHIEVE ITS BUSINESS VISION
WHAT ARE THE 6 FACTORS WHICH MAKE UP THE ‘PARADIGM’?
STORIES CONTROLS SYMBOLS RITUALS AND ROUTINES POWER STRUCTURE ORGANISATION STRUCTURE
HOW DO STORIES AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?
STORIES ABOUT PEOPLE AND EVENTS ARE SHARED. THESE BUILD MEMORIES AND EMOTIONS LEADING TO IDEAS ABOUT WHAT IS IMPORTANT TO THE BUSINESS
HOW DO SYMBOLS AFFECT A BUSINESSES’ ABILITY TO ACHIEVE THE VISION?
THESE CAN BE VISUAL REPRESENTATIONS OF THE BUSINESS SUCH AS LOGOS AND DESIGNS. THESE ALSO TELL YOU THINGS ABOUT THE CULTURE OF A BUSINESS WHETER EXECUTIVES HAVE RESERVED PARKING SPACES OR DINING AREA.
HOW DO RITUALS AND ROUTINES AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?
ASPECTS OF THE BUSINESS THAT BECOME RITUAL, WEEKLY BRIEFINGS AND MANAGEMENT MEETINGS. THESE CAN BE INFORMAL SUCH AS DOUGHNUTS ON PAYDAY.
HOW CAN POWER STRUCTURES AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?
THE NUMBER AND POSITION OF DECISION MAKERS, INCLUDING WHETHER THE BUSINESS IS CENTRALISED AND DECENTRALISED.
HOW CAN ORGANISATIONAL STRUCTURE AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?
WHETHER THE STRUCTURE IS TALL OR FLAT, MATRIX OR HIERARCHICAL. THIS EFFECTS COMMUNICATION AND WORK FLOWS
HOW CAN CONTROLS AFFECT A BUSINESS’ ABILITY TO ACHIEVE THE VISION?
THE POLICIES AND PROCEDURES IN PLACE TO GUIDE AND MONITOR THE BUSINESS’ ACTIVITIES
WHAT IS CONTENT BASED THEORY OF MOTIVATION?
IDENTIFY THE SPECIFIC NEEDS WHICH MOTIVATE EMPLOYEES AND WHY THESE CHANGE OVER TIME