HBM - Structures (Revision)

HBM - Structures

Revision

Multiple Choice

Flat

• Structure

• Grouping

Multiple Choice

customer

• Structure

• Grouping

Multiple Choice

Entrepreneurial

• Structure

• Grouping

Multiple Choice

Tall

• Structure

• Grouping

Multiple Choice

Functional

• Structure

• Grouping

Multiple Choice

Technological

• Structure

• Grouping

Multiple Choice

Centralised

• Structure

• Grouping

Multiple Choice

Matrix

• Structure

• Grouping

Multiple Choice

Place/Territory

• Structure

• Grouping

Multiple Choice

Span of control is narrow, and the chain of command is long.

• Flat

• Tall

Multiple Choice

Wide span of control means that tasks must be delegated, which can lead to employees feeling stressed and managers feeling overstretched.

• Flat

• Tall

Multiple Choice

Staff empowered to work independently and take on more responsibility

• Flat

• Tall

Multiple Choice

Longer lines of communication can make the firm less responsive to change

• Flat

• Tall

Multiple Choice

More opportunities for promotion which can lead to greater staff motivation

• Flat

• Tall

Multiple Choice

Staff empowered to work independently and take on more responsibility

• Flat

• Tall

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Save the company money on managerial wages

• Delayering

• Downsizing

Multiple Choice

This is done to reduce costs eg, retail space not making much profit, factory no longer needed.

• Delayering

• Downsizing

Multiple Choice

A firm closes down or merges aspects of their operations.

• Delayering

• Downsizing

Multiple Choice

Make the business more responsive to change due to the reduction of layers of management.

• Delayering

• Downsizing

Multiple Choice

Overall corporate culture may be harder to develop.

• Centralised structure

• Decentralised structure

Multiple Choice

Leads to greater uniformity as each branch of the business will be using standardised procedures.

• Centralised structure

• Decentralised structure

Multiple Choice

Employees will be more motivated as they are given the opportunity to make decisions and be creative.

• Centralised structure

• Decentralised structure

Multiple Choice

Less responsive to localised external pressures.

• Centralised structure

• Decentralised structure

Multiple Choice

Most decisions are taken by senior managers

• Centralised structure

• Decentralised structure

Multiple Choice

Each department within the organisation has the authority to make their own decisions.

• Centralised structure

• Decentralised structure

Multiple Choice

Matrix structure: used when cross-functional teams are created to run a project.

• True

• False

Multiple Choice

Matrix structure: a very cheap structure to have in an organisation.

• True

• False

Multiple Choice

Matrix structure: team members report to 7 line managers.

• True

• False

Multiple Choice

Matrix structure: good way of having different viewpoints and skills involved in a project

• True

• False

Multiple Select

Which is true of an Entrepreneurial Structure?

(choose all that apply)

• used in large businesses

• key decisions made by everyone

• decisions are often made quickly

• workload issue for decision makers as responsibility for many tasks will fall to them

Multiple Choice

Functional Grouping: This is the traditional method of organising a firm into departments based on their core activities

• True

• False

Multiple Choice

Functional Grouping: duplication of resources can occur

• True

• False

Multiple Choice

Functional Grouping: Brings together employees with similar skills allowing expertise to develop.

• True

• False

Multiple Choice

Functional Grouping: route for promotion is very unclear

• True

• False

Multiple Choice

Place/Territory/Location Grouping: Each department/branch can meet the needs of local markets and can react quickly to external factors

• True

• False

Multiple Choice

Place/Territory/Location Grouping: low cost due to low duplication of resources

• True

• False

Multiple Choice

Place/Territory/Location Grouping: Departments/branches may begin to compete with each other

• True

• False

Multiple Choice

Place/Territory/Location Grouping: Failing departments can be easily identified

• True

• False

Multiple Choice

Product/Service Grouping: There can be duplication of effort and resources

• True

• False

Multiple Choice

Product/Service Grouping: Difficult to respond to external factors

• True

• False

Multiple Choice

Product/Service Grouping: Easier to identify products that are poorly performing

• True

• False

Multiple Choice

Technological Grouping: often be used in the manufacturing industry where departments are created based on the stage in the production process

• True

• False

Multiple Choice

Technological Grouping: low cost due to low duplication of effort and resources

• True

• False

Multiple Choice

Technological Grouping: Wastage and costs may be reduced due to specialist equipment and staff knowledge

• True

• False

Multiple Choice

Customer Grouping: encourages customer loyalty as customer needs are the main focus of the department

• True

• False

Multiple Choice

Customer Grouping: low cost due to low duplication of effort and resources

• True

• False

Multiple Choice

Customer Grouping: Individual departments are more responsive to changes in customer needs

• True

• False

How well do you know your structures?

Just type in the first word, eg Matrix, Fuctional, Location etc

Fill in the Blank

With this grouping, an organisation may divide its customers into:

-retail (high street sales)

-online operations

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This structure is used in small to medium businesses with one key decision maker.

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The term used within hierarchical structures a method that can be used to reduce costs is to remove a layer of management, while expecting staff to produce the same level of output.

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This grouping is the traditional method of organising a firm into departments based on their core activities

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This structure is often used when cross-functional teams are created to run a project. Team members may come from different disciplines.

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A commonly used grouping often used in the manufacturing industry where departments are created based on the stage in the production process such as design or welding.

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Span of control is narrow, and the chain of command is long in this structure.

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Few levels of hierarchy make the lines of communication are short in this structure making the firm responsive to change and decision-making quicker.

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Each department within the organisation has the authority to make their own decisions. The business will be more responsive to changes in individual/local markets as staff in each department have a greater local knowledge.

Fill in the Blank

When a firm closes down or merges aspects of their operations in order to reduce costs and remain competitive in the marketplace.