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

Multiple Choice

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