size and organisation

It's important that the scale of a business matches its

Match the reason why a stakeholder is interested in size to the stakeholder

Groups:

(a) Government

,

(b) Employees

,

(c) Investors

,

(d) Customers

• Enterprise Support

• Growth

• Research and Development

• Customer Service

• Buying and selling shares

• Career Progression

• Pensions

• Product/Service Reliability

• Brand Reputation

• Pay Rises

• Taxes to charge

• Job Security

Match the following

• Value of finance to keep business runnin

• Capital Employed

• Sales revenue as a % of total market

• Sales Revenue

• Total sales in a given financial year

• Profit Levels

• Total Profit in a given financial year

• Market Capitalisation

• Value of shares issued to the public

• Market Share

Work out the anagrams and then re-order

• Corim

• Dimume

• Asllm

• Grale

Profit =​ (a)   - ​ (b)  

• Sales Revenue
• Gross Profit
• Net Profit
• Total Inflows
• Total Costs
• Fixed Costs
• Variable Costs
• Cost of Sales

Match to small or large

Groups:

(a) Small Business

,

(b) Large Business

• Each job requirement clearly set out

• Clearly defined tasks

• Structured chain of command

• Generalists

• No structured management to enforce

• Fewer people working towards goals

• Line Management Process

• Clearly defined systems and processes

• Lots of departments

• No time to create process for job

• Less formal/bureaucratic

• Specialists

• Running organisation efficiently

• Governed by strict rules and regulations

• Hierarchial Structure

• Flat Structure

• Overlapping functional areas

Match the following

• FLAT

• 
• HIERARCHIAL

• 
• MATRIX

• 
• FUNCTIONAL

• 
• DIVISIONAL

• 

Hierarchial Structure and Flat Structure

Groups:

(a) Benefits of Hierarchial

,

(b) Downsides of Hierarchial

,

(c) Benefits of Flat

,

(d) Downsides of Flat

• Only suitable for a small business

• Lots of bureaucracy

• Clear lines of communication

• Unsure about responsibility for task going wrong

• Employees may feel like a number

• Less effort to supervise employees

• Gives employees more responsibility and opportunity to develop skills

• Easy communication

• Employees only care about their task or department

• Clear and strong chain of command

• Higher costs due to managers getting high salaries

• Employees develop high level specialist skills

• Motivates employees to gain an promotion

• Everyone involved in activities

• Less employees with specialist skills

• Employees unsure who to ask for help

Add advantages of functional, divisional and matrix

Groups:

(a) Matrix

,

(b) Functional

,

(c) Divisional

• Encourages specialisation in specific functional areas

• Offers more flexibility when making project decisions

• Allows managers to choose best skills for each project

• Ensures business can respond to customer demands and needs

• Allows employees to focus and become knowledgeable about their role

• Allows business to become flexible and respond to market needs and trends

• It is scalable, anyone can be train to take on specific departmental tasks

• Promotes autonomy, every decision has its own KPI

• Motivates employees to use their skills in other roles

• Uses employees skills and talents across organisations

Downsides of matrix, functional and divisional

Groups:

(a) Matrix

,

(b) Functional

,

(c) Divisional

• Can become unwieldy and difficult to manage if divisions begin to grow

• Conflict between Project Managers

• Project managers acting as line managers may change matrix structure approach

• Employees feel trapped within their role

• Employees may become overwhelmed by different leaders demanding them

• May end up competing with itself

• Can create divide between departments

• Communication between departments may be hard

• Resources must be duplicated, costly