The company was so…………….that the staff spent all day completing forms.

It is useful to develop a …………..of contacts with people in other departments and companies.

 Communication across the same level in a company is …………… because information is travelling sideways, not up through the hierarchy.

We make our own decisions. We don't have to ask head office because power is completely ……………. .

Job …………..can be very low working in a bureaucratic company.

 In a bureaucratic company, power is often ……………..

 We are ……………in the European market, so we need to open more branches.

I'm sorry, but I can't make our Friday meeting. Can we …………..it for next Monday?

In an emergency, managers will often hold …………….meetings.

……………employees may be threatened with the sack.

Our company is ………….: no one really cares about how important anybody is.

How many structures are there in organizations?

A structure where power is completely decentralized among individual professionals.

A structure that has a vertical hierarchy and also has teams that are organized across departmental boundaries.

 A smaller structure where decisions-making is completely centralized, quick in adapting to change, and effective.

A centralized structure where decisions-making lies with individuals with status in the clear organization hierarchy.

In broad terms, organizations may be divided into production, …………, marketing and human resource management.

Krackhardt and Hanson in 1993 demonstrated that there are also ………….structures in organizations.

Krackhardt and Hanson in 1993 showed that in the financial industry, for instance, there are strong networks of people who trust each other enough to ………….. and share information and advice amongst themselves.

 These networks were not ……... to the lines of command in the organizational charts.

The models are important, and the different models …………. different business activities.

 Some of the models are more ………. This means individuals have less authority because all the authority lies in one central headquarters.

Other businesses may suit more decentralized authority, where authority is delegated to…………., or to different business units, rather than being in a simple place.

Centralized authority can be………..complicated if management is strong and decisions are clear.

Centralized authority lets managers keep more …………. and be fair.

On the other hand, decentralized authority motivates and ………… workers by giving them decisions-making power.

Decentralized authority allows businesses to be more …………...

Decentralized authority recognizes the fact that ………… managers may have better local knowledge.

Independent structure is where the job requires highly qualified professionals to work alone with their clients, and the organization only exists to …… them to do so.

………. is essentially decentralized into each and every practising professional.

 Businesses using entrepreneurial structure are usually …… because, as a business grow, it becomes too much for the central entrepreneur to make every decision.

Good illustrations of entrepreneur structure are a small corner shop, a ..….-run plumbing business or creative agencies in online media, advertising or media production.

They are usually run by one ………. who set up and developed the firm.

In bureaucracy structure, people's jobs are more ………….

A large number of ……….. are set, and these decide how people work: what roles they have.

Such larger businesses are sometimes criticized for not being able to change quickly enough to ……….. demand.

 The matrix structure is possibly the most common in large ….. companies now.

Matrix structure accepts the hierarchy from ………. to bottom (vertical), but it adds another dimension (horizontal).

The members report not only to their line managers in the chain of command, but also to someone on their own ……….

 ………..teams are often put together to work on special projects, such as those involving IT, or creating new ideas for quality.

The benefit is that the team receives input from ………….from all areas of the company.

Matrix structure can ……….. the problems of a large bureaucracy.

Matrix structure also gives people greater ………. and therefore satisfaction.

 A business takes input, applies processes that add value, and then provides……..

 Input-process-output is essentially how businesses make ………...

The …………between the input and the output is known as added value. This is production.

There are three types of production: job, batch and ………..productions that managers can choose from for commercial efficiency.

When production is one-off, we use the term …………..

In job production, workers and ……….. are often specialized and may be expensive, and there usually is not revenue from a job until it is completed.

……………is where a number of products are made at once.

When the next batch is made, the product may have to be …….. different than before.

With the products being ………., labour can be less skilled, as workers only focus on one part of the operation.

…………..is where operations run continuously.

Flow production is used for producing large numbers of standardized products …………. large quantities of raw materials.

Flow production is more capital-intensive………….labour-intensive.

Usually, the technological automation is expensive. And it employs workers that may specialize in one part of the operation only, ………… they may find boring.

 Division of labour is ………… need to store goods, because you can speed up or slow down production as demand changes.

Learn production means raising productivity and …………….. costs.

Japanese and US businesses in the last century showed the world new ideas, like continuous improvement (where every aspect in a business aims to get better each year), or just-in-time manufacturing (where you only produce products as they are ordered, to save storage costs), and various other management tools that either save time or make workers more …………..

Key companies that ………… these systems were Toyota and Motorola, while a key industry was Japanese shipping.

The bigger a production run is, the less each unit costs to make.

The cost per unit of making a million cars is much less than the cost per unit of …….. ten cars.

…………. companies tend to want to grow and achieve these benefits that bigger ones enjoy.

They can aim for organic growth-that is, sustainable and naturally developing growth by simply …………. their profits.

With economies of scale, they can growth faster by ……….. money and by mergers and acquisitions (joining or taking over other companies).

While job production has the benefit of ……, it may not enjoy economies of scale.

Flow production, on the other hand, will usually be larger and will ………. economies of scale.

A project needing a lot of money.

able to change  as situations change.

 a project needing a lot of workers to succeed.

a reason for giving your best at work.

o work without stopping, e.g., a production line.

Staff with special training or knowledge.

Having certain skills that others do not have.

Things produced in exactly the same way.