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Worksheetssize and organisation
Total questions: 19
Worksheet time: 38mins
It's important that the scale of a business matches its
(a)
Match the reason why a stakeholder is interested in size to the stakeholder
Taxes to charge
Enterprise Support
Research and Development
Job Security
Pay Rises
Pensions
Career Progression
Buying and selling shares
Growth
Product/Service Reliability
Customer Service
Brand Reputation
Match the following
Sales Revenue
Total sales in a given financial year
Profit Levels
Total Profit in a given financial year
Market Share
Sales revenue as a % of total market
Capital Employed
Value of finance to keep business runnin
Market Capitalisation
Value of shares issued to the public
Work out the anagrams and then re-order
Corim
Asllm
Dimume
Grale
Profit = (a) - (b)
Match to small or large
Flat Structure
Hierarchial Structure
Generalists
Specialists
Overlapping functional areas
Lots of departments
Clearly defined tasks
Line Management Process
Running organisation efficiently
Fewer people working towards goals
Structured chain of command
Clearly defined systems and processes
Governed by strict rules and regulations
Each job requirement clearly set out
Less formal/bureaucratic
No time to create process for job
No structured management to enforce
Match the following
HIERARCHIAL
FLAT
MATRIX
FUNCTIONAL
DIVISIONAL
Hierarchial Structure and Flat Structure
Clear and strong chain of command
Clear lines of communication
Employees develop high level specialist skills
Motivates employees to gain an promotion
Higher costs due to managers getting high salaries
Lots of bureaucracy
Employees may feel like a number
Employees only care about their task or department
Gives employees more responsibility and opportunity to develop skills
Less effort to supervise employees
Easy communication
Everyone involved in activities
Less employees with specialist skills
Employees unsure who to ask for help
Unsure about responsibility for task going wrong
Only suitable for a small business
Add advantages of functional, divisional and matrix
Allows managers to choose best skills for each project
Motivates employees to use their skills in other roles
Uses employees skills and talents across organisations
Offers more flexibility when making project decisions
Allows employees to focus and become knowledgeable about their role
Encourages specialisation in specific functional areas
It is scalable, anyone can be train to take on specific departmental tasks
Allows business to become flexible and respond to market needs and trends
Promotes autonomy, every decision has its own KPI
Ensures business can respond to customer demands and needs
Downsides of matrix, functional and divisional
Conflict between Project Managers
Employees may become overwhelmed by different leaders demanding them
Project managers acting as line managers may change matrix structure approach
Can create divide between departments
Communication between departments may be hard
Employees feel trapped within their role
Resources must be duplicated, costly
May end up competing with itself
Can become unwieldy and difficult to manage if divisions begin to grow
Despite having a formal network what may still developed
(a)
Informal networks are developed by (a) and this can foster co-operation between (b) this will build the (c) of the organization
Categorize how functional structures operate in an matrix and divisional structure
Department employees have a second manager
Department employeeseparate into different project teams
Department employees are likely to work with members of staff from other departments
Department employees may be seperated based on the geographic region they operate in
Department employees may seperate based on the various product/services/brand the company sells
Department employees may separate based on a specific market segment
In a matrix structure, a department employee is no longer answerable to the department manager just the project manager
True
False
Match the following
Corporate Objectives
An overall aim for the whole company
Department Objectives
An aim for 1 specific functional area
Department Strategies/Tactics
How a department plans to succeed
What should a corporate objective or a functional objective be?
SMART
Linked to profit
Showing a clear sign of ambition
KPI
Marketing Department
To increase profit by 12% in 3 years
Corporate Objectives
To capture 20% market share in 3 years
Department Objectives
To create content marketing plans for four ideal client personas
Department strategy
How ICT can benefit different functional areas
Real time performance reports
Decision support systems
Transaction support systems
Real time accounting reports
Real time inventory control
Analytical results on social media
Using creative software
Supports work allocation
Perfomance monitoring of KPIs
Match to the job role
Chief Executive Officer
Highest ranking person
Makes important organisation-wide decisions
Is the public face of the organisation
Is voted in or out by the Board of Directors
Chief Operating Officer
Oversees day to day operations of business
Responsible for how effective operational and admin systems work
Ensures all internal processes run smoothly
Sits on Board of Directors
Chief Financial Officer
Responsibie for organisation's financial decisions
Responsible for monitoring cash flow and budget decisions
Carries out financial analyses strengths and weaknesses
May also be treasurer
Board of Directors
Held accountable by shareholders or trustees
Offers strategic lessons setting mission, vision and values
Protects assets of organisation
Protects shareholder interests
