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14 Cards in this Set
- Front
- Back
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Organisational Structure Keyterm
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The relationship between different people and functions in an organisation- both vertically, from shop-floor workers through supervisors and managers to directors, and horizontally between different functions and people at the same level
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Organisation Chart Keyterm
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A diagram showing the lines of authority and layers of hierarchy in an organisation.
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Accountability Keyterm
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The extent to which a named individual individual is held responsible for the success or failure of a particular policy, project or piece of work.
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Centralisation and Decentralisation Keyterm
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The degree to which authority is delegated within an organisation. A centralised structure has a greater degree of control, while a decentralised structure involves a greater degree of delegated authority to the regions or to subordinates.
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Functional Organisational Structure Keyterm
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The traditional management structure consisting of a different department for each of the main functions of the business.
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Matrix Organisational Structure Keyterm
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A flexible organisational structure in which tasks are managed in a way that cuts across traditional departmental boundaries.
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Delayering Keyterm
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The removal of one or more layers of hierarchy from the management structure of an organisation.
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Portfolio Career Keyterm
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A career in which income is derived from a variety of sources - perhaps a number of jobs, or a job and a business.
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Outsourcing Keyterm
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Using sources outside a business to undertake functions that used to be done internally by a section of the business itself. These sources include marketing consultants, call centres, and production and assembly plants. Outsourcing is linked to the issue of downsizing.
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Downsizing Keyterm
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Reducing the size of a firm to make it more responsive to market conditions - for example , by removing back room activities such as office functions and call centres or the production and assembly of parts, which are then contracted out to other agencies.
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Teleworking Keyterm
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People working from home and other locations and keeping in contact through information and communications technology.
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Factors determining the choice of organisational structure:
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The size of the organisation.
The nature of the organisation e.g. manufacturing or service sector. Culture and attitudes of senior management e.g. autocratic or democratic. Skill and experience of the workforce. External environment |
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Advantages of centralisation 1
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1).Consistent policies means greater control and standardisation of procedures.
2).Decisions can be made much faster without consultation of all branches or sections. 3).Every retail branch is identical, customers know what to expect. |
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Advantages of centralisation 2
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4).Enables tight financial control.
5).Corporate view can be clearly emphasised. 6).Strong centralised leadership is useful in times of crisis. |
