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Exam Context
Business organisation, structure and strategy is an issue for all organisations both public and private sector. So despite the 1 question allocated to this area it is still a very important aspect of understanding business and has relevance throughout the course.
Business Context
By understanding structure we have a better idea of the like implications on motivation, contingency planning and development of staff.
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Overview
Structural forms
Mintzberg
Centralisation v decentralisation
Shamrock
Types
Entrepreneurial
Functional
Matrix
Divisional
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1
1.1
Informal Organisation
An informal organisation always exists alongside the formal one. This consists of social relationships, informal communication networks, behavioural norms and power/influence structures, all of which may 'by-pass' formal organisational arrangements. This may be detrimental or beneficial to the organisation, depending how it is managed. Benefits of the informal organisation
1.2
1.3
Cutting corners Not acting in a goal congruent manner Time consuming Informal information may lack accuracy Danger of Cliques forming, de-motivating those not in the group
1.4
Meeting as many employee needs through the formal organisation Using the informal, charismatic leaders to motivate workers Managers working as part of the informal organisation
2
2.1
Organisational structure
Henry Mintzberg believes that all organisations can be analysed into five components, according to how they relate to the work of the organisation and how they prefer to coordinate.
Strategic Apex
Technostructure
Support Staff
Middle Line
Operating Core
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5: BUSINESS ORGANISATION, STRUCTURE AND STRATEGY (a) (b) (c) Strategic apex Drives the direction of the business through control over decision-making. Technostructure Drives efficiency through rules and procedures. Operating core Performs the routine activities of the organisation in a proficient and standardised manner. Middle line Performs the management functions of control over resources, processes and business areas. Support staff Provide expertise and service to the organisation.
(d)
(e)
2.2
Note that the Strategic apex, Middle line and Operating core make up the basic triangle often used to depict an organisations structure.
Group exercise
Lecture example 1
Required Match the following staff/departments to one of Mintzberg's five components. (a) Manager of a retail outlet supervising 40 staff. (b) A salesman responsible for twenty corporate accounts. (c) The owner of a start-up internet company employing two staff. (d) The HR department which provides assistance to business managers. (e) The IT department seeking to harmonise internal systems.
Solution
Write solution next to question above
3
3.1
Organisational structures
Entrepreneurial A fluid structure with little or no formality. Suitable for small start-up companies, the activities and decisions are dominated by a key central figure (the owner/entrepreneur).
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plasterer
painter
electrician
3.2
Functional This structure is created via separate departments or 'functions'. Employees are grouped by specialism, and departmental targets will be set. Formal communication systems will be set up to ensure information is shared.
Marketing function
Finance department
This structure was created to bring flexibility to organisations geared towards project work or customer-specific jobs. Staff may be employed within a hierarchy or within specific functions but will be slotted into different teams or tasks where their skill is most needed. The matrix structure is built upon the principles of flexibility and dual authority.
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Lecture example 2
Required Identify two advantages and two disadvantages of each structure.
Class discussion
Solution
Advantages Entrepreneurial Disadvantages
Functional
Matrix
4
4.1
Divisional structures
When organisations reach a certain size it may be appropriate to structure it into divisions or 'semi-autonomous' blocks. These divisions may focus on a particular geographic area or a particular product.
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Lecture example 3
Required Which structure would suit these companies? (a) (b) (c) (d) A family run restaurant with 10 staff. A small manufacturing company with 250 staff. Johnson and Johnson who have 197 strategic business units. BPP Professional Education
Group discussion
Solution
Write answer next to question above
4.3
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Lecture example 4
Required Suggest two benefits and two drawbacks of both centralisation and decentralisation.
Group exercise
Solution
Benefits Centralised Drawbacks
Decentralised
5
5.1 5.2
5: BUSINESS ORGANISATION, STRUCTURE AND STRATEGY 5.3 Handys 'Shamrock' organisation to encourage flexibility:
Professional Core Self employed specialists (paid for results) Contingent workforce (paid by their time)
5.4
A fourth element of organisations today is the consumer who may do part of the work themselves. This is evidenced in supermarkets where we can now checkout ourselves or at IKEA where you are the one who has to arrange delivery (on the majority of their products) to its destination
6
6.1
Anthony's hierarchy
Robert Anthony classified management activities into three categories
6.2
Strategic Tactical Operational 6.3 Each level of the organisation differs in terms of: (a) (b) (c) (d) The role/tasks performed The decisions taken The nature of the working environment The nature of the information required (see chapter 2).
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7
7.1 7.2
7.3
MD Divisional directors Department managers Section managers Supervisors Charge hands Workers Tall
Lecture example 5
Required
Identify factors which may contribute to the length of the chain and the span of control.
Solution
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Chapter summary
Section 1 Topic What is the informal organisation and what are the benefits and drawbacks Structural forms Summary Consider the informal organisation, what is the informal organisation and what are the advantages and disadvantages of such a group. How can managers deal effectively with this set up Structural forms include hierarchical and matrix structures. Henry Mintzberg described organisational forms that show the elements of the organisation including strategic apex, middle line, operating core, technostructure and support staff. Charles Handy described flexible firms that have a smaller core of permanent staff and make use of peripheral workers on a more casual basis. Robert Anthony defined the organisation into three levels which are strategy, tactics and operations. The different departments and functions that exist in many organisations include marketing, finance, purchasing and operations. Many organisations operate at a detailed level and/or make decisions and drive policy through committees.
3 4
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Overview
Mintzberg
Strategic Apex Technostructure Operating core Middle line Support staff
Centralisation v decentralisation
Shamrock
core specialist contingent and now Customer
Types
Entrepreneurial
Functional
Matrix
Divisional
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