12.4 Emerging structural forms

Question 1

In the same way that emergent s______ inevitably builds upon rational strategy, so e_______ structural forms build on and adapt the more traditional organisational structures.

Answer 1

strategy

emerging

Question 2

Wearden compares drivers in “traditional” vs “empowered” organisational structures:

Centralised vs d_________
Bureaucratic vs p________
Structured vs f_______

Answer 2

devolved
participative
fluid

Question 3

In a traditional structure we would expect to find a dominance of c_________ and b________ control, whereas an empowered structure would include d_______- decision making at different organisational levels, and a far more f______ communication structure.

Answer 3

centralised
bureaucratic
devolved
fluid

Question 4

Lynch (2015) suggests that environmental changes have required alterations to organisational structures. Suggest some environmental factors that may have triggered this change.

Answer 4

Better education of workers
Wider computer literacy and similar skills
Complex, computer driven projects
Sophisticated electronic engineering
Different models of management and human behaviour
Radical market growth
Ability to deal in intangibles (e.g. futures markets)

Question 5

Johnson (2017) recognised three key challenges that 21st century organisations need to reognise:

• speed of c_____ and increased levels of u______ (i.e. markets now react instantly)
• importance of k_______ creation and sharing as a fundamental part of strategy (shareholders appreciate transparency and openness)
• acceptance that markets do not recognise g________ boundaries

Answer 5

change
uncertainty
knowledge
geographical

Question 6

Handy’s “shamrock” organisational diagram shows three categories of workers:

1) C___ workers
2) C______ workers
3) P_________ workers

Answer 6

core
contract
peripheral

Question 7

What is meant by a “virtual” organisation structure?

Answer 7

A structure in which the leadership/administrative function sits in a central “cloud” and the organisation’s tangible branches such as factories are outsourced.

Question 8

Atkinson (1984) developed a model of the flexible firm requiring three dimensions of flexibility. What were these?

Answer 8

Functional flexibility - quickly move people between tasks
Numerical flexibility - change the numbers of people in line with required tasks
Financial flexibility - ability to appropriately remunerate

Question 9

What is a “boundaryless” organisation?

Answer 9

An organisation in which there are few boundaries with individuals having more autonomy and to be accountable for change.

Question 10

Askenas et al (1995) identified four dynamics which required flexibility to allow a boundaryless organisation. What were these?

Answer 10

Vertical - boundaries between people in the hierarchy

Horizontal - silo boundaries between departments

External - the micro boundaries between the organisation, its suppliers and regulators

Geographic - macro boundaries between national, cultures and markets

Question 11

What is a “virtual” organisation structure?

Answer 11

A structure in which the head office exists within the cloud, and the maufacturing etc. is completed on a contract basis.