5. Organisational Structures

Question 0

What is the chief advantage of bureaucracies with respect to leadership, according to Weber?

Answer 0

They are base on merit rather than charisma and nepotism

Question 1

In ‘The Theory of Social and Economic Organisation’, Weber develops a theory of organisations as —

Answer 1

Bureaucracies

Question 2

What three dimensions of organisations does Weber identify?

Answer 2

Division of labour
Levels of hierarchy
A system of rules

Question 3

What eight dimensions of organisations are identified by Hatch?

Answer 3

Size
Management and administration
Differentiation (horizontal and vertical)
Integration

Centralisation and decentralisation
Standardisation of procedures
Formalisation of documentation (bureaucracy)
Specialisation of individuals and teams

Question 4

— structures are those that are tall with many layers.

Answer 4

Hierarchical

Question 5

— structures have few organisational layers.

Answer 5

Flat

Question 6

The — — — is the number of people managed directly by an individual.

Answer 6

Span of control

Question 7

The span of control tends to be great in organisations with a — structure.

Answer 7

Flat

Question 8

A — structure is built up of cross-functional teams where there is a lot of horizontal integration.

Answer 8

Matrix

Question 9

Henry Mintzberg developed a scheme for describing types of organisational structure comprising what five categories?

Answer 9

Simple structure
Machine bureaucracy
Professional bureaucracy
Divisionalised form
Adhocracy

Question 10

According to Mintzberg’s classification, a simple structure is characterised by…

Answer 10

Centralised control suitable for small organisations

Question 11

According to Mintzberg’s classification, a machine bureaucracy is…

Answer 11

Highly formalised,
With high degrees of specialisation
Suitable for mass production

Question 12

According to Mintzberg’s classification, a professional bureaucracy is characterised by…

Answer 12

Reliance on standardised skills of highly trained professionals, such as hospitals and universities

Question 13

According to Mintzberg’s classification, the divisionalised form is characterised by…

Answer 13

Large organisations of autonomous specialist divisions

Question 14

According to Mintzberg’s classification, an advocacy is characterised by…

Answer 14

A decentralised matrix
Of autonomous teams
Involved in non-standardised products or services

Question 15

A benefit of tall structures is that closer — is possible by managers of a team

Answer 15

Monitoring

Question 16

A benefit of tall structures is that they are easily —

Answer 16

Understood

Question 17

A benefit of tall structures is that there is a clear — of roles and responsibilities by teams and individuals

Answer 17

Demarcation

Question 18

A benefit of tall structures is that there are clear routes for…

Answer 18

Career development and promotion

Question 19

A risk of tall structures is that employees may feel more — and less likely to develop independent skills

Answer 19

Restricted

Question 20

A risk of tall structures is that — and — — can be slow due to long chains of command

Answer 20

Communication and decision making

Question 21

A risk of tall structures is that the greater number of managers leads to higher — —

Answer 21

Salary costs

Question 22

A risk of tall structures is that they are not responsive to changes in the — —

Answer 22

External environment

Question 23

A benefit of flat structures is that they encourage greater individual —

Answer 23

Responsibility

Question 24

A benefit of flat structures is that they encourage more staff ---

Answer 24

Cooperation

Question 25

A benefit of flat structures is that they have shorter...

Answer 25

Lines of communication and decision making

Question 26

A benefit of flat structures is that they are more --- to changes in the external environment

Answer 26

Responsive

Question 27

A risk of flat structures is that they have fewer opportunities for ---

Answer 27

Promotion

Question 28

A risk of flat structures is that the lighter management and monitoring leads to --- ---

Answer 28

Performance issues

Question 29

A benefit of matrix structures is that they are very --- with respect to changes in the external environment

Answer 29

Responsive

Question 30

A benefit of matrix structures is that they can be very --- for individuals and teams, leading to greater productivity

Answer 30

Motivating

Question 31

A risk of matrix structures is that they can be --- for individuals familiar with more traditional structures

Answer 31

Disorienting

Question 32

A risk of matrix structures is that the require careful --- to ensure operations are effective

Answer 32

Management

Question 33

A --- responsibility carries with it the authority and responsibility but not the ultimate accountability

Answer 33

Delegated

Question 34

What are the five basic approaches to subdividing the broad categories of organisational structure?

Answer 34

``` Functional Divisional Matrix Team Network ```

Question 35

A functional approach to subdivision arranges individuals and resources according to what?

Answer 35

The function they perform

Question 36

Divisional subdivisions may be made on what bases?

Answer 36

Geographical Product type Customer Other

Question 37

When there is more instability in the environment, there is a greater need for differentiation/integration?

Answer 37

Differentiation

Question 38

Departments in more stable environments tend to be more ---

Answer 38

Formalised

Question 39

Greater --- is needed where organisations are more complex

Answer 39

Integration

Question 40

--- is often achieved through written procedures, rules and other bureaucratic devices

Answer 40

Integration

Question 41

Mechanistic/organic organisations fare better in stable environments?

Answer 41

Mechanistic

Question 42

Mechanistic/organic organisations fare better in unstable environments?

Answer 42

Organic

Question 43

List seven characteristics of 'organic' organisations

Answer 43

``` Network structure Close vertical and horizontal integration Low formalisation Decentralised Low standardisation High individual autonomy High innovation ```

Question 44

List seven characteristics of 'mechanistic' organisations

Answer 44

``` Hierarchical structure High vertical and horizontal differentiation High formalisation Centralised High standardisation Low individual autonomy Low innovation ```

Question 45

What are the five stages of Greiner's life cycle of organisational structures in response to their environment?

Answer 45

``` Entrepreneurial phase Collectivity phase Delegation phase Formalisation phase Collaboration phase ```

Question 46

Describe the entrepreneurial phase in Greiner's life cycle.

Answer 46

Owner takes control Leadership crisis Professional management takes over

Question 47

Describe the collectivity phase of Greiner's life cycle

Answer 47

Professionally managed and centralised with growing differentiation Autonomy crisis decentralises power, control and decision making

Question 48

Describe the delegation phase of Greiner's life cycle

Answer 48

Decentralise power structure Control crisis Need for rules, procedures and bureaucracy

Question 49

Describe the formalisation phase of Greiner's life cycle

Answer 49

Formalised approach to control Red tape crisis Need for team working

Question 50

Describe the collaboration phase of Greiner's life cycle

Answer 50

Team working approach with shared responsibilities | Need to keep motivated or fall prone to crisis of renewal and organisational failure