Chapter 3 & 4 and Weeks 3: Structure & Governance Flashcards

1
Q

What are the three forms of Business Ownership?

A
  1. Sole Proprietorship
  2. Partnership
  3. Corporation
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2
Q

Define a Sole Proprietorship and explain its benefits and disadvantages

A

Own by one person - may have many employees
Benefits:
(+) Controls day-to-day business operations
(+) least expensive
(+) the owner can operate without interference
(+&-) entailed all profits and loses

Disadvantages:
(-) Holds the burden of all legal and financial responsibilities
(-) Responsible for business debts and liabilities
(-) Hard to survive during tough economic times
(-) Not enough financial support
(-) Once the owner dies, the business dies as well
(-) liquidating (selling) assets are slow

  • Ex. of Sole Proprietorship: Local retail stores, repair outlets, service businesses, auto mechanic garage
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3
Q

What are the two types of Partnership, and explain their benefits and disadvantages

A

General partnership: Both partners provide their financial, managerial, and technical capabilities
(+) Individual risk is reduced
(+) Attaining funds may be easier
(+) less expensive and easier than sole
(-) unlimited liability for the partner’s debts and obligations
(-) each partner is held financially accountable for the other partner’s debts and decisions
(-) tax and continuity - partners are taxed as individuals because partnerships are not recognized as legal entities
(-) liquidating (selling) assets are slow

Limited Partnership: One (or more) owners will severe as general partners who manage the business and have the same unlimited liability as sole proprietors
(-) limited partners who are not involved with business affairs are liable for the amount they invested into the business
(+) easy to form, start-up fees are low
(+) Limited partnerships can attract investors that would not want a general partnership
- Greater capital
(+) only the owner can control the business
(-) survival of a limited partnership depends on the owners and their willingness to continue the business
(-) income generated is taxed as personal income (higher tax rate)

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4
Q

Define a Corporation, and explain how it’s owned and how it’s publicy held and privately held

A
  • Independent legal entity
  • Owned by shareholders/investors who purchase stock
  • Corporation issues shares which define the ownership structure and voting rights
  • Shares of public corporations are sold to individuals or companies who have the capital to purchase them
    ○ Corporations are defined as publicly held or publicly traded
  • A private corporation or closely held corporation: shares owned by only a few individuals, the public cannot purchase a share
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5
Q

Define the four key beneifts of the Corporate Form

A
  1. Limited Liability
    - Owners are not held personally responsible for the debts or losses in the business
    -
  2. Permanence
    - Corporation does not cease operation once the owner/shareholders retires or dies
  3. Transferability of Ownership
    - Ownership of a corporation can be transferred through the buying and selling of the company’s shares
  4. Access to Capital
    - Investors can easily turn their money into cash by selling shares onto market
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6
Q

Disavantages of the Corporate Form

A
  1. Costly - costly than sole and partnership
  2. Worker-owned Co-operatives - are owned and controlled by their employees
    ○ Retail Co-operatives: members are also the customers whose purchase of a share in the co-op is a perquisite to shopping in the co-op
    ○ Credit Unions: members invest in a share in the organization as a perquisite for their participation
    ○ Housing Co-operatives: organizations tend to arise in areas where residents costs are high
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7
Q

What are the two different traits of Worker Co-operatives

A
  1. Members are the Owners
    - own the business as a group and therefore share the profit
  2. The businesses’s decision making is democratic
    - that is, each member has one vote and, therefore can equally influence the management of business
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8
Q

Define stakeholder

A

an individual or group that has one or more different kinds of stake in a business
- Affected by actions and decisions of the business, direct stake in the success of the business

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9
Q

Define Corporate Goverance

A

the system of rules, practices, and processes by which a company is directed and controlled

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10
Q

What is a challenge of Coporate Goverance in a corporation? What is the Principle-Agent problem?

A

The seperation of ownership from control
See image:
Precorporate period: (together) Owners (ownership) and Managers (control)
Corporate period: Shareholders (owners) and Management (control)

  • managers have the true power now
  • owners are not really owners in a big corporation with a million shares

Principle Agent Problem: growth of attained by management has resulted flaws in corporate governance
- Problems arise because the interests are different between the principles (owners) and the agents (management)

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11
Q

What are the Four Major Groups involved in Corporate Governance

A
  1. Shareholders (owners)
    1. Board of directors
      ○ Oversee the management of the business
    2. Managers
      ○ Run the company and manage it on a daily basis
    3. Employees
      ○ Perform operational work
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12
Q

What is “Good” Governance? Hint: 5 things

A
  • Organizations can engage in co-operative relationships with suppliers, distributors and competitors
    • Aim is to improve efficiency and flexibility to meet customer needs
    1. Accountability
    2. Fairness
      ○ Consideration is given to stakeholders, each treated equitably
    3. Transparency
      ○ Management does not hide information from stakeholders
    4. Reliable Leadership
    5. Stakeholder engagement
      ○ Management is aware of stakeholder’s expectations
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13
Q

What are the 3 categories of Organizations?
Hint: Learned in ADMS 1010

A
  1. Public/governmental - provides goods and services not necessarily generating profit
    1. Private/non-governmental - includes voluntary, offers good and services not necessarily generating profit
    2. Private - produce goods and services with the intent to make profit for the benefit of their owners
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14
Q

What is an organization? Hint: 4 things

A
  1. Social
    ○ Entities maintained by people
    1. Interact with the environment
      ○ Obtains inputs from the environment (raw materials, people, technology, etc.) goes into the organization to become outputs (goods and services)
    2. Goal-orientated
    3. Structure-based
      ○ To ensure work is allocated and coordinated
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15
Q

Define a system

A

System: independent elements working together to achieve a goal(s)
- Interdependence of the elements creates an entity that is sum of its parts

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16
Q

Define an open and closed system?

A

Open Systems
* Emphasizes the importance of the interaction with the environment
○ Organizations are dependant on environment for their survival

Closed Systems
* Organization’s survival is not dependent on the external environment

17
Q

What is the Anatomy of an Organization? Organizational structure has been defined as a deliberately planned ___ or pattern of ____ that exist among individuals in various roles or positions

A

Organizational structure has been defined as a deliberately planned network or pattern of relationships that exist among individuals in various roles or positions

18
Q

What makes up the Mechanistic structure?

A

Specialization: Functional
Administration Levels: Tall
Decision-making: Centralized
Departmentation: Functional
Formalization (rules): Formal

19
Q

What makes up the Organic structure?

A

Specialization: Social
Administration Levels: Flat
Decision-making: Decentralized
Departmentation: Divisional
Formalization (rules): Informal

20
Q

What consitutes an organizations structure… (mechanistic and organic) What is Work Specialization?

A

○ Functional
- Division of jobs into simple, repetitive tasks

○ Social
- To the specialization of the individuals rather than the jobs
- Employment of professionals who skills cannot be easily routinized
Ex. Engineers, nurses, etc.

21
Q

What consitutes an organizations structure… (mechanistic and organic) What is Decision-Making Source?

A
  • Decision-making can rest at the top of management or can be concentrated at the bottom (depending on kind of corporation)

○ Centralized
- This organization requires longer timeframes for decisions to be made
- Ex. Head office in another country trying to pass decisions

○ Decentralized
- More decision-making power spread out within the organization - faster

22
Q

What consitutes an organizations structure… (mechanistic and organic) What is Levels of Administration?

A
  • How many levels of those charge do we have?

○ Tall
- As companies grew, more levels of administration were added
- (-) Information transmitted from the top takes long to reach the bottom

○ Flat
- One level of management
- (+) employee self-management

23
Q

What consitutes an organizations structure… (mechanistic and organic) What is Formalization?

A
  • To the degree to which rules, regulations, procedures and the like govern how work is performed

○ Formal
- Jobs within organization are standardized
- High level of formalization means high standardized work - clear rules regarding how the work should be performed - rule-directed

○ Informal
- Less standardization
- Due to adaption to rapidly changing external environment

24
Q

What consitutes an organizations structure… (mechanistic and organic) What is Departmentation?

A
  • the dividing or grouping of major functions or work activities into separate units

Functional departmentation: Employees who have similar skills will be grouped together in one department (ex. HR)

Divisional departmentation: grouping employees based on the products/services produced by an organization (Ex. tech department)

Customer departmentation: departmentalize its activities based on its consumers

Geographic departmentation: grouping of work activities and resources in a way that serves customers in different geographical areas

25
Q

Define an Mechanistic bureaucracies

A

maintain jobs that are narrow in scope; decision-making is centralized at the top of the organizational hierarchy, work conducted within highly formalized rules and procedures

26
Q

Define an Organic bureaucracies

A

have jobs that are enriched with more variety of tasks, team approach, control decision-making is decentralized throughout the organization

27
Q

Define Contingency theory and who is it a lesson for?

A

no best way to organize a corporation, to lead a company, or to make decisions

Lesson for managers

28
Q

What are the 4 sources influencing structure?

A
  1. Strategy
    1. Organizational Size
    2. Technology
    3. Environment
      ○ Dynamic environment
      - Contains much uncertainty and undergoes much change
      ○ Static environment
      - No new competitors, no new technologies, no government regulatory changes, etc.
29
Q

Define a Virtual organization

A
  • Attempts to maximize its fluidity, flatness and degree of integration with the environment
  • an alliance of separate individuals, business units or companies, all with different core competencies, working together to bring a project to market faster
30
Q

What are the 3 key feature of an virtual organization?

A

Outsourcing
* Hiring external companies to conduct work in certain functions of the company

Networking
* Organizations can engage in co-operative relationships with suppliers, distributors and competitors
* Aim is to improve efficiency and flexibility to meet customer needs

Shedding Non-Core Functions
* Outsourcing but is a central feature of the virtual organization

31
Q

What are the benefits of being virtual?

A

** 1. The cost savings are significant
2. The virtual organization is a great alternative for entrepreneurs
3. Going virtual can be a fast way to develop and market new products for a mature company
4. Fast and flexible are adjectives to describe the virtual organization**

32
Q

What are the risks and challenges of being Virtual?

A

** 1. The biggest sacrifice probably is the notion of control
2. Lack of employee loyalty
3. Potential to sacrifice competitive learning opportunities **