Organisational Support, Organisational Commitment and Turnover Intentions
IB Business and Management 2.2 Organisational Structure.
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Transcript of IB Business and Management 2.2 Organisational Structure.
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IB Business and Management
2.2 Organisational Structure
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• Open 2.2 Outline• Today’s objectives:– Examine job roles– Discuss different types of organisation structure
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Organisational Structure
• Refers to the ways that businesses organise their human resources (employees)
• As businesses grow there is a growing need for the structure to be formalised
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CEO/MD
Board of Directors
Management
Supervisors
Other Employees (Operatives)
Senior management
Middle management
Junior management
Company Hierarchies
Pa
y a
nd
Au
tho
rity
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• CEO/Chairperson: Responsible for day-to-day operations.
• Leads & represents the board.
CEO/MD
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Board of Directors
A board of directors is a body of elected or appointed members who jointly oversee the activities of a company or organization on behalf of the shareholders
These directors could include:• A Chief Executive Officer (CEO) who may also be
Chairman of the Board• Other executives of the organization, such as its Chief
Financial Officer (CFO) or Executive Vice President• Large shareholders• Representatives of other stakeholders such as labour
unions, major lenders, or members of the community in which the organization is located
• Outside directors
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Board of Directors – Home Retail Group
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Board of Directors - Roles
• governing the organization by establishing broad policies and objectives;
• selecting, appointing, supporting and reviewing the performance of the chief executive;
• ensuring the availability of adequate financial resources;
• approving annual budgets;• accounting to the stakeholders for the
organization's performance;• setting the salaries and compensation of
company management.
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Managers
• Management: Responsible for a certain task or team of people (HR, finance, marketing, etc.) & day-to-day implementation of organisation’s policy
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Supervisors
• Junior managers who carry out operational decisions & directly contact workforce.
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Other Employees (Operatives)
• Considered the workforce. Cashiers, secretaries, laborers, teachers, etc. Make routine decisions concerning their job only. Provide support to others in organisation & work as member of a team or department.
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Delegation
Refers to passing authority & control on to others. Manager retains responsibility, but the subordinate does the work.
What are the benefits of delegation?
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Why might a manager be reluctant
to delegate?
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Organisational Charts
• Most businesses create a formal, organized structure to delineate accountability & responsibility
• Accountability: shows who answers to whom• Responsibility: shows who is in charge of
whom
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Organisation Chart Terminology
• Person directly above an employee is known as the line manager.
• The people who a manager has direct control over is called a subordinate.
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Organisational Chart
Shows 4 important features:1. Functional departments within a business
(marketing, finance, etc.)2. Chain of command: which people have
authority over others3. Span of control: number of subordinates
directly accountable to a single manager4. Official channels of communication: route
that messages are to be communicated within an organization
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M arke tin g D ep artm en t1 2 E m p loyees
M arke tin g M an ag er
M arke tin g D irec to r
P rod u c tion S ta ff4 0 E m p loyees
Q u a lity C on tro l M an ag er
O p era tion s M an ag er
S ecu rity S ta ff2 0 E m p loyees
S ecu rity M an ag er
P rod u c tion D irec to r
F in an ce S ta ff1 5 em p loyees
F in an ce M an ag er
F in an ce D irec to r
H R S ta ff1 0 E m p loyees
H R M an ag er
H R D irec to r
C E O
Organisational Chart Example
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Span of Control
• Is described as either being:
• Wide = Each manager has lots of subordinates
• Narrow = Each manager has few subordinates
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Task
• Group A:Think of advantages and disadvantages of a
Wide Span of control
Group B:Think of advantages and disadvantages of a
narrow span of control
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Chain of Command
Refers to the formal line of authority through which orders are passed down in an organization.
Flat organization = short chainTall organization = long chain
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Task – In groups
• I will show a picture to one person in your group
• They then have to re-draw it for the next person
• They then have to re-draw it for the next person
• etc
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M arke tin g D ep artm en t1 2 E m p loyees
M arke tin g M an ag er
M arke tin g D irec to r
P rod u c tion S ta ff4 0 E m p loyees
Q u a lity C on tro l M an ag er
O p era tion s M an ag er
S ecu rity S ta ff2 0 E m p loyees
S ecu rity M an ag er
P rod u c tion D irec to r
F in an ce S ta ff1 5 em p loyees
F in an ce M an ag er
F in an ce D irec to r
H R S ta ff1 0 E m p loyees
H R M an ag er
H R D irec to r
C E O
Organisational Chart Example
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Task
• Spurs Mystery• Use the information and draw the firm’s
organisation chart
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Task
• BISS organisation chart• Who fills the positions in the organisation chart• How has the structure of the school changed
since this chart was drawn up? Why?
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Flat and Tall Structures
• Depending on how the business is organised, a business can have a tall or a flat structure.
• Consider the example of an organisation with 52 workers
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Tall StructureMD
Finance Manager
Finance Supervisor
3 Finance Assistants
Accounts Manager
4 Accounts Clerks
8 Data Entry operators
Human Resource Manager
Training Manager
2 trainers
Marketing Manager
2 Marketing Supervisors
4 marketing Assistants
Operations Manager
3 Shop Floor Supervisor
18 shop floor
workers
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Flat Structure
MD
Finance Manager
18 Finance Assistants
Human Resource Manager
3 trainers
Marketing Manager
6 marketing Assistants
Operations Manager
21 Shop Floor
Workers
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Questions – Discuss and decide
Which type of organisation (flat, tall, wide, narrow) will:
• Have good opportunities for promotion• More likely to have stressed managers• Have quick vertical communication• Workers may feel over supervised• Workers may be delegated additional responsibilities• Problems spotted on the shop floor will be dealt with
quickly by management• Likely to be large organisations• Workers may feel unsupported• Response to problems may be slow•
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Factors Affecting Choice of Structure
•Business size (larger firms require a more formal structure and are likely to be tall)
•Employee competence (business with highly skilled workers can have flat, informal structure)
•Management Attitudes (managers that trust their staff are more likely to have a flat, flexible structure)
•History & culture (innovative firms accustomed to change may opt for more flexible structure)
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•Results: reduces the number of layers of management & widens the span of control•Purpose: reduce cost, improve communication speed, give employees more responsibility
Changing/Reorganizing Structure
Delayering: removing one or more levels in the hierarchy in order to flatten out organizational structure (employees are moved around)
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HIERARCHICAL STRUCTURE
COMPANY OWNER
MANAGERS
DEPARTMENT MANAGERS
SUPERVISORS
SHOPFLOOR WORKERS
DE-LAYERINGFlatter StructureFe
edba
ckDel
egat
ion
Cha
in o
f
Com
man
d
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Advantages of delayering
• Reduces costs – wage costs of middle management
• Motivates employees lower down the hierarchy by giving them more responsibility, authority and control
• Communication may improve, as there are less levels to pass information through
• Can produce good ideas from employees who otherwise wouldn’t have a say
• Improves responsiveness, as senior managers and customers are closer.
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Disadvantages of Delayering
• Can lessen performance, as knowledge and experience of middle management is lost
• Not all organisations suited to a flat hierarchy
• Has a negative impact on motivation in the short term – job losses
• Disruption period, due to people taking on new responsibilities
• Remaining managers have a wider span of control, which means they can lose focus
• New responsibilities could mean more stress.
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Downsizing: reducing the size of the workforce (employees are laid off)
Changing/Reorganizing Structure
• Purpose/results: reduces cost• Drawbacks: creates sense of insecurity, can over-stretch employees (decreasing quality of work), can increase decision-making time if teams are larger