Study Notes
Organisation structure in business refers to how different levels of management are arranged and how responsibilities are divided. It includes organisational charts, which show the internal management structure, and concepts like hierarchy, chain of command, and span of control.
- Organisational structure — the arrangement of different levels of management and division of responsibilities in a business. Example: A company with a CEO, managers, and employees.
- Organisational chart — a diagram outlining the internal management structure of a business. Example: A chart showing the CEO at the top, followed by department heads and then employees.
- Hierarchy — levels of management in an organisation from highest to lowest. Example: Owners at the top, followed by directors, managers, and employees.
- Chain of command — the structure allowing instructions to be passed down from senior management to lower levels. Example: A manager instructing a team leader, who then instructs team members.
- Span of control — the number of subordinates directly under a manager. Example: A manager overseeing five team members.
Exam Tips
Key Definitions to Remember
- Organisational structure
- Organisational chart
- Hierarchy
- Chain of command
- Span of control
Common Confusions
- Difference between hierarchical and flat structures
- Centralised vs decentralised decision-making
Typical Exam Questions
- What is an organisational chart? An organisational chart is a diagram that outlines the internal management structure of a business.
- How does a flat structure differ from a tall structure? A flat structure has fewer layers of management and a wider span of control, while a tall structure has more layers and a narrower span of control.
- What are the benefits of decentralisation? Decentralisation can lead to faster decision-making and increased motivation among employees.
What Examiners Usually Test
- Understanding of different organisational structures
- Ability to explain roles and responsibilities within a business
- Differences between centralised and decentralised structures