business paper 2

• centralised organisational structure

  central head office where major decisions are made.
• disadvantages centralised organisational structure

  do not have a personalised approach, slower turnaround time.
• advantages of centralised organisational structure

  economies of scale employ experienced managers.
• decentralised organisational structure

  much more decisions making is at branch level.
• advantages of decentralised organisational structure

  Quicker turnaround time, personalised approach
• disadvantages of decentralised organisational structure

  not consistent across the company, less specialist so might make the wrong decision.
• methods of communication

  video conference, letters, phone, email, speech.
• barriers to communication

  jargon, distortion, physical noise, differences in perception, jump to conclusions, too much information, bias, accents and languages, poor fonts used.
• non financial methods of motivation

  job rotation, job enrichment, autonomy.
• financial methods of motivation

  remuneration, bonus, commission, fringe benefits.
• working full time

  same hours every week full time and is often at a fixed workplace.
• working part time

  same hours, not full time it is less and is often at a fixed workplace.
• teleworking

  working from home, from any location expects a fixed workplace. for example a café, at home, abroad.
• flexible working hours

  same number of hours each week but you have flexibility over when those are worked.
• permanent contract

  employed indefinitely in the future.
• temporary contract

  for a short or fixed time often 6 months or a year.
• freelance

  self employed, no boss, can choose what work is taken on, no guarantee of salary, flexible hours.
• permanent place of work

  fixed place at work that is not at the employee’s choice of home.
• hybrid working

  mixed working pattern between working from home and fixed location.
• directors

  responsible for overall business performance and target settings.
• senior managers

  responsible for the management teams below and the smooth running of these departments.
• supervisors

  responsibile for a small area and provide training and support for their subordinates.
• operational staff

  carry out the main operations of a business.
• support staff

  support the operations of the business but are not involved in the general running of the business.
• chain of command

  the route through and organization chart through which messages and authority are passed.
• delayer

  means to remove a layer from the organizational chart to make the chain of command shorter and improve communication.
• span of control

  number of people underneath an organizational chart a manager is responsible for
• delegate

  passing work to others.
• formal training

  booked training course at a set time, very focused, off the job, longer time, more expensive, little distractions, important.
• informal training

  by other members of staff so theres no set time and within working day., cheap, quick, on the job, little working time lost.
• tariffs

  tax on imports
• quotas

  limits on imports
• barriers to trade

  tariffs and quotas
• trade bloc

  organisation of countries who have a regional free trade
• imports

  from aboard into the country
• exports

  from the country to aboard
• inorganic growth

  growth outside the business
• types of inorganic growth

  takeover and merger
• disadvantages of inorganic growth

  expensive
• advantages of inorganic growth

  quicker than organic growth