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Beschreibung
Karteikarten von Charlotte Marko , aktualisiert more than 1 year ago
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Erstellt von Charlotte Marko
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| Frage | Antworten |
| Organisational Structure Defined | -division of labour into separate jobs assigned to different people -coordination of labour to ensure everyone works together towards common goal |
| 4 Elements of Organisational Structure | -Span of Control -Centralisation -Formalisation -Departmentalisation |
| Span of Control | The number of people reporting to next level in hierarchy (How authority is distributed throughout organisation) -Autonomy, task complexity & independence influence shape of structure |
| Centralisation | -degree to which formal decision authority is held by a small group of people, typically those at top of hierarchy. -Decentralisation is where decision-making authority is dispersed throughout organisation |
| Formalisation | -Degree to which organisations standardise behaviour through rules, procedures, formal training and related mechanisms. -consistency, training, efficiency -reduces flexibility, discourages learning, stressful |
| Mechanic vs Organic | Mechanic - Narrow span of control -High centralisation - high formalisation Organic - wide span of control -high decentralisation -low formalisation |
| Departmentalisation and it's functions | How employees and their activities are grouped together. - Establish chain of command (supervision structure) -Create common mental models, measures of performance etc. -Encourage staff to coordinate through informal communication |
| 6 Most Common Types of Departmentalisation | -simple -funtional -divisional -team-based -matrix -network |
| Simple Structure | Benefits -Economy of scale -supports professional identity and career paths -easier supervision Limitations -more emphasis on subunit rather than organisational goals -poorer coordination, requires more controls |
| Divisional Structure | Benefits -Focuses on markets Limitations -Duplication and potential inefficiency of resources Types -Geographical, Product, Client |
| Team-based Structure | Benefits -Responsive and flexible -Lower administration costs - Improves coordination and communication -Quicker, more informed decisions Limitations -Slower during team development -Role ambiguity increases stress -Duplication of resources |
| Matrix Structure | Benefits -Uses resources and expertise efficiently -Focuses specialists on clients and products Limitations -Increases conflict between managers with equal power -Organisational politics |
| Network Structure | Benefits -Highly flexible Limitations -Exposes the core business to market forces -Less control over subcontractors than in-house |
| C-Suite | -CEO Chief Executive Officer -CMO Chief Marketing Officer -COO Chief Operations Officer -CFO Chief Finance Officer -CIO Chief Information Officer |
| Hierarchal Organisations | -Chain of command -Communication from top down -Often redundancies when restructured to remove middle-management |
| Flatter Organisations | -Opens channels of communication allows more collaboration -Fewer management layers means decision making power may be at one level -Results in shorter time frame -Accountability pushed down, can be empowering |
| Flat Organisations | -No formal hierarchy -May be a self-managed business (family owned and operated) |
| Flatarchies | -Elements of both hierarchy and flat organisations -Clear structure but also temporary teams -Breeds innovation -ex. project teams etc. |
| Holacratic Organisations | -Decision making power is distributed throughout organisation |
| Fair Work Act 2009 | Governs the employee/ employer relationship in Australia -10 minimum National Employment Standards -Awards that apply nationally for specific industries and occupations -National minimum wage -Protection from unfair dismissal |
| Unconscious Bias | -Hiring and selection implications -efficiency and innovation in diversity -promotions -Diversity goal can be counterproductive |
| Equal Employment Opportunity (EEO) | -National and state laws for discrimination, harassment, bullying and victimisation -Ensures compliance |
| Diversity in workplace | -Age -Gender -Ethnicity -Physical ability -Sexual orientation -Religion -Work experience -Educational background |
| Australian Securities and Investments Commission (ASIC) | -Trust between investor and consumer -Fairness and transparency of financial markets -Registration efficiency -Economic reputation and well-being -Service Regulator: corporate, markets and financial services |
| Laws | -Australian Securities and Investments Commission Act 2001 -Business Names Registration Act 2011 -Superannuation Industry (Supervision) Act 1993 -Life Insurance Act 1995 -Retirement Savings Accounts Act 1997 |
| Australian Competition and Consumer Commission (ACCC) | -Competition and fair trading -Regulate national infrastructure -Regulate and monitor industries -Understand your business rights and responsibilities -Identify when others do the wrong thing -Understand your consumer rights |
| Australian Prudential Regulation Authority (APRA) | -Oversees banks, credit union, building societies, general insurance, private health insurance, friendly societies and most members of superannuation industry |
| Business Ethics | Principles and standards that determine acceptable conduct in business acceptable behaviour determined by; -Organisation -Customers -Competitors -Government Regulators -Interest Groups -The Public -Individuals' Personal Principles |
| Social Responsibility | A businesses obligation to maximise it's positive impact (and minimise it's negative impact) on society -ethics refers to individual/ work group that society deems right or wrong -Social responsibility refers to the impact of the entire organisation's activities on society |
| Ethic Issues | Bribery- payments, gifts or special favours intended to influence outcome of decision Company time- Social media during work, arriving late, long lunch breaks, excessive socialising, online shopping Company resources- excessive time on personal email, personal expenses on company reports, using photocopier for personal reasons etc. Intimidating behaviour- harassment, threatening, belittling, abuse, over criticising, targeting Plagiarism |
| Why Code of Ethics is Important | 1. Alerts employees to issues and risks 2. Provides values- integrity, honesty etc. 3.Gives guidance to employees 4. Alerts employees to reporting systems 5. Uniform ethical conduct 6. Important doc. for communicating to stakeholders 7.Provides foundation for evaluation and improvement of ethical decision making |
| 4 Dimensions of Social Responsibility | - Financial Viability -Compliance with legal and regulatory requirements -Ethics, principles and values -Philanthropic activities |
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