Cambridge International A Level · Business (9609)
4 multiple-choice questions marked as you go, and 4 written questions with worked solutions. All on Organisational structure (A Level).
A large furniture manufacturer is considering switching from a functional structure to a matrix structure to manage several new international projects. Which of the following is most likely to be a significant disadvantage of this change for the project team members?
A business has a span of control of 10 and exactly 4 levels of hierarchy including the CEO. If the business undergoes delayering by removing one level of middle management while maintaining the same total number of workers, what is the most likely impact on the remaining managers?
Which of the following scenarios best illustrates a conflict between control and trust within an organisational structure?
An electronics firm is moving toward a more decentralised structure. In this context, how is delegation most likely to influence the accountability of middle managers?
Explain why a matrix structure might lead to conflict for an employee compared to a traditional functional structure.
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Explain how delayering can affect the length of the chain of command and the span of control within an organisational structure.
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(a) Distinguish between 'span of control' and 'chain of command'. (2)
(b) Analyze three benefits to a business of using a matrix organisational structure instead of a traditional functional structure. (3)
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A multinational corporation is considering 'delayering' its organizational structure by removing middle management levels.
(a) Analyze the relationship between delayering, the span of control, and the opportunities for delegation within the firm. (3)
(b) Evaluate the impact of delayering on the effectiveness of business communication within this corporation. (5)
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