Disadvantages include the fact that workers may have more than one boss, different department functions and job roles may be blurred, and the growth of the organisation may be hindered. This structure only works in small organisations, such as partnerships, co-operatives and some private limited companies.
Tall structure
This has many tiers, and levels of command. These run from the top to the bottom of the organisation. It has a long chain of command from top to bottom. Tall structures rarely exceed 8 levels because the span of control is decreased to such a point that the cons of this type of structure begin to outweigh the pros.
The advantages of this are that the management structure is clear, and employees can be more closely supervised since each manager has a small number of workers under their control. The ladder of progression and promotion is clear, as is each layer function.
This structure has disadvantages such as a restricted freedom and responsibility of the employers. Passing approval of decisions and communicating through the many different layers can be slow. Management costs are high as each manager is paid more than the workers in a lower level.
Functional structure
Division of work is the important feature, as specialist staff is assigned to a particular organisational function. Additional layers of responsibility are added and the structure changes as the organisation grows.
An advantage of this is that each department can focus on its own work, and someone is responsible for each section. Different roles are clear to everyone, and there is an obvious promotion path.
Disadvantages are that communication may not pass not to different departments easily, and conflict is possible. There is a gap between top and bottom, and departments may be resistant to change.
Matrix structure
Teams of people are created from various sections for the purpose of performing specific tasks and projects, each led by a project manager. These teams are usually temporary, and only lasting for the duration of the project. A matrix structure is normally set up in order to produce new products and services.
The advantages of this are that it is very useful and effective to bring together specialists in a new environment for the best results on a project. The role of the project manager is to be responsible for the project being completed within its deadline and budget.
There are also disadvantages, such as conflict of loyalty over the allocation of resources, between line managers and project managers. The employment of the project managers means extra cost, and monitoring independent teams can be difficult.
Bureaucratic structure
Specialism is applied to the job, and this allows for continuity as work can be continued if the job holder leaves. The levels of authority are clearly defined, as well as the formal rules and regulations.
Advantages of this are that all employees are treated equally, and there is an achieved uniformity of decisions. Labour is clearly divided, and various positions are allocated official duties and tasks.
The disadvantages are that frustration can arise with the fact that much emphasis is put on rules, as well as from suppressed initiative and lack of flexibility. Bureaucratic behaviour can also occur, as well as lack of response to individual problems.
Task 1: b
The span of control is the number of subordinates that a supervisor has. For example, the Probate and Family Partner, the Criminal and Civil Litigation Partner, and the Corporate and Conveyancing Partner all have 8 subordinates each.
The chain of command is the order in which authority and power is delegated from the top of the organisation to the bottom. For example, the Probate and Family Partner has authority over the Probate Solicitors and the Family Solicitors.