Organisation and management — common mistakes

In examination questions, avoid simply listing advantages and disadvantages. To achieve higher marks, you must justify which structure is most appropriate for the specific business in the case study. Link your recommendation directly to the business's objectives, size, industry, and culture. For example, 'A matrix structure would be suitable for this software firm because it needs to respond quickly to new client projects by assembling teams of specialists from its programming, design, and marketing departments.'

Yes, almost all businesses have some form of hierarchy, meaning there are different levels of authority. However, in A-Level Business, the key distinction is the type and degree of hierarchy. We analyse whether the structure is 'tall' with many layers and a narrow span of control, or 'flat' with few layers and a wide span of control. The term 'hierarchical structure' is often used as a general category that includes both tall and flat models, contrasting them with non-hierarchical models like matrix structures.

Absolutely. This is very common in large multinational corporations. A business might be organised into geographical divisions (a divisional structure), but within each division, it may use a functional structure for its core operations. Furthermore, it might implement a matrix structure for specific international projects that require collaboration between different divisions and functions. The overall structure is often a complex hybrid tailored to the company's specific needs.

This is a common misconception. A flat structure does not eliminate managers; it reduces the number of layers of management. In a flat structure, managers still exist, but they have a much wider span of control, meaning they are responsible for a larger number of subordinates. This necessitates a greater degree of delegation and employee autonomy, as managers cannot closely supervise everyone. The role of the manager shifts from a controller to more of a coach or facilitator.