Power – The ability to control another entity’s actions.

Influence – The ability to affect another entity’s thinking, decisions, and actions.

Fiscal Government spending and taxation influence economic activity.

Monetary Control of the available money supply of a country.

Downsizing – Reduction in the size of a firm’s workforce.

Delayering – Reducing the number of management layers in a firm.

Outsourcing – Hiring an external firm to perform a task/function.

Core competence – An organisation's competence (resource or capability) surpassing its competitors.

Procurement The business’s purchasing [Link] minimise cost and lead time and maximise quality.

Span of control – The number of subordinates directly reporting to an individual.

Scalar chain – The chain of command within the organisation.

Delegation – Empowering subordinates by transfer of power (authority), responsibility, and accountability.

Offshoring – Transferring operations to a different country.

Committee – A group of individuals committed to achieving a purpose.

Corporate governance – The system by which companies are directed and controlled.

Tax mitigation – Utilisation of provisions within tax regulations to legitimately reduce tax liability.

Cloud computing – The use of services provided by remote servers hosted by a third party through the Internet.

Blockchain – An immutable digital ledger that records managed transactions and track assets over a decentralised network.
 Entrepreneurial organisational structure—An organisation owned and controlled by one
person or a small number of people, often the founder(s) of the business.

Functional organisational structure—is a common type of organisational structure. Tasks are

divided by functions, and each is established as a separate department.

In a matrix organisation, employees may have two different managers:

[Link] departmental or section manager, within the usual functional
hierarchy; and also
2. A project manager or activity manager.

Shared service organisation – Units within an organisation that provide services to the entire
organisation.

Boundaryless organisations—These are organisations where the boundary is unclear,

and it is no longer necessary for people to be physically together to do their jobs and
work together.
There are three types of boundaryless organisation:

Hollow Organisation: A hollow organisation outsources almost all functions,. leaving a small number of
functions providing key competencies.

Virtual Organisation: An organisation that outsources every function, leaving just crucial roles such as
strategy and coordination. Functions such as production, sales and marketing

Modular Organisation: An organisation that outsources different parts of the production process to various
supplier organisations
Strategic:
Senior managers carry out strategic management. It is concerned with making significant
strategic decisions for the organisation, such as setting business objectives and deciding
on corporate strategy.
Strategic management decisions often involve long-term planning.

Tactical:
Tactical management is carried out by middle managers and relates to
business control and the allocation of resources. It involves developing
plans, often medium-term, for implementing strategic managers'
directions.
It includes tasks such as annual budgeting and other medium-term
planning, implementing the plans when approved by senior
management, and monitoring actual performance against the plan,
ensuring that day-to-day operations lead towards achieving longterm
strategic goals.

Operational:
Junior managers or supervisors usually carry out operational
management. It is concerned with the implementation of tactical plans
and with the management of short-term, detailed day-to-day
operations.
Operational management is the lowest level of management in
Anthony’s hierarchy.
 Schein
Artefacts—An observable symbol that has been designed and introduced into the
organisation.
They are often superficial and represent the shared culture

Values and beliefs— A sharing of values and beliefs that members of the organisation
will openly express. They include collective acceptance of the organisation’s strategies
and goals.

Basic assumptions and value—A set of abstract concepts at the core of how an
organisation operates, represented by a set of innate beliefs and behaviours that underpin
the organisation’s core values.

Handy
Zeus (Power)—Power and influence come from a central source: an individual or group.

Apollo (Role)—All individuals have a formal role and follow established rules and
procedures (bureaucracy).

Athena (Task)—Focus on getting the job done.

Dionysus (Person)—The interests of several key individuals are prioritised.

Hofstede
Power distance:
The degree to which unequal distribution of power is accepted by less powerful members.

Inequalities and dominant individuals are more readily accepted with high power distance.

Members demand justification for inequalities and participation in decision-making in a Low

power distance culture.

Uncertainty avoidance:
The degree to which individuals are uncomfortable with uncertainty.

High uncertainty avoidance cultures have more rigid codes of belief and behaviour.

Low uncertainty avoidance cultures are more accepting of risk-taking and unorthodox
approaches.
Individualism or collectivism:
The preference of the individual to care for only himself or surrounding society members.
Self-image is based on “I” or “we”.

More individualism means focusing on effort-reward dynamics and the achievement of

goals.

More collectivism values harmonious relationships, empathy, and team-working.

Masculinity vs femininity:
Preference for masculine or feminine traits.

Masculine cultures value characteristics like assertiveness, dominance (or aggression),

competitiveness, being decisive – and winning.

Feminine cultures value cooperation, modesty, quality of life, and consensus. Feminist
cultures make less distinction between the roles males and females should play.

Long-term vs short-term orientation:

The extent to which a culture maintains links to the past while meeting future challenges.

A culture with a short-term orientation protects traditions and is suspicious towards social
change.

A culture with a long-term orientation is more pragmatic and encourages new approaches
to meet challenges.

Indulgence vs constraint :
The degree to which society allows freedom to gratify oneself, enjoy life, and have fun.

Cultures that are more indulgent-oriented would appear more materialistic and encourage
the pursuit of personal gratification.

Cultures that exercise constraint will restrict the pursuit of gratification with strict societal
rules and norms.
Types of Committees

Board of directors:
The supreme committee in the business organisation, as it is appointed by the shareholders
(at a general meeting) and set up to represent them and direct the management of the
company.

Executive:
A committee with the power and authority to make decisions affecting the organisation’s
management.

Standing:
A permanent committee that has been established for one or more specific purposes.

Ad-hoc:
A temporary committee established for a specific purpose, existing until the objective has
been achieved.

Steering:
A committee is established to monitor progress in a significant project, to check whether it
is progressing towards completion on time, with the required resources and within the
budget spending limit for the work.

Subcommittee:
A committee established to carry out a task for its parent committee. Its membership is
taken (entirely or mostly) from members of the senior committee.

Chair
-Create meeting agendas
-Moderate and direct committee discussions
-Ensure the committee fulfils its purpose
-Summarise actions
-Call for action/decision
-Ensure the opportunity for members to participate
-Minimise domination by any single party
-Decide on split decisions

Secretary
-Distribute agenda
-Record minutes
-Prepare necessary documentation and information
-Communicate committee decisions with relevant parties
-Organise committee meetings
-Prepare and distribute agendas
 The Audit Committee
The audit committee should have a sufficient number of members. The UK Corporate
Governance Code recommends at least 3 (for smaller companies, 2) members.

The audit committee should consist entirely of independent non-executive directors, and at
least one committee member should have relevant financial experience.

The committee shall have competence relevant to the company’s sector.