Organisational structures common mistakes

Common mistakes

• Structures and communication common mistake 1

  Giving a vague answer instead of directly addressing: Explain internal organisational structures, span of control, chain of command, delayering and delegation..

  Fix itAnswer by clearly explaining how to explain internal organisational structures, span of control, chain of command, delayering and delegation..

• Do not turn chain of command, delegation, span of control, organisational structure into a generic Organisational structures point

  A weak response about SwiftServe defines chain of command, delegation, span of control, organisational structure but gives no link to customer retention, ?3,535, or the marketing manager. It may also confuse margin versus markup.

  Fix itStart with the business evidence, explain how Structures and communication changes the decision, then judge whether the benefit outweighs the cost or risk for SwiftServe. Separate margin versus markup before writing the final recommendation.

• Structures and communication common mistake 1

  Giving a vague answer instead of directly addressing: Explain why businesses have internal organisational structures and different job roles and responsibilities..

  Fix itAnswer by clearly explaining how to explain why businesses have internal organisational structures and different job roles and responsibilities..

• Do not turn organisational structure into a generic Organisational structures point

  A weak response about PeakPods defines organisational structure but gives no link to average transaction value, ?10,212, or the local community. It may also confuse internal finance versus external finance.

  Fix itStart with the business evidence, explain how Structures and communication changes the decision, then judge whether the benefit outweighs the cost or risk for PeakPods. Separate internal finance versus external finance before writing the final recommendation.

• Structures and communication common mistake 1

  Giving a vague answer instead of directly addressing: Explain how tall and flat structures affect management..

  Fix itAnswer by clearly explaining how to explain how tall and flat structures affect management..

• Do not turn management, affect, tall, flat into a generic Organisational structures point

  A weak response about BeanBarn defines management, affect, tall, flat but gives no link to gross profit margin, ?5,490, or the suppliers. It may also confuse cash flow versus profit.

  Fix itStart with the business evidence, explain how Structures and communication changes the decision, then judge whether the benefit outweighs the cost or risk for BeanBarn. Separate cash flow versus profit before writing the final recommendation.

• Structures and communication common mistake 1

  Giving a vague answer instead of directly addressing: Explain how organisational structure may affect communication..

  Fix itAnswer by clearly explaining how to explain how organisational structure may affect communication..

• Do not turn organisational structure into a generic Organisational structures point

  A weak response about MetroMove defines organisational structure but gives no link to capacity utilisation, ?5,183, or the shareholders. It may also confuse stakeholder needs versus shareholder returns.

  Fix itStart with the business evidence, explain how Structures and communication changes the decision, then judge whether the benefit outweighs the cost or risk for MetroMove. Separate stakeholder needs versus shareholder returns before writing the final recommendation.