BCO2000 Business Process Modelling | Assignment | Answers

BCO2000 Business Process Modelling
Assignment 1 (15%) Due: 25/08/2019
Student ID: _________________ Name: ____________________________
Instructions: Students are required to answer the following questions. Each question is worth 5
marks.
Students must submit their assignment to the assignment dropbox in VU
Collaborate on or before the cut-off date.
1. What is the most common Organizational Structure? How did the structure evolve?
What are the benefits and drawbacks associated with the implementation of such a
structure?
The most common structures that are implemented in the organizations are four. Namely
and detailed:
Functional: The employees are divided into various hierarchies based on their area of
expertise. The CEO is at the topmost level, and the remaining employees work
underneath. There is a top-down communication approach and the employees do not link
each other. The major drawback here being the addition of any new structure needs to be
specialized and coordinated by the CEO. The top-down and bottom-up communication
chain between the CEO and the functional units depends on a comparatively tall
structure. Also, the stress on specialization will cause high level of job discontent and less
business enhancement

Divisional: Very large companies that operate in multiple locations often use this
structure.
This structure allows the different units for way more autonomy among teams inside the
organization. Under this structure, every division operates as its own company, and has
dominantly its own resources and handles the cash transactions itself. Rather than having
all programs approved at the terribly high levels, those queries may be answered at the
divisional level.
A huge setback to the current style of structure is that the divisions specialize in areas.
In divisions, the staff operating within the same operate in numerous divisions could also
be unable to speak well between divisions. This structure additionally
raises problems with accounting practices and should have tax implications on multiple
divisions rather than a single company.
Matrix
A hybrid structure, the matrix structure may be a mix of the practical structure and
therefore the projectile organizational structure.
In the matrix structure, staff could report back to 2 or additional bosses counting
on true or project. For instance, beneath traditional practical circumstances, An engineer
at an outsized engineering firm may work for one boss, however, a brand
new project could arise wherever that engineer’s experience is required. For the period of
that project, the worker would additionally report back to that project manager, still as his
or her boss for all different daily tasks.

Advantages of this structure are that staff will share their data across the
various practical divisions, giving higher communication and understanding of
every function’s role. And by operating across functions, staff will broaden their skills
and data, resulting in skilled growth in the corporate.
On the opposite hand, reportage to multiple managers could add confusion and conflict
between managers over what ought to be reportable. And if priorities don't seem to
be clearly outlined, employees, too, could get confused concerning their roles.
Flatarchy
Blending a practical structure and a flat structure leads to a
flatarchy structure, that permits for a lot of higher decision making among the degree of a
company and, overall, flattens out the vertical look of a hierarchy.
Google, Adobe, LinkedIn and lots of different firms have internal
incubators wherever staffs is inspired to be artistic and innovative so as to push the
company’s overall growth.
An advantage of this method is it permits for a lot of innovation company-wide, still as
eliminating bureaucratic procedure that would stall innovation in an
exceedingly practical structure. As for the negatives, the structure might be confusing and
inconvenient if everybody concerned doesn’t agree on, however, the structure ought to be
organized (Johnson, 2019).

2. What is a functional information system? What is their value to an organization?
What are their main drawbacks?
The functional information system is based on the expertise of employees. This is
adopted gradually as the sales start increasing.
These functional areas usually correspond to stages within
the value chain like operations, analysis, and development, and promoting and sales.
Together they support HR, accounts, and finance.
Fig-1. Organizational Chart Source-www.courses.lumenlearning.com
The employees are divided into various hierarchies based on their area of expertise. The
CEO is at the topmost level, and the remaining employees work underneath. There is a
top-down communication approach and the employees do not link each other. The major
drawback here being the addition of any new structure needs to be specialized and
coordinated by the CEO. The top-down and bottom-up communication chain between
the CEO and the functional units depends on a comparatively tall structure. Also, the
stress on specialization will cause high level of job discontent and less business
enhancement