ASAC4055 Autumn 2018: Analysis of Organizational and Market Structures

This report provides an analysis of organizational and market structures, fulfilling two primary tasks. The first task involves a detailed examination of three organizational structures: flat, matrix, and tall, including a comparative analysis of their scalar chains and spans of control. Examples like Starbucks (matrix), Coca-Cola (tall), and General Electric (flat) are used to illustrate these structures. The second task focuses on the determinants of market structure, such as the number of buyers and sellers, market size, nature of the commodity, and freedom of entry and exit, and explores various market structures including perfect competition, monopolistic competition, oligopoly, monopoly, and contestable markets, highlighting their characteristics and competitive dynamics. The report concludes by synthesizing these analyses to provide a comprehensive understanding of how organizational and market structures impact business operations and strategic decision-making.

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Executive Summary
The paper presented discussion of two key tasks. First, the paper presented analysis of three
forms of organizational structures; that is, flat, matrix and tall organizational structure.
Besides, the section presented comparative analysis of scalar chain and span of controls of
the three organizational structures. Secondly, the paper presented determinants of market
structure. It also presented different forms of market structure. From the analysis, it was
found out that flat structure

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Introduction
Organizational structures and market structure are crucial component while setting up a
business. It is up to an individual to decide which structure they wish to apply in their
business as well as which form of market to operate in. This paper is divided into two tasks,
task one entails discussion of the three organizational structures and comparing their chain of
command and span of control. The second task entails discussion of determinant of market
structure as well as explanation of different form of the market structure.
Task 1
Three organisational structures
The way an organization’s structure develops usually falls into flat, matrix or tall structure.
A matrix structure is the most complicated structure an organization could implement. In this
case, a matrix structure is the organization structure where reporting relationship are usually
set as a matrix or a grid rather than in traditional hierarchy (Morgan 2015). In this case,
employees under matrix structure have dual reporting relations; that is to both the product
manager and functional manager. Under matrix structure, personnel reporting to the
department managers could also unite together in order to custom product or the project
teams. Besides, in the matrix structure, the product managers usually have full control over
the product-related issues, while the department managers usually have the authority over
issues related to organization policy (Jonathan 2017). Basically, the matrix structure is
usually created in response to the dynamism and uncertainty of the environment as well as
need to offer specific attention to particular projects or products. Therefore, use of the matrix
structure could increase corporation and communication amongst departments since the
project managers would require coordinating their activities with those of the department

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managers. Generally, matrix structure increases frequency of the formal and informal
communication in an entity (Johnson 2012). It also has the advantages of offering quick
responses to the customer demands and technical issues. For instance, the matrix structure at
Starbucks would be as shows in figure 1 below:
Figure 1: Example of matrix structure Starbucks
Source: Meyer (2018)

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In tall structure, there are numerous layers of the administration amid the frontline personnel
and top level personnel. Additionally, in the tall structure, number of personnel reporting to
every manager is small, leading to higher opportunities for the managers to monitor and
supervise the employees’ activities. The tall structure is good at satisfying the security needs
of the employees. Tall structure usually leads to a one extended chain of command same to
military (Morgan 2015). In essence, under tall structure, organization develops, number of the
management levels also upsurges and structure becomes taller. To be more specific, under
tall structure, directors usually form numerous ranks and every rank has small section of
control. The tall structure gives distinct, clear layers with some obvious like of control and
responsibility and clear advertising arrangement. Basically, in tall structure, there are
considerable several middle-level posts between highest and lowest-ranked personnel
(Jonathan 2017). The structure is more bureaucratic as there are various layers of the
authority separating topmost manager from bottom most personnel. For example, Figure 2
below shows an example of tall structure in a banking institution.
Figure 2: Example of tall structure at Coca Cola Company.

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In flat structure, only few layers of management exist. The flat structure comprises of large
number of personnel reporting to every manager. Here, the managers are somehow unable to
offer close supervision, resulting in higher level of the freedom of activities for every
employee (Jonathan 2017). In essence, flat structure offer greater satisfactions for the
personnel and higher levels of the self-actualization. This structure focuses on empowering
personnel instead of adhering to different chains of command. Besides, by inspiring self-
direction and sovereignty, the flat structure attempts to hit into the personnel’s creative gifts
and in resolving some problems by collaboration (Johnson 2012). Additionally, flat structure
gives more chances for personnel to shine while endorsing relatively high business vision.
For the flat structure to properly function, leaders should share information and research
rather than hoarding it. Hence, if they succeed being tolerant, vulnerable and even open, they
shine in such setting.
Figure 3: Example of flat structure at General Electric

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Comparison of three structures
Scalar chains and the span of control are two significant aspects within an organization linked
to the organizational structures. The two might be confusing since at times they could be used
interchangeably as a result of their similarities in terms of objectives (Jonathan 2017).
Nonetheless, they also differs in that scalar chains is level of the authority within an
organization while span of controls is number of subordinates the managers is accountable
for controlling. In matrix structure, there is a long top to bottom scalar chain or the chain of
command. In this case, the chain of command begins from top to bottom, in straight line.
Individuals share power utilizes open confrontation in resolving problems and use all
directions within an entity in disseminating information (Digital Frontline 2018). On the
other hand, the tall structure usually results in a single extended chain of command that is
similar to military. Here, as organizations expands, number of the managerial level increases
and structure become taller. Nonetheless, under flat structure the chain of command is
relatively short as compared to tall structure. This is based on the fact that flat structure has
few layers of the management.
The span of control on the other hand, comprises of the subordinates a specific manager is
accountable for controlling. It is principally decided on the basis of whether an organization

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adopts flat or tall structure. In tall structure, span of control is usually narrow (Johnson 2012).
This allows for high control, easy supervision of work as well as more chances for
promotion. Nonetheless, the decision-making process is relatively slows as a result of
numerous layers of the management as and might result in delays and communication
problems. On the other hand, flat structure is usually characterised by wider span of control.
Therefore, there are limited levels of the hierarchy. As number of personnel reporting to a
single manager is usually high, a lot of work is usually delegated to the subordinates that in
return increase their motivation and responsibility, offering sense of autonomy (Chron 2018).
The decision making under flat structure is fast and is usually highly responsive to variation
within the market. Nonetheless, workload for the managers might be excessive with wider
span of control and some issues of the direct supervision might arise. In matrix structure the
span of control is wider. This is based on the fact that matrix organization structure is
decentralised with bottom-up decision making process.
Task 2
Determinants of the market structures
Market structure is the type of number of organizations operation within a given sector. There
are different means in classifying markets used in studying the nature of markets and the
problems faced by every of them. Basically, there are different aspects used in determining
market structure; these include number of sellers and buyers, market size, freedom of entry
and exit, mobility of goods and aspect of production and knowledge of the market condition
(Caves 2009). One, the number of sellers and buyers within a market indicates influence
exercised by the market on price of a given commodity. When the number of buyers
increases and sellers decreases, the gross profit increases resulting in entrance by some
organization (Ciliberto & Tamer 2009). Therefore, the number of organizations within the

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sector increases, decreasing concentration of a market. Whenever, the market size increases,
demand increase in turn, resulting in relatively higher profits for every existing organization.
Such aspect is said to attract entrants in the sector sharing total profit from market demand. In
this case, number of organizations increases, therefore, decreasing concentration of a market.
Nature of commodity is another crucial determinant of market structure (Caves & Porter
2011). In case, the commodity within the market is usually of homogeneous nature; that is,
identical, then it should be sold at uniform prices. Nonetheless, in case commodity is
differentiated, it might be sold at diverse prices. Again, in case commodity lack any close
substitutes, select could charge relatively higher prices from buyers (Caves 2009).
Another determinant is freedom of the movement of organizations. In case, there is freedom
of exit and entry of organizations, price would be relatively stable within the market (Caves
& Porter 2011). Mobility of the commodities and aspect of production is also a crucial
determinant of market structure (Ciliberto & Tamer 2009). In this case, whenever factors of
production could move somehow freely from a particular place to another, uniform prices
tend to prevail within a market. Nonetheless, in case of some immobility of factors and
commodities, different prices might prevail within a market (Caves 2009).
Finally, knowledge of the market conditions is another determinant of market structure. In
case, sellers and buyers have perfect understanding on market conditions, then uniform price
tends to prevail within a market (Caves & Porter 2011). Nonetheless, in case of some
imperfect understanding on market conditions by buyers, sellers tends to charge differentiated
prices to these buyers.
Types of market structures

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There are five different types of the market structures; there are, monopoly, perfect
competition, monopolistic competition, oligopoly and contestable markets. Contestable or
duopoly market is usually the market with freedom of exit and entry, and low sunk costs. In
this form of the market, variation in productivity and price of a particular firm would affect
the other and therefore the other bearing the loss need to match up with price of its
competitor.
Monopolistic competition entails a form of market with numerous sellers selling
differentiated product. In this market competition is very keen, though it is not perfect among
numerous organizations making similar products (Dunne, Klimek, Roberts & Xu 2013).
Besides, in monopolistic competition, there is no organization that could have perceptible
influence on price output policies of other sellers nor could it be at any point be influenced by
their actions. This offer organizations certain level of the market power that permits them
charge relatively higher prices in certain range. Therefore, monopolistic competition is the
form of market with large number of the sellers that produce close though not perfect
substitutes (Caves & Porter 2011).
Oligopoly market on the other hand is the market stipulation where there are relatively few
organizations selling differentiated or standardised commodities. This leads to limited
competition within the market. In this market, organization could opt to either compete
against one another or to collaborate. In this form of market, it is a bit difficult to point
number of organization within the competition among few. The action of one organization
tends to afflict the other. Furthermore, an oligopoly sector produces either standardised
products or some assorted products (Dunne et al 2013).
Monopoly market is a form of market in which there is only one organization selling
commodities for which no close substitutes exists. To be more specific, in a monopoly

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market, there is only one single seller who has entire control on supply of specific products.
In other words, in monopoly market, organization has highest level of power within the
market since buyers do not have an alternative (Quick Economics 2018). Thus, a monopoly
market reduces the output in order to increase prices and therefore earn significantly high
profit.
A perfect competition is the form of market where number of sellers and buyers is relatively
large, all engorged in selling and buying of standardised products without any form on
unnatural precincts as well as processing perfect understanding of the market (Caves 2009).
In other words, a perfect competition is the form of market where numerous organizations
offer homogenous product (Caves & Porter 2011). Since there is the freedom of exit and
entry, organization would make normal profits and their prices would be retained low by the
competitive pressures (The Wall Street 2016). In this market, sellers and buyers are the price
takers not price influencers. In perfect competition, forces of demand and supply determine
amount of products produced and market price set in the market.
Figure 1: Price Fixation under perfect competition

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Under perfect competition, price of commodities is usually determined by interaction of
demand and supply, resulting to price of Pe. In this point individual organization would
maximize the output where the MR equals MC at the quantity Q1. Here, the organizations
would make some normal profits in long-run. Nonetheless, in case there is increase in the
demand, price of the commodities would increase; thus demand curve and AR would shift
upwards. This would cause organizations to generate supernormal profits and in turn
attracting new organizations in the market. As a result, the price would decrease to
equilibrium at Pe.
Conclusion
In conclusion, the manner in which organizational structure develops usually falls into
different structures with flat, matrix and tall structure being the most common ones. The
matrix structure is the organizational structure where reporting relationship are usually set as
a matrix or a grid rather than in traditional hierarchy. On the other hand, under tall structure,
there are numerous layers of the management between the frontline personnel and top level
employees while in flat structure, only few layers of management exist. Further, it can be
concluded in the task 2 that perfect competition is an ideal market, since there is free exit and
entry, so a good number of organizations move in the market and can easily exit whenever
the market is not profitable.