3. Give as many equivalents to the following phrases as possible:

key decisions

to be suited

to leverage

emphasis

to occur

to encourage participation

to empower people

to grow an organisation

to figure out

tremendous adversity

to cease to exist

3. Read the text about various organisational structures paying attention to their specific differences. Different ways of organising or structuring a company

Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized and is usually based on traditional or charismatic domination. It enables the founder to control growth and development. The strategic leader makes all key decisions and most communication is done by one on one conversations.

Bureaucratic structures have a certain degree of standardization. They are better suited for more complex or larger scale organizations.

Functional Structure. The organization is structured according to functional areas instead of product lines. The functional structure groups specialize in similar skills in separate units. This structure is best used when creating specific, uniform products. A functional structure is well suited to organizations which have a single or dominant core product because each subunit becomes extremely adept at performing its particular portion of the process. They are economically efficient, but lack flexibility. Communication between functional areas can be difficult.

Matrix Structure. A matrix structure overlays two organizational forms in order to leverage the benefits of both. Some global corporations adopt a matrix structure that combines geographical with product divisions. The product-based structure allows the company to exploit global economies of scale, whereas the geographic structure keeps knowledge close to the needs of individual countries. Many organizations also have degrees of matrix structure, meaning that each divisional group has specific responsibilities, but some issues must be decided jointly across all of these groups. Instead of combining two divisional structures, some matrix structures overlap a functional structure with project teams. Employees are assigned to a cross­functional project team, yet they also belong to a permanent functional unit (e.g., engineering, marketing) to which they return when a project is completed.

Matrix structures create the unusual situation where employees have two bosses. A project team member would report to the project leader on a daily basis, but also reports to the functional leader (engineering, marketing, etc.). Some companies give these managers equal power; more often, each has authority over different elements of the employee’s or work unit’s tasks. Matrix structures that combine two divisionalized forms also have a dual-boss reporting system, but only for some employees.

Divisional structure is formed when an organization is split up into a number of self-managed units, each of which operates as a profit centre. Such a division may occur on the basis of product or market or a combination of the two with each unit tending to operate along functional or product lines, but with certain key function (e.g., finance, personnel, corporate planning) provided centrally, usually at a company headquarters.

Post bureaucratic structure. In an ideal type of post-bureaucratic organization decisions are based on dialogue and consensus rather than authority and command, the organisation is a network rather than a hierarchy, open at the boundaries (in direct contrast to culture management). This sort of horizontal decision making by consensus model is often used in Housing cooperatives, other Cooperatives and when running a non-profit or Community organization. It is used in order to encourage participation and help to empower people who normally experience oppression in groups.