Question No 67:
What is Network organisations?
Network organisations are more flexible than traditional organisations as it is easy to increase or reduce capacity through using the outsource company or the alliance.
Thursday, 30 June 2016
Thursday, 23 June 2016
Cima E2 Exam Question No 66
Question No 66:
What is Virtual organisations?
Virtual organisations are a type of network organisation with a focus on the use of IT as the communication tool between its employees and also between employees and contractors.
This enables everyone to be located in geographically disperse locations yet still work together to produce the end product.
What is Virtual organisations?
Virtual organisations are a type of network organisation with a focus on the use of IT as the communication tool between its employees and also between employees and contractors.
This enables everyone to be located in geographically disperse locations yet still work together to produce the end product.
Thursday, 16 June 2016
Cima E2 Exam Question No 65
Question No 65:
Network organisations and transaction cost theory
A network organisation depends to a large extent on relationships it builds with other parties. Indeed the term "network" derives from the dependency of the firm on the networks it builds with others.
The organisation itself typically aims to keep the number of directly employed staff to a minimum and as far as is possible its activities be outsourced to an external provider with the role ofthe organisation to co-ordinate the outsourced activities.
The organisation will tend to keep "in-house" the key drivers of its ability to compete. They may also rely on strategic alliances with other firms in order for the organisation to be a success. Examples include the Research and Development of joint products, or agreements to on-sell work to each other.
Network organisations and transaction cost theory
A network organisation depends to a large extent on relationships it builds with other parties. Indeed the term "network" derives from the dependency of the firm on the networks it builds with others.
The organisation itself typically aims to keep the number of directly employed staff to a minimum and as far as is possible its activities be outsourced to an external provider with the role ofthe organisation to co-ordinate the outsourced activities.
The organisation will tend to keep "in-house" the key drivers of its ability to compete. They may also rely on strategic alliances with other firms in order for the organisation to be a success. Examples include the Research and Development of joint products, or agreements to on-sell work to each other.
Thursday, 9 June 2016
Cima E2 Exam Question No 64
Question No 64:
Matrix Structure for flexibility
A matrix structure aims to combine the benefits of having the expertise associated with business functions with the product or customer focus of divisions. Each member of staff will be a member of a business function such as marketing or finance, while also being assigned to a product, customer or project group. Each product, customer or project group has its own manager responsible for the objectives of that product area and managing the staff assigned to them from each of the other business functions. This structure is common in project based organisations
Matrix Structure for flexibility
A matrix structure aims to combine the benefits of having the expertise associated with business functions with the product or customer focus of divisions. Each member of staff will be a member of a business function such as marketing or finance, while also being assigned to a product, customer or project group. Each product, customer or project group has its own manager responsible for the objectives of that product area and managing the staff assigned to them from each of the other business functions. This structure is common in project based organisations
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