Types of organisational charts
Chain of command: this is the layers in an organisational structure.
The chain of command of Oxfam is long; this affects the levels of communication. Since the chain is long it takes longer for the lowest departments to get information about a certain thing or it would take tem long to report back.
The chain of command of Asda is fairly short, this means that it will take quicker to report back to the immediate superior as there aren’t many layers to go through.
Span of control: the amount of sec tors that are under one power.
The span of control of Oxfam is narrow and this helps to provide better and quicker communication between management and the employees. Managers would have a better control over their team. Feedback is given quick
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For example the business vision and values that enables managers, employees and customers to understand the basis of the business.
Value statement: sets out the core value of the organisation and what it believes in.
Strategic plan: it’s drawn up typically by senior managers and will cover a five year period or longer. This is planning for the whole organisation.
The strategic planning process: Processes where major plans are create for the organisation. Strategic plans involve major resources and decision makers in the business.
The difference between an aim and objective is that an aim is a goal and an objective is a series of steps to reach the defined goal.
Specific – clearly stated and focused.
Measureable – the desired outcome is a number value that can be measured. For example, increase profits by 10%.
Achievable – the business must be able to achieve it.
Realistic – the target is possible given the market conditions and the staff and financial resources available.
Time-based – the target will be met within a given period of time, for example they will reach 30% market share within the next 12