Category: Management

Efforts to improve the total costs of production should be mainly centered on an organization’s internal functions, not on suppliers’ efforts.
Group of answer choices
True
False

During the introduction stage of a product’s life cycle, most of the buyers are in which consumer adoption group?
early adopters.
early majority.
pioneers.
innovators.
beta testers.

An assembly line is an example of a:
A. line process.
B. repetitive process.
C. process-focused process.
D. product-focused process.
E. specialized process.

explain the following types of organisational structures:functional structurepure structurematrix structurestrong matrix structureweak matrix structurebalanced matrix structure
Functional structure
A structure organized by specialized functions (e.g., finance, marketing, operations). Employees report to functional managers who oversee expertise, training, and resource allocation. Advantages include clear career paths, efficiency, and depth of technical expertise. Disadvantages include silos, limited cross-functional communication, and slower response to project-based needs.
Pure structure
Often called a projectized or pure project structure, this places project teams separate from functional departments; the project manager has full authority and resources are dedicated to the project. Advantages include strong project focus, fast decision-making, and clear accountability. Disadvantages include potential duplication of resources, less functional career continuity, and challenges reintegrating staff after project completion.
Matrix structure
A hybrid that combines functional and projectized elements. Staff report to both functional and project managers (dual reporting). This enables efficient resource sharing and specialization while maintaining project focus. Advantages include flexibility and better balance of technical and project needs. Disadvantages include potential role ambiguity, conflict over priorities, and the need for strong conflict-resolution and communication mechanisms.
Strong matrix structure
In a strong matrix, the project manager has greater authority and control over resources and decisions; functional managers play a supporting role. This yields strong project leadership, faster decision-making, and clearer project accountability, while retaining some functional expertise. Potential drawbacks include reduced functional control and possible tension between project and functional priorities.
Weak matrix structure
In a weak matrix, functional managers retain most authority; the project manager serves more as a coordinator or expeditor with limited decision-making power. This preserves functional control and expertise but can lead to slow project progress, unclear project authority, and weaker project alignment.
Balanced matrix structure
A balanced matrix aims to distribute authority fairly between project and functional managers. Both share responsibility for resources, priorities, and performance. This can promote cooperation and reduce power struggles, but requires clear role definitions, good communication, and effective conflict resolution to work well.