Worksheet Answers – Chapter 13: Organisation Structure | 第13章 组织结构 作业答案

📚 Worksheet Answers – Chapter 13: Organisation Structure | 第13章 组织结构 作业答案

This worksheet provides model answers for Chapter 13 on organisational structure from the Cambridge International AS & A Level Business course. The answers focus on command words such as define, distinguish, explain, analyse and evaluate, and they include examples to help you apply theory to real business situations.

本作业提供剑桥国际 AS & A Level 商务课程第13章组织结构的标准答案。答案紧扣定义、区分、解释、分析和评估等指令词，并加入实例，帮助你把理论应用到真实商业情境中。

1. Defining Organisational Structure | 组织结构的定义

Worksheet question: Define organisational structure and explain two reasons why it is important as a business grows. [4]

作业问题：定义组织结构，并解释它对成长型企业十分重要的两个原因。[4分]

Answer: Organisational structure is the formal arrangement of roles, responsibilities, authority and communication channels within a business. It shows the hierarchy, chain of command, span of control and departmentalisation. As a business grows, a clear structure helps avoid confusion over who reports to whom and ensures that tasks are coordinated efficiently across different departments.

答案：组织结构是企业内部角色、责任、职权和沟通渠道的正式安排。它展示了层级、指挥链、管理幅度和部门划分。随着企业成长，清晰的结构有助于避免汇报关系混乱，并确保不同部门之间的任务得到高效协调。

For example, a small cafe with three staff may not need a formal chart, but a chain of 20 coffee shops must clarify store manager, area manager and head office roles. The second reason is that structure supports control and accountability, which becomes essential when owners can no longer supervise every employee directly.

例如，一家只有三名员工的小咖啡馆或许不需要正式组织结构图，但一间拥有20家门店的咖啡连锁店必须明确店长、区域经理和总部岗位。第二个原因是结构有助于控制和问责，当业主无法再直接监督每名员工时，这一点就变得至关重要。

2. Chain of Command and Span of Control | 指挥链与管理幅度

Worksheet question: Explain the difference between chain of command and span of control. [4]

作业问题：解释指挥链与管理幅度之间的区别。[4分]

Answer: The chain of command is the line of authority that runs from the top of the organisation to the bottom. It shows who reports to whom. Span of control is the number of subordinates who report directly to one manager. A narrow span means a manager supervises few employees, while a wide span means a manager supervises many employees.

答案：指挥链是从组织最高层向下延伸的职权线。它表明谁向谁汇报。管理幅度是指直接向一名管理者汇报的下属人数。管理幅度窄意味着管理者监督的下属较少，管理幅度宽则意味着管理者监督的下属较多。

These two concepts are linked: if a business adds more layers, the chain of command becomes longer and spans of control usually become narrower. This can increase costs and slow communication, but it may also allow closer supervision and more promotion opportunities.

这两个概念相互关联：如果企业增加更多层级，指挥链就会变长，管理幅度通常也会变窄。这会增加成本并降低沟通速度，但也可能带来更密切的监督和更多的晋升机会。

3. Tall and Flat Structures | 高管式与扁平式结构

Worksheet question: Distinguish between tall and flat organisational structures. [4]

作业问题：区分高管式组织结构和扁平式组织结构。[4分]

Answer: A tall structure has many layers of management, a long chain of command and narrow spans of control. It often allows tighter supervision and clear promotion routes, but communication can be slow and administrative costs are high.

答案：高管式结构有许多管理层级、较长的指挥链和较窄的管理幅度。它通常允许更严格的监督和明确的晋升路径，但沟通可能较慢，行政成本也较高。

A flat structure has few layers, a short chain of command and wide spans of control. Communication is usually faster and cheaper, and employees may have more autonomy. However, managers can become overburdened and staff may feel they receive less guidance.

扁平式结构层级少、指挥链短、管理幅度宽。沟通通常更快、成本更低，员工也可能拥有更多自主权。但管理者可能负担过重，员工也可能觉得自己得到的指导较少。

4. Centralisation and Decentralisation | 集权与分权

Worksheet question: Evaluate the benefits of decentralising decision-making in a large retail chain. [8]

作业问题：评估一家大型零售连锁企业将决策分权化的好处。[8分]

Answer: Decentralisation means authority is spread away from the centre to regional branches, store managers or lower-level employees. Benefits include faster local decisions, higher motivation through autonomy and better responsiveness to local customer needs. For example, a store manager in a coastal city might stock more beach products than a standard head office list would allow.

答案：分权是指权力从中心向区域分支、门店经理或基层员工分散。好处包括本地决策更快、通过自主权提高积极性，以及更好地响应本地顾客需求。例如，沿海城市的店长可能会储备比总部标准清单更多的海滩用品。

However, decentralisation can reduce central control and lead to inconsistent service or branding across outlets. It may also duplicate resources, such as each branch hiring its own marketing specialist. In evaluation, many large retailers use a mixed approach: strategic decisions remain centralised, such as supplier contracts and branding, while operational decisions are decentralised to stores.

然而，分权也可能削弱中央控制，导致各门店的服务或品牌形象不一致。它还可能重复配置资源，例如每一家分店都自行聘请营销专员。从评估角度看，许多大型零售商采用混合方式：供应商合同和品牌等战略决策保持集权，而门店运营决策则下放。

5. Delegation and Empowerment | 授权与赋权

Worksheet question: Explain how delegation differs from empowerment and why delegation can improve motivation. [6]

作业问题：解释授权与赋权有何不同，以及授权为何能提高工作积极性。[6分]

Answer: Delegation is when a manager gives a subordinate the authority to carry out a specific task, but the manager remains accountable for the final outcome. Empowerment goes further: it gives employees greater control and freedom to make decisions about their own work, not just isolated tasks.

答案：授权是管理者把完成某项具体任务的职权交给下属，但管理者仍然对最终结果负责。赋权则更进一步：它让员工对自己的工作拥有更大的控制权和决策自由度，而不仅仅是完成一些孤立的任务。

Delegation can improve motivation because it satisfies Herzberg’s motivating factors such as achievement, recognition and responsibility. When a supervisor trusts an employee with an important task, the employee often feels valued and more committed. However, if delegation is only used to dump boring tasks, it will not motivate.

授权能提高积极性，因为它满足了赫茨伯格双因素理论中的成就、认可和责任等激励因素。当主管把重要任务托付给员工时，员工往往会感到被重视并更加投入。但如果授权只是用来甩掉枯燥的工作，它就不会产生激励作用。

6. Matrix Structure | 矩阵式结构

Worksheet question: Explain what is meant by a matrix structure and analyse one advantage and one disadvantage. [5]

作业问题：解释矩阵式结构的含义，并分析它的一个优点和一个缺点。[5分]

Answer: A matrix structure combines two lines of authority, typically functional departments and project teams. Employees report to both a functional manager and a project manager. It is often used in consulting, construction and software development where project work crosses traditional department boundaries.

答案：矩阵式结构结合了两种职权线，通常是职能部门和项目团队。员工同时向职能经理和项目经理汇报。它常用于咨询、建筑和软件开发等行业，因为这些行业的项目工作需要跨越传统部门边界。

One advantage is that it allows flexible sharing of specialist skills across projects, improving innovation and resource use. One disadvantage is that dual reporting can create confusion and conflict: an employee may receive contradictory instructions from two managers and suffer role ambiguity.

一个优点是可以灵活地跨项目共享专业技能，从而改善创新和资源利用。一个缺点是双重汇报会造成混乱和冲突：员工可能从两位管理者那里收到相互矛盾的指令，并产生角色模糊。

7. Delayering | 减少管理层级

Worksheet question: Evaluate delayering as a strategy to reduce costs and improve communication. [8]

作业问题：评估减少管理层级作为降低成本和改善沟通策略的有效性。[8分]

Answer: Delayering involves removing one or more layers of management from the hierarchy. It can lower fixed overhead costs by reducing managerial salaries and benefits. It often shortens the chain of command, so decisions are made more quickly and information faces fewer filters.

答案：减少管理层级是指从层级中去除一个或多个管理层。它可以减少管理者工资和福利，从而降低固定间接成本。它还常常缩短指挥链，使决策更快，信息经过的过滤环节也更少。

However, delayering often involves redundancy payments, which can be expensive in the short term. Remaining managers may face a wider span of control and become overloaded, leading to stress and poorer supervision. Employee morale may also fall if staff fear further job cuts.

然而，减少管理层级往往涉及遣散费，短期内可能很昂贵。留任管理者的管理幅度可能变宽，负担过重，导致压力增大和监督质量下降。如果员工担心进一步裁员，士气也可能下降。

In evaluation, delayering is most successful when combined with training, empowerment and clear communication. Cost savings can be real, but the business must ensure that quality of supervision and staff motivation do not suffer.

从评估角度看，减少管理层级只有与培训、赋权和清晰沟通相结合时才最成功。成本节约确实存在，但企业必须确保监督质量和员工积极性不受影响。

8. Formal and Informal Organisation | 正式组织与非正式组织

Worksheet question: Assess the importance of the informal organisation to business performance. [6]

作业问题：评估非正式组织对企业绩效的重要性。[6分]

Answer: The informal organisation refers to the network of social relationships, friendships and unofficial communication channels that exist alongside the formal structure. It is often called the grapevine. It can spread information quickly and help new employees learn informal norms.

答案：非正式组织是指在正式结构之外存在的社会关系、友谊和非官方沟通渠道网络。它常被称为小道消息。它能快速传播信息，并帮助新员工学习非正式规范。

The informal organisation can improve performance by encouraging cooperation and raising morale, because employees feel a sense of belonging. However, it can also damage performance if the grapevine spreads rumours, creates cliques or resists change. Management should therefore understand the informal organisation rather than ignore it.

非正式组织可以通过鼓励合作和提高士气来改善绩效，因为员工会产生归属感。然而，如果小道消息传播谣言、形成小圈子或抵制变革，它也会损害绩效。因此，管理层应当理解非正式组织，而不是忽视它。

9. Authority, Responsibility and Accountability | 职权、责任与问责

Worksheet question: Explain the relationship between authority, responsibility and accountability in an organisational structure. [4]

作业问题：解释组织结构中职权、责任与问责之间的关系。[4分]

Answer: Authority is the formal right to give orders and make decisions. Responsibility is the duty to complete a task or manage a process. Accountability is the obligation to report on and justify the outcomes of those tasks to a higher manager.

答案：职权是下达命令和做出决策的正式权利。责任是完成任务或管理流程的职责。问责是向更高层管理者报告并说明这些任务结果的义务。

These three concepts should be aligned. If a manager gives a subordinate responsibility but no authority, the subordinate cannot make the necessary decisions. If authority is given without accountability, managers can avoid the consequences of poor decisions. A well-designed structure balances all three.

这三个概念应当保持一致。如果管理者给下属安排了责任却没有授予职权，下属就无法做出必要的决策。如果授予了职权却没有问责，管理者就能逃避糟糕决策的后果。设计良好的结构应使三者相互平衡。

10. Evaluating Structure for a Growing Business | 成长型企业的结构评估

Worksheet question: Recommend and justify an appropriate organisational structure for a rapidly growing technology start-up. [8]

作业问题：为一间快速成长的科技初创企业推荐并论证合适的组织结构。[8分]

Answer: A rapidly growing tech start-up needs to balance innovation, speed and control. In the early stage, a flat or matrix structure is often appropriate because it encourages communication, flexibility and project-based teamwork. A matrix structure allows software engineers to work on product teams while still reporting to a technical lead.

答案：快速成长的科技初创企业需要在创新、速度和控制之间取得平衡。早期阶段，扁平式或矩阵式结构通常较为合适，因为它鼓励沟通、灵活性和基于项目的团队合作。矩阵式结构允许软件工程师在产品团队中工作，同时仍向技术负责人汇报。

As the business grows, it should introduce limited formal layers and clear spans of control to maintain accountability. Decision-making may need some centralisation for funding and security matters, while product development can remain decentralised. A tall hierarchy would not be recommended at this stage because it could slow down innovation and raise costs.

随着企业成长，它应引入有限的形式层级和明确的管理幅度，以维持问责。资金和网络安全等事项可能需要一定程度的集权，而产品开发可以继续保持分权。现阶段不建议采用高管式层级，因为它可能拖慢创新并增加成本。

Therefore, the best recommendation is an evolving structure: start with a flat project-based design, then move toward a matrix or lightly layered structure as headcount exceeds about 50 employees. Justification focuses on retaining responsiveness while ensuring that growth does not create chaos.

因此，最佳建议是采用演进式结构：从基于项目的扁平式设计开始，当员工人数超过约50人时，再转向矩阵式或轻度分层结构。理由是在保持响应能力的同时，确保成长不会造成混乱。

Published by TutorHao | Business Revision Series | aleveler.com

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