IB Business Management HL 2.2.2 Organization charts Question Bank
Practise IB Business Management SL/HL 2.2.2 by applying organization charts concepts to exam-style questions.
- Syllabus
- First assessment 2024
- Course
- Business management HL
- Level
- HL
Practise IB Business Management SL/HL 2.2.2 by applying organization charts concepts to exam-style questions.
The UWP Mission to Loyka was based in Beral, the capital of the country. The autocratic General Ron Meiri was appointed by the UWP as Commander. The organizational structure of the UWP Mission was tall and centralized, with several levels of hierarchy and a narrow span of control (Appendix 1). This structure fitted well with the organizational culture of the military. This organization was not flexible, but it ensured that orders were clearly understood and always followed. As a consequence the security of the UWP troops was maintained.
To collect larger quantities of produce in remote areas, Kos would need to purchase a large lorry (truck). He discussed potential sources of finance with his bank. The bank manager indicated as a condition for the granting of a loan that the bank would require the lorry as collateral. Secondly, the poor quality of the roads meant that the lorry would lose value quickly.
UWP Mission organizational chart

N.B. Battalions are divided into companies, companies into platoons, and platoons into squads (as is demonstrated with the second battalion). These subdivisions would apply to all other battalions in the organizational chart.
"The organizational structure of the UWP Mission was tall". Explain one advantage and one disadvantage of this type of structure.
A tall organizational structure has the following advantages:
- hierarchies and managerial chains of command are clear and unambiguous
- roles, posts and departments tend to be highly specialized
- rules and procedures are written and formalized
- the working environment is often very stable
- accept any other relevant advantage.
A tall organizational structure has the following disadvantages:
- it may appear impersonal, overly administrative and bureaucratic
- decision-making can be slow and centralized
- employees are not encouraged to participate or share their views
- responding to changes in the internal or external environment can be slow
- accept any other relevant disadvantage.
Accept any other relevant explanation.
Mark as 2+2.
Award [1 mark] for each correct advantage/disadvantage identified, and [1 mark] for the appropriate explanation of that advantage/disadvantage up to a maximum of [2 marks].