Analyse two advantages to CP of changing to a product-based organisational structure.

7.1.1.1 the purpose and attributes of an organisational structure such as flexibility, meeting the needs of the business, allowing for growth and development and encouraging intrapreneurship

7.1.2.1 the advantages and disadvantages of the different types of structure

7.1.2.2 why some organisations are structured by product and others by function or geographical area

7.1.2.3 the reasons and ways structures change e.g. due to growth or delayering

7.1.2.4 the features of a formal structure: levels of hierarchy, chain of command, span of control, responsibility, authority, delegation, accountability, centralised, decentralised

7.1.3.1 the relationship between delegation and accountability

7.1.3.2 the processes of accountability in a business

7.1.3.3 the impact of delegation on a business

7.1.4.1 the relationship between span of control and levels of hierarchy

7.1.4.2 the difference between authority and responsibility

7.1.4.3 the conflicts between control and trust that might arise when delegating

7.1.5.1 the impact of centralisation and decentralisation on a business

7.1.6.1 examples of and distinctions between line and staff functions and the conflicts between them

7.4.1.1 the difference between ‘hard’ and ‘soft’ HRM

7.4.1.2 flexible working contracts: advantages and disadvantages of temporary contracts or flexible contracts including zero hours contracts, part-time, full-time, annualised hours, flexi-time, home working, shift working, job sharing, compressed working hours, the gig economy

7.4.1.3 the measurement, causes and consequences of poor employee performance

7.4.1.4 strategies for improving employee performance

7.4.1.5 Management by Objectives (MBO) – implementation and usefulness

7.4.1.6 the changing role of Information Technology (IT) and Artificial Intelligence (AI) in HRM