QUESTION 3 Federal Capital Territory Water Board (FCTWB) is a public sector entity responsible for water supply and distribution across the FCT. The Board employs approximately 1,200 staff and is organised along traditional functional lines: Engineering, Finance, Commercial (Billing and Revenue), Human Resources, and Legal. Each department is headed by a Director who reports to the Executive Director. A recent audit by the Bureau of Public Service Reforms (BPSR) found that: - There is significant duplication of administrative tasks between departments. - Inter-departmental communication is poor, with each department operating as a 'silo'. - The average time to resolve a customer billing complaint is 47 working days. - Staff morale is low, and the entity has not met its water supply targets for three consecutive years. The Minister of the FCT has directed the FCTWB Board to develop a restructuring plan within 90 days. Required: (a) Identify and explain the type of organisational structure currently operated by FCTWB and state THREE problems associated with this type of structure as evidenced in the audit findings. (9 marks) (b) Explain what is meant by a 'flat' organisational structure and identify THREE potential benefits of adopting a flatter structure for FCTWB. (9 marks) (c) Explain the concept of 'organisational culture' and state why it is important for FCTWB's management to understand the existing culture before implementing structural changes. (7 marks) (Total: 25 marks)