Chapter5
Help!
|
|
||||
|---|---|---|---|---|---|
| Organizational Structure | The formal arrangement of jobs within an organization.
🗑
|
||||
| Organizational Design | A process involving decisions about six key elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
🗑
|
||||
| Some Purposes of Organizing | Divides work to be done into specific jobs and departments.
Assigns tasks and responsibilities associated with individual jobs.
Coordinates diverse organizational tasks.
Clusters jobs into units.
Establishes relationships among individuals, groups, an
🗑
|
||||
| Work Specialization | The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.
Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and highe
🗑
|
||||
| Departmentalization by Type | Functional
Grouping jobs by functions performed
Product
Grouping jobs by product line
Geographic
Grouping jobs on the basis of territory or geography
Process
Grouping jobs on the basis of product or customer flow
Customer
Grouping jobs by type
🗑
|
||||
| Functional Departmentalization | Advantages
Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations
Coordination within functional area
In-depth specialization
Disadvantages
Poor communication across functional areas
Limited
🗑
|
||||
| Geographical Departmentalization | Advantages
More effective and efficient handling of specific regional issues that arise
Serve needs of unique geographic markets better
Disadvantages
Duplication of functions
Can feel isolated from other organizational areas
🗑
|
||||
| Product Departmentalization | +Allows specialization in particular products and services
+Managers can become experts in their industry
+Closer to customers
–Duplication of functions
–Limited view of organizational goals
🗑
|
||||
| Process Departmentalization | + More efficient flow of work activities
–Can only be used with certain types of products
🗑
|
||||
| Customer Departmentalization | + Customers’ needs and problems can be met by specialists
- Duplication of functions
- Limited view of organizational goals
🗑
|
||||
| Chain of Command | The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to who.
🗑
|
||||
| Authority | The rights inherent in a managerial position to tell people what to do and to expect them to do it.
🗑
|
||||
| Responsibility | The obligation or expectation to perform.
🗑
|
||||
| Unity of Command | The concept that a person should have one boss and should report only to that person.
🗑
|
||||
| Span of Control | The number of employees who can be effectively and efficiently supervised by a manager.
Width of span is affected by:
Skills and abilities of the manager
Employee characteristics
Characteristics of the work being done
Similarity of tasks
Complexity
🗑
|
||||
| Centralization | The degree to which decision-making is concentrated at a single point in the organizations.
Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders.
🗑
|
||||
| Decentralization | Organizations in which decision-making is pushed down to the managers who are closest to the action.
🗑
|
||||
| Employee Empowerment | Increasing the decision-making,
🗑
|
||||
| More Centralization | Environment is stable.
Lower-level managers are not as capable or experienced at making decisions as upper-level managers.
Lower-level managers do not want to have a say in decisions.
Decisions are significant.
Organization is facing a crisis or the r
🗑
|
||||
| More Decentralization | Environment is complex, uncertain.
Lower-level managers are capable and experienced at making decisions.
Lower-level managers want a voice in decisions.
Decisions are relatively minor.
Corporate culture is open to allowing managers to have a say in wh
🗑
|
||||
| Traditional Designs | Simple structure
Low departmentalization, wide spans of control, centralized authority, little formalization
Functional structure
Departmentalization by function
Operations, finance, human resources, and product research and development
Divisional st
🗑
|
||||
| Contemporary Organizational Designs | Team structures
The entire organization is made up of work groups or self-managed teams of empowered employees.
Matrix and project structures
Specialists for different functional departments are assigned to work on projects led by project managers.
Ma
🗑
|
||||
| Contemporary Organizational Designs | Boundaryless Organization
An flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers.
Removes internal (horizontal) boundaries:
Eliminates the chain of co
🗑
|
||||
| Removing Boundaries | Virtual Organization
An organization that consists of a small core of full-time employees and that temporarily hires specialists to work on opportunities that arise.
Network Organization
A small core organization that outsources its major business func
🗑
|
||||
| The Learning Organization | An organization that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees.
Characteristics of a learning organization:
An open team-based organization design that empowers employee
🗑
|
Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Created by:
Strango
Popular Management sets