ch 7 Flashcards
Group of 2 or more ppl working tg to achieve a common set of goals
Organization
The diagram that represents the positions and relationships within an organization
Org Chart
Line of authority that extends from the highest to the lowest levels of n org
Chain of command
Charts clarify positions and relationships for everyone in the org structure. however larger orgs do not maintain complete detailed charts, due to constant changes and updates in their structure.
Oganization charts
-Separation of all org activities into distinct tasks and the assignment of diff tasks to diff ppl
-Some job specialization is necessary for every org because the job of most orgs is too large for one person to handle
-the more specialized the easier the job training
-drawback: Boredom and dissatisfaction of employees when repeating the same tasks.
Job specialization
Systematic shifting of employees from one job to another
Employees:
-Stay interested in their job
-Develop new skills
-Identify new roles where they may want to focus their energies in the future
Job rotation
Grouping jobs that relate to the same organizational activity
Advantages:
-Simplified supervision
-Easy coordination
Disadvantages
-Slow decision making
-Tend to emphasize the dept over the org as a whole
Departmentalization by function
-Grouping activities related to a particular prod or service, & often used by older/larger firms that prod and sell a variety of prod
advantages - Easier decision-making, &
Provides for the integration of all activities associated with each prod
Disadvantages - Causes some duplication of specialized activities between dpts
tends to emphasize the prod over the org as a whole
Departmentalization by product
Grouping activities according to the needs of various customer populations
Advantage - allows the firm to deal efficiently w unique customers or customer groups
Disadvantage - Requires a larger than usual admin staff
Departmentalization by Customer
Grouping activities according to the defined geographic area in which they are performed
Departmental areas may range from whole countries to city blocks
Advantage - Allows org to cater to demands and requirements of diff locations
Disadvantage
often Requires large administrative staff and an elaborate control system to coordinate operations across many location
Departmentalization by location
-Assigning part of a manager’s work and power to other workers
-Degree of centralization or decentralization of authority is determined by the overall pattern of delegation within the org.
Decentralization, decentralization, & delegation
- Manager must assign responsibility.
-responsibility - duty to perform tasks/job - Manager must grant authority.
-authority - Power, within an org, to accomplish an assigned job/task - Manager must create accountability
-accountability - obligation of a worker to complete their assigned duties.
The delagation process generally has 3 steps
Several reasons why managers are unwilling to delegate work
-The manager does not trust an employee to complete the task.
-manager fears the employee will perform exceptionally and attract the notice of higher-lvl managers
-the manager is unorganized and isn’t able to plan and assign work effectively
barriers to delegation
An org in which management consciously attempts to spread authority widely in the lower levels of the org.
Decentralized Org
Org that systematically works to concentrate authority at the upper levels of the org.
Centralized org
Number of workers who report directly to one manager
Span of management
-A wide span (aka flat org) of management exists when a manager has a larger number of subordinates
-High level of competence in managers and workers
Wide spans of management
-A narrow span(aka tall org) exists when a manager has only a few subordinates
-The manager has additional tasks
-A high level of interaction is required between managers and workers
Narrow span of management
Line structure
Line-and-staff structure
matrix structure
network structure
Forms of Org Structures
Org structure in which the chain of command goes directly from person to person throughout the org(not the most effective in med-large sized orgs).
Line Structure
Position in which a person makes decisions and gives orders to subordinates to achieve the orgs goals
Adv:
Line managers can make decisions quickly with only a supervisor to report to
Disadv:
Line managers are responsible for many activities, and therefore must have a wide range of knowledge about all of them.
Line manager
An org structure that utilizes the chain of command from a line structure in combination with the assistance of staff managers.
Line-and-staff structure
position created to provide support, advice, and expertise within an org
Staff managers
Organizational structure in which administration is the primary function and most other functions are contracted out to other firms.
network structure
Inner rites, rituals, heroes, and values of a firm
Corporate Culture
A comittee created for a specific short term purpose
Ad HOC Comittee
A relatively permanent committee charged with performing some recurring task
Standing Committee
Committee established to investigate a major prob or pending decision
Task Force
the pattern of behavior an interaction that stems from personal rather than official relationships
Informal Orgs
Group created by the member theselves to accomplish goals that may or may not be relevant to the organization
Informal Groups
The informal communications network within an org
Grapevine
