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Organizational Management > Ch 8 > Flashcards

Ch 8 Flashcards

1
Q

Structure should bring

A 
Efficiency
Effectiveness
faster
more-streamlined
performance driven
customer focused
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2
Q

Organizational Structure should determine Strategy?

A

No; False

Strategy Comes First

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3
Q

What factors would determine a firm’s choice of organizational structure?

A
  • companies strategy

- enviornment

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4
Q

Functional Structure

A 
CISCO 1984
doing everything themselves in beginning
divide on base of functions
ex. Business functions: marketing; HR; Finance
ex. Product Development (Routers)
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5
Q

Functional and Divisional Structure

A

CISCO 1987

  • require own infrastructure
  • -Intelligent Network Services(Architecture, financial support, engineering, operations)
  • -Data Center Services and Support(operating system validation, tool development, linux engineering and operations, storage engineering and operations)
  • -Marketing
  • -HR
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6
Q

Divisional Customer Structure

A 
CISCO 1997
ADVANTAGE
-better fit; understand needs of customers; satisfaction of customer needs
-exponential growth
-divide customers
--R&D; Enterprise Division; Small/Medium Business, Service Provider (similar sub sections under the last three
LIMITATIONS
-technology changing
-costly (duplication)
-overlapping
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7
Q

Team Structure

A

CISCO 2001
centralized functions
-1 stop shop for all technology solutions
–Executive team–>centralized marketing, customer service,operations, centralized engineering, and R&D–> centralized engineering has more

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8
Q

Hybrid “Technology” Organization

A

CISCO 2007

  • Hybrid: more than 2 types together
  • -Executive team–> access networking and services, customer and small business, data center, switching & services, service provider, software group, and emerging technologies–> first four have more shared
  • Elements and divisions
  • product and customer divisions
  • networking and data–most important today
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9
Q

Factors determining organizational Structure

A
  • size
  • environment
  • need for flexibility
  • technology
  • human resource
  • strategy
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10
Q

Size

A
  • small (Traditional and work towards hybrid)

- Large

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11
Q

Environment

A
  • dynamic

- stable

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12
Q

Need for flexibility

A
  • high

- low

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13
Q

Technology

A
  • Routine: traditional

- Non-routine: Team

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14
Q

Human Resource

A

Skilled: modern
Unskilled: Traditional

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15
Q

Strategy

A
  • Cost: Team and Functional

- Differentiation: Team

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16
Q

Traditional

A

hierarchical
functional
divisonal

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17
Q

Modern

A

Team

Flexible

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18
Q

Type of Structures

A 
(Traditional)
-functional
-divisional
(Modern)
-Matrix
-Team
-Hybrid
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19
Q

Functional

A

cost efficient

  • -Limitations: no cross-department communication
  • conflicting goals
  • communication takes long time–not flexible
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20
Q

Divisional: Product

A

Limitations

  • duplication
  • cost
  • communication among departments ex. CD in own printer didn’t work for HP
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21
Q

Divisional: Geographic

A

mcD’s

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22
Q

Divisional: Market or Customer

A

Dell
CEO
categories by market

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23
Q

Matrix

A 
CEO
functional on top
teams on bottom
-Team based structure
-Limitations
--violates unity of command (report to functional and project head)
--teams temporary
--less committment
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24
Q

Team Structure

A

more loyalty and team commitment

  • teams are permanent
  • most used in dynamic environment ex Zappos
  • Limitations
  • -size too big–> 10-15 teams might not be enough
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25
Q

Hybrid

A

Sony; Nokia

3 types or more

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26
Q

Characteristics of Modern Organizational Structures

A
  • Organic vs mechanistic structure
  • flatter vs taller structure
  • decentralized vs centralized structure
  • wide vs narrow span of control
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27
Q

Organic

A

flexible; evolving; creativity

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28
Q

Mechanistic

A

rigid; standardization; cost effective

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29
Q

Decentralized

A

authority distributed among employees

30
Q

Span of Control

A

number of employees working under you

31
Q

Tall Structures

A

unskilled labor–need close supervision
Levels: 5
Span of Control: 2, 3
Total Employees: 42

32
Q

Flat Structures

A

Level: 3
Span of Control: 7
Total Employees: 57

33
Q

Competitive Advantage

A

when you organize when properly aligned with organizations mission and goals, and its internal and external enviornment

34
Q

Organizational design

A

can create employee motivation and commitment, but can also lead to efficiency and effectiveness

35
Q

Always one best way

A

No

36
Q

Important span of control

A

yes

37
Q

Functional advantage economies of scale due to standardization

A

yes

38
Q

org size and strategy important

A

yes

39
Q

Organic– Google

A

yes

40
Q

Similar skills and knowledge

A

functional

41
Q

skilled work force

A

decentralized; wide authority

42
Q

Functional structure book

A

groups together people with similar skills who perform similar tasks

43
Q

Advantages of Functional structure

A

economies of scale make efficient use of human resources
functional experts are good at solving technical problems
training within functions promotes skill development
career paths are available within each function

44
Q

Divisional Structure book

A

groups together people working on the same product, in the same area, or with similar customers

45
Q

product structures

A

groups together people and jobs working on a single product or service

46
Q

Geographical Structures

A

brings together people and jobs performed in the same location

47
Q

customer structure

A

groups together people and jobs that serve the same customers or clients

48
Q

Advantages of Divisional Structures

A
  • expertise is focused on special products, customers, or regions
  • better coordination exists across functions within divisions
  • there is better accountability for product or service delivery
  • it is easier to grow or shrink in size as conditions change
49
Q

Matrix structure

A

combines functional and divisional approaches to emphasize project r program teams

50
Q

Cross-functional team

A

brings together members from different functional departments

51
Q

Advantages of Matrix Structure

A
  • performance accountability rests with program, product, or project managers
  • better communication exists across functions
  • teams solve problems at their levels
  • top managers spend more time on strategy
52
Q

Team structure

A

uses permanent and temporary cross-functional teams to improve lateral relations

53
Q

Advantages of Team Structures

A
  • team assignments improve communication, cooperation and decision making
  • team members get to know each other as persons, not just job titles
  • team memberships boost morale and increase enthusiasm and task involvement
54
Q

Tall organizations

A

many levels of management and narrow span of control

55
Q

Flatter organizatins

A

fewer levels of management have wider spans of control

56
Q

Centralization

A

top management keeps the power to make most decisions

57
Q

decentralization

A

top management allows lower levels to help make many decisions

58
Q

the main purpose of organizing as a management function is to___

A

arrange people and resources to accomplish work

59
Q

An organization chart is most useful for ___

A

showing designated supervisory relationships

60
Q

Rumors and resistance to change are potential disadvantages often associated with ___

A

informal structures

61
Q

when an organization chart shows that vice presidents oof marketing, finance, manufacturing and purchasing all report to the president, top management is using a ___ structure

A

functional

62
Q

The “two boss” system of repotting relationship is both a potential source of problems and one of the key aspects of ___ structures

A

matrix

63
Q

A manufacturing business with a functional structure has recently acquired two other businesses with very different product lines. The president of the combined company might consider using ___ structure to allow a better focus on the unique needs of each product area

A

divisional

64
Q

An organization using a ___ structure should expect that more problems will be solved at lower levels and that top managers will have more time free to engage in strategic thinking

A

matrix

65
Q

The fucntional chimneys problem occurs when people in different functions___

A

fail to communicate with one another

66
Q

An organization that employs just a few “core” or essential full-time employees and outsources a lot of the remaining work shows signs of using __ structure

A

network

67
Q

A “tall” organization will likely have ___ spans of control than a flat organization with the same number of members

A

narrower

68
Q

If a student in one of your course groups volunteers to gather information for a case analysis and the other members tell him to go ahead and choose the information sources he believes are most important, the group is giving this student ___ to fulfill the agreed-upon task

A

authority

69
Q

The bureacratic organization described by Max Weber is similar to the ___ organization described by Burns and Stalker

A

mechanistic

70
Q

Which organization design would likely be a good fit for a dynamic and changing external environment?

A

organic

71
Q

Workers following a compressed workweek schedule often work 40 hours in __ days

A

4

72
Q

Which alternative work schedule is identified by Working Mother magazine as being used by all companies on its list of “100 best employers for working moms?”

A

Flexible hours

Organizational Management (9 decks)

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