chapter 8--> the organisation, workforce, teams and structures Flashcards
define organisation structure
framework enabling managers to divide repsonsabilities, distribute decision making structure
organisation chart
diagram showing how employee + tasks are grouped and how the lines of communication , and how authority flows
core competencies:
activities a company considers vital for business
define chain of command
pathway for flow of authority from one management level to the next
work specialisation:
division of labor
span of management
of people manager supervises
types of chain-of command systems
- line organization: flows from top to bottom
- line-and staff: combines organization and management control, functional groups provide advice.
centralisation vs decentralisation
C–> conc of decision making is in top management
D-> conc of deciison making is in bottom management
define agile organization
employees respond quickly to customer needs and changes in buisness environment
the 4 organisational structures
FUNCTIONAL–> group workers based on similar skills, expertise
DIVISIONAL–> group departments according to similarity in product process, customer or gegraphy
MATRIX–> employees from functional departments form teams to combine specialised skills.(FUNCTIONAL+DIVISIONAL)
NETWORK–> companies are connected by digital communications to perform tasks for a small headquarters organization.
types of teams
- problem solving team–> team that meets to find ways to improve quality, efficiency, work environment.
- self-managed team–> members are responsible for everything
- functional team—> members come from same functional department, based on a vertical structure
- cross-functional team–> team that draws together employees from different functional areas.
–task force–> formed to work on a specific activity with complection point
– commitee: long life and becomes permanent part of organisation - virtual team–> team using communication technology to bring together geographically distant employees to achieve goals.
advatages and disadvanatges of working in teams
adv
- more info+knwoeldge
- learning opportunities
- more viewpoints
- improved performance
dvt:
- Group think—> peer pressure causing individual teams members to withhold contrary or unpopular opinions
- cost and inefficieny
- overload
characteristics of effective teams
- clear+challenging goals
- beleif in value of team efforts
- diverse +balance group of people
The 5 stages of team development
- FORMING–meet
- STORMING–> define roles
- NORMING–> clarifying values+expectations
- PERFORMING–> performing task
- ADJOURING–> accomplishing goal
types of conflit
constructive—->generates creative ideas, brings important issues into. the pen
destructive—> win lose. Or lose-lose outcomes
