Lecture 3

Question 1

Functional organization

Answer 1

the company has been organized around areas of expertise, rather than individual products. The products themselves are then worked on by individuals from across the different areas of expertise.

Question 2

organizational theory

Answer 2

make the case that as firms grow large and complex
they must shift from a functional to a multidivisional structure to align accountability and control and prevent the congestion that occurs when
countless decisions flow up the org chart to the very top

Question 3

Why a functional organization still?

Answer 3

1. Expert Decision-making: To create such innovations, Apple relies on a
   structure that centers on functional expertise. Its fundamental belief is that those with the most expertise and experience in a domain should have decision rights for that domain (as opposed to general managers).
2. Global Reward structure: Apple’s commitment to offer the best possible products would be undercut if short-term profit and cost targets were the overriding criteria for judging investments and leaders. Significantly, the bonuses of senior R&D executives are based on companywide performance numbers rather than the costs of or revenue from particular products.
3. Capitalizing on collective intelligence: more than 600 experts on camera hardware technology work in a group led by Graham Townsend, a camera expert. Because iPhones, iPads, laptops, and desktop computers all include cameras, these experts would be scattered across product lines if Apple were organized in business units. That would dilute their collective expertise, reducing their power to solve problems and generate and refine innovations.

Question 4

OD strategy

Answer 4

• OD strategy = a plan for relating and integrating the different organizational improvement activities engaged in over a period to accomplish objectives;
• 3 major categories of OD strategies: structural, technological, and behavioral

Question 5

Structural strategies

Answer 5

the organization’s design and work flow,
such as who reports to whom and how the work is structured;
* modifying the lines of authority, span of control, and arrangement of work functions:
-downsizing, merging (not necessarily associated with
performance);
-removing or adding layers to an organization’s hierarchy;
-decentralization (departments are empowered) and
centralization
-how production is organized (product based or function based);

Question 6

Behavioral strategies

Question 7

Technological strategies

Question 8

Integrated approach

Question 9

Organization iceberg approach

Question 10

Stream analysis

Question 11

Empowerment

Question 12

A unified model of empowerment

Question 13

Johari Window Model

Question 14

Career life planning

Answer 14

• Career may be defined as “a continuing process through which a person engages in a sequence of developmental tasks necessary for personal growth in occupational life.”
• the process of choosing occupational, organizational, and career paths;
• Career life planning involves: (1) determining where you are now, (2) deciding where you want to be, and (3) developing a plan for getting where you want to be

Question 15

Dealing with stress/burnout

Question 16

Job demands resources model