module 5 Flashcards
organizational structure
control how people coordinate their actions and use resources to achieve org goals
org complexity
the number of different functions and divisions possessed by a organization
what might cause complexity
size
tech
environmental uncertainty
centralization
the authority to make important decisions is retained at the top of the hierarchy
decentralization
authority to make important decision about org resources is at all levels of the hierarchy
standardization
conformity to specified models or examples
defined by sets of rules and norms
mutual adjustment
the compromise that emerges when decision making and coordination are evolutionary processes and people use their judgement rather than standardized rules to address a problem
formalization
use of written rules and procedures to standardize operations
socialization
org members learn the noms of an org and internalize unwritten rules of conduct
functional structure
a design that groups people together on the basis of their common expertise and experience or becuase they use the same resources
divisional structure
functions are grouped together according to the specific demands of products, markets or customers
product structure
g/s are grouped into separate divisions according to their similarities or differences
product division structure
centralized set of support functions services the needs of diff product lines
multidivisional structure
support functions are placed in self contained divisions
advantages of a multidivisional structure
increased org effectiveness and control
profitable growth
internal labour market
disadvantages of a multidivisional structure
managing the corporate-divisional relationship
coordination problems between divisions
transfer pricing
bureaucratic costs
product team structure
specialists from the support functions are combined into product development teams that specialize in the needs of a particular kind of product
matrix structure
people and resources are grouped in two ways simultaneously - by function and by project/product
advantages of matrix structure
use of cross functional teams
open up communication
effectively use skills of specialized employees
fual functional and product focusd
disadvantages of matrix structure
lacks bureaucratic structure
lack of clearly defined hierarchy
multidivisional matrix sturcture
provides more integration between corporate and divisional managers and between divisional managers
hybrid structure
large org that has many divisions and simultaneously uses mnay different types of org structure
