Topic 5: Structure Flashcards
tasks = smallest possible unit
welcoming customers
taking coats
pouring drinks
serving drinks
chopping vegetables
task groups in a function
logical whole and well put together
cook: cutting vegetables, cooking, cleaning
structuring organisations
creating relationships between staff enabling them to achieve desired goals
division of labour
tasks
function
departments
organizational structure
duty and responsibility
obligation and expectation to perform assigned duties
work intrinsic factors - herzberg
task broadening
task rotation
task enrichment
4 components of a function
labour content
working conditions
labour relations
employment conditions
grouping functions into departments
- number?
- content?
function
product
market
geographic region
process
customer
motives in the division of labour
cost motive
governance motive
social motive
legal motive
cost motive:
efficient allocation of production and functioning
governance motive:
division so that leading and supervision are enabled
social motive:
variety, responsibility and decision making power
legal motive:
legislation
why use organizational charts
divides work to be done into specific jobs and departments
assigns tasks and responsibilities with jobs
coordinates diverse organizational tasks
clusters jobs into units
establishes relationships and formal lines of authority
allocates and deploys organizational resources
chain of command
line of authority extending from upper organisational levels to the lowest levels which clarifies who reports to whom
authority
the right inherent in a managerial position to tell people what to do and expect them to do it
the nature of the leader:
depends on personality, expertise and time
the nature of employee:
personality and competences skills
the nature of the work:
how complex is the work
the nature of the organisation:
organisational chart: lines of communication corporate culture degree of delegation, degree of planning, division of labour, same location or not, degree of formalisation , employee empowerment
centralised
environment is stable
lower level managers are not as capable or experienced at making decisions as upper level
decisions are relatively minor
organization is facing a crisis or the risk of company failure
company is large
decentralised
environment is complex, uncertain
lower level managers are capable and experienced at making decisions
low level managers want voice in decisions
decisions are significant
company is geographically dispersed
mechanistic organizations
high specialization
rigid departmentalization
clear chain of command
narrow spans of control
centralization
high formalization
organic organizations
cross functional teams
cross hierarchical teams
free flow of information
wide spans of control
decentralization
low formalization
