Unit 8

Question 1

Describe the organization as an open system

Answer 1

The organization is a living and open system consisting of interrelated groups, individuals, processes, technology and other components

The system has a social (individuals, groups and relationships)and a technical component (tools, processes and techniques)

Change in one system causes a ripple effect that lead to changes in other systems

Question 2

Types of systems

Answer 2

-macro (organisation)
- meso (group)
-micro (individual)-system

Question 3

Organograms indicate

Answer 3

-Different tasks
-Responsibilities
-Workflow
-Authority

Question 4

two types of organisational designs

Answer 4

-Traditional (Mechanistic)
-Contemporary/ Modern (Organic)

Question 5

The end product of organisational design

Answer 5

Organogram/Organisational chart

Question 6

Traditional(Mechanist) organisational designs

Answer 6

-Bureaucracy
-Matrix structure
-Relies heavily on function and division

Question 7

Contemporary/ Modern (Organic) designs

Answer 7

-Virtual organisations

-Team based organisations

-Future organisations and networks

Question 8

fundamental characteristics of organisational structure

Answer 8

-Work specialisation/division of labour

-Standardisation

-Departmentalisation

-Chain of command

-Span of control

-Centralisation and decentralization

Question 9

Work specialization / division of labour

Answer 9

=The extent to which tasks are divided into jobs

-High degree (many jobs with a specific task assigned to them)

• low degree (modern organisations encourage multi-skilling and teamwork)

Question 10

Standardisation

Answer 10

=Written procedures, job descriptions, rules and regulations that ensure that routine jobs are performed uniformly and consistently

Question 11

Departmentalisation

Answer 11

= the grouping of jobs into logical groups, or departments.

Question 12

Chain of command

Answer 12

Indicates the lines of authority in the organisation, who reports to whom.

Question 13

Span of control

Answer 13

Indicates how many employees report to a supervisor

-Narrow span of control (only a few employees report to a supervisor)

-wide span of control (many employees report to a supervisor)

Question 14

Narrow span of control

Answer 14

-More levels of authority
-Less employeers per supervisor
-Specialisation/More rigid roles

=Results in tall organisational structure

Question 15

Wide span of control

Answer 15

-Less levels of authority
-More employees per supervisor
-Team orientation
-Flexible roles

=Results in flatter organisational structure

Question 16

Centralisation and decentralization

Answer 16

= where in the organisational hierarchy decisions are made

Question 17

Centralisation

Answer 17

when decisions are made high up in the organisational hierarchy (by senior
managers)

Question 18

Decentralisation

Answer 18

when decision-making is pushed down to the lowest possible level (by committees or employees)

Question 19

Bureaucracy

Answer 19

=The standardisation of work processes through policies,
rules and uniform procedures

-adopts functional departments, centralised decision-making, a clear chain of command and a narrow span of control

• associated with red tape, slow
  decision-making, control, inflexibility and a lack of innovation

Question 20

Matrix structure

Answer 20

-Combines functional and product departmentalisation

-Contains dual lines of authority

Question 21

The virtual organisation

Answer 21

=Small, core organisation that outsources major business functions to outside individuals or groups.

-The different networking groups are connected via technology

Question 22

Team-based organisation (self-directed and cross-functional teams)

Answer 22

Self-directed – Teams are made up of employees with diverse skills relevant to the task or project. Ongoing training. Minimal supervision.

Cross-functional – members across various levels and departments are brought together to address mutual problems

Question 23

Future organisations and networks

Answer 23

-Focus on creating value networks (external) rather than value chains (internal)

-Strategic partnerships with other organisations or individuals to create efficiency and competitiveness

-Network organisations where people take an ecosystemic perspective of the organisation viewing the total value system

Question 24

Advantages of Bureaucracy

Answer 24

Efficient execution of standardised activities,

economies of scale

minimum duplication of personnel and equipment

efficient control