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65 Cards in this Set
- Front
- Back
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5 Types of departmentalization
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functional
product customer geographic matrix |
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functional department. advantages / disadvantages
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specialists
reduces duplication easier to manage ----- cross-department coordination slower decision-making |
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product depart. adv/disadv
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specialization
easier to assess department performance faster decision making ------- duplication coordination |
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customer depart. adv/disadv
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focuses on customer needs
------- duplication of resources coordination |
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geographic depart. adv/disadv
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responds to needs of different markets
reduce costs ------ coordination (distance) |
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matrix adv/disadv
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allow mgmt of large complex tasks
avoid duplication ----- high level of coordination |
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how to be a better delegator
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trust staff
avoid perfection give effective instructions know your interests follow up on progress praise staff provide resources |
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3 types of task interdependence
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pooled
sequential reciprocal |
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Elements of intra organizational processes (3)
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reengineering
empowerment behavioural informality |
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3 types of interorganizational processes
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modular organizations
virtual organizations boundaryless organizations |
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organizational structure
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the vertical and horizontal configuration of departments, authority, and jobs withing a company
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organizational process
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the collection of activities that transforms inputs into outputs that customers value
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departmentalization
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subdividing work and workers into separate organizational units responsible for completing particular tasks
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functional departmentalization
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organizing work and workers into separate units responsible for particular business functions or areas of expertise
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product departmentalization
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organizing work and workers into separate units responsible for producing particular products or services
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5 Types of departmentalization
|
functional
product customer geographic matrix |
|
|
functional department. advantages / disadvantages
|
specialists
reduces duplication easier to manage ----- cross-department coordination slower decision-making |
|
|
product depart. adv/disadv
|
specialization
easier to assess department performance faster decision making ------- duplication coordination |
|
|
customer depart. adv/disadv
|
focuses on customer needs
------- duplication of resources coordination |
|
|
geographic depart. adv/disadv
|
responds to needs of different markets
reduce costs ------ coordination (distance) |
|
|
matrix adv/disadv
|
allow mgmt of large complex tasks
avoid duplication ----- high level of coordination |
|
|
how to be a better delegator
|
trust staff
avoid perfection give effective instructions know your interests follow up on progress praise staff provide resources |
|
|
3 types of task interdependence
|
pooled
sequential reciprocal |
|
|
Elements of intra organizational processes (3)
|
reengineering
empowerment behavioural informality |
|
|
3 types of interorganizational processes
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modular organizations
virtual organizations boundaryless organizations |
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organizational structure
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the vertical and horizontal configuration of departments, authority, and jobs withing a company
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organizational process
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the collection of activities that transforms inputs into outputs that customers value
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departmentalization
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subdividing work and workers into separate organizational units responsible for completing particular tasks
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functional departmentalization
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organizing work and workers into separate units responsible for particular business functions or areas of expertise
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product departmentalization
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organizing work and workers into separate units responsible for producing particular products or services
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customer departmentalization
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organizing work and workers into separate units resonsible for particular kinds of customers
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geographic departmentalization
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organizing work and workers into separate units responsible for doing business in particular geographical areas
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matrix departmentalization
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a hybrid organization structure in which two or more forms of departmentalization most often product and functional are used together
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authority
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the right to give commands, take action and make decisions to achieve organizational objectives
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chain of command
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the vertical line of authority that clarifies who reports to whom through out the organization
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unity of command
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a management principle that workers should report to just one boss
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span of control
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the number of people reporting to a specific supervisor
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line authority
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the right to command immediate subordinates in the change of command
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staff authority
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the right to advis but not command others who are not subordinates in the chain of command
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line function
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an activity that contributes directly to creating or selling of the company's products
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staff function
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an activity that does not contribute directly to creating or selling the company's products but instead supports line activities
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delegation of authority
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the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manger is normally responsible
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centralization of authority
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the location of more authority at the upper levels of the organization
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decentralization
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the location of a significant amount of authority in the lower levels of the organization
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standardization
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solving problems consistently applying some rules, procedures and processes
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job design
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the number, kind and variety of tasks that workers perform in doing their jobs
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job specialization
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a job composed of a small part of a larger task or process
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job rotation
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periodically moving workers from one specialized to to another
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job enlargement
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increasing the number of different tasks that a worker performs withing one particular job
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job enrichment
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increasing the number of tasks in a particular job and giving workers that authority and control to make meaningful decisions about their work
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mechanistic organizations
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organization characterized by specialized jobs and responsibilities, precisely defined, unchanging roles and a rigid chain of command base on centralized authority and vertical communication
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organic organization
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organization characterized by broadly defined jobs and responsibility; loosely defined frequently changing roles and decentralized authority and horizontal communication based on task knowledge
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intraorganizational process
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a collection of activities that take place within an organization to transform inputs to outputs
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reengineering
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fundamental rethinking and radical redesign of business processes to achiieve dramatic improvements in critical measures of performance such as cost, quality service and speed
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task interdependence
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the extend to which collective action is required to complete an entire piece of work
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pooled interdependence
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work completed by having each job or department independently contribute to the whole
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sequential interdependence
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work completed in succession, with one group or job's outputs becoming the inputs for the next group or job
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reciprocal interdependence
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work completed by different jobs or groups working together in a back-and -forth manner.
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empowering workers
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permanently passing decision-making authority and responsibility from managers to workers by giving them the information and resources they need to make and carry out good decisions
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behavioural informality
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workplace atmosphere characterized by spontaneity, casualness and interpersonal familiarty
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behavioural formality
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workplace atmosphere characterized by routine and regimen, rules about how to behave and detachment
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interorganizational process
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a collection of activities that take place among companies to transform inputs into outputs that customers value
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modular organization
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an organization the outsources noncore business activities to outside companies, suppliers, specialists or consultants.
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virtual organization
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an organization that is part of a network in which many companies share skills, costs, capabilities, markets and customers to collectively solve customer problems specific products or services
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Boundaryless Organizations
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a speedy responsive, and flexible organization in which vertical horizontal external and geographic boundaries are removed or minimized.
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