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89 Cards in this Set
- Front
- Back
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Organizational structure
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The specification of jobs to be done within a business
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Organization design
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Assessing the organization's strategy and environment demands
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An organization chart
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Organization charts illustrate the company's organization structure
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What how does organization charts show chain of command
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Shows employees' positions and how they relate to each other
Demonstrate the flow of decision making power |
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What is specialization
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Division of tasks into subtasks that are performed by individuals with specialized skills
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What is subtasks
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Division of tasks
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What are the advantages and disadvantages of Specialization
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Advantage:
Tasks performed more efficiently Jobs easier to learn Easier to replace people Disadvantage: Narrow Jobs Boredom Lose sight of overall organization |
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What is departmentalization
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Grouping jobs into logical units
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Benefits of departmentalization
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Increase Efficiency
Allow better control & coordination Easier to monitor profit centres are accountable |
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What are the 5 bases of Departmentalization
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Functional
Costumer Product Geographic Process |
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What is the Functional Structure Bases on
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Units are formed based on the functions that must be carries out
(Departmentalization based on activities performed) |
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What are the advantages of functional structure
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Focuses attention on key activities to be done
Expertise develop within areas Employees have clear defined career paths Structure is simple and easy to understand Eliminates duplication Facilitase coordination Good for small firms with limited production diversity |
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What kind of firm befits from Functional Structure
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Small to medium-sized firms with limited production diversification
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What is Product structure based on
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Departmentalization based on Products
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What are the advantages of Product structure
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More focus on product
Easier to evaluate performance Responsiveness to market changes Less burden on executives in making decisions |
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What are the disadvantages of the Product structure
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Duplication and lack economies scale
Purchasing across multiple product groups Conflicts between product groups Conflict in corporate objectives |
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Strengths of Costumer Structure
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In-depth understanding of specific customers
Responsiveness to changes in customer preferences and needs Responsiveness to moves by competitors to better serve customers |
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Weaknesses of Costumer Structure
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Duplication of functional resources in each customer unit
Coordination between customer units and corporate objectives Failure to leverage technology or other strengths in one unit across other units |
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Geo Structure
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Strengths:
Facilitates local responsiveness Develops in depth knowledge of specific regions/countries Creates accountability by region Facilitates cross-functional coordination within regions Weaknesses: Often creates cross-regional and regional/corporate coordination difficulties Can inhibit ability to capture global scale economies Duplicates resources and functions across regions |
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What is division Division Structure based on
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Process Departmentalization
Most beneficial to large companies with many products |
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What is matrix Organization
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Project manager and regular line managers share authority until project is complete
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Strength and weaknesses of Matrix Structure
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Strength
Information flow Decision quality Suited to a changing environment Flexible use of H.R. Weakness Complexity of performance evaluation Diffused accountability Conflict btw perspectives and objectives |
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What are the 5 organizational structures
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Functional
Product Costumers Geography Process |
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What is International Organization
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It is designed to help a company succeed in international market
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- International Departments
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Concentrate production in low-cost areas and then distribute and market globally
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- International Division
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Business function autonomously within local markets
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- International Global Organization
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Produce and sell products in whatever local market is appropriate without any consideration of national boundaries
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What is team organization
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Little formal structure
Employees float from project to project depending on skills and demand Units can change direction, new ideas with out dealing wt rigid structures EX: Apple |
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Boundary-less Organization
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Boundaries and structures are eliminated
Limited administrative office Information can flow easily between employees and suppliers. |
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What is virtual Organization
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Has little to no formal structure
Small amount of permeant employees New employees join for a small bit to deal with changes Organization that subcontract themselves to other organization to help for a small amount of time |
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Global Research Consortium
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GRC
Virtual Organization that offers research and consulting services to firms doing work in Asia. |
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What is learning organization
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Integrate continuos improvement with continuos employee learning and development
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What is the goal of learning organization
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To:
improve quality continuous improvement performance measurement (Goal = Achieve continuos learning and improvement in employees talents, skill, and knowledge) |
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What is informal organization
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A network of social interactions and relationships among employees
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What are two power forces
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Informal groups
Organizational grapevine |
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What is grapevine
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An informal communication network that carries gossip & other information
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What are informal groups
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People who decide to interact among themselves
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Intrapreneuring
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The process of creating and maintaining the innovation and flexibility of a small business environment within confines of a large organization
Like entrepreneurs but are employees who help grow |
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What is Centralization
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Restrict decision making to fewer individuals, usually at the top of the organization
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What is Decentralization
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Tend to push decision-making authority down to the lowest level possible
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3 step process to decision making
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1) assign decision making tasks and criteria to employees
2) Implement Decision 3) Distribute authority across the organization |
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What is formalization
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The official and defined structures and systems in decision making, communication, and control in an organization
Line of authority Unity of command Span of control |
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What is Responsibility
(Task Assignment) |
The duty of an employee to complete a task
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What is Authority
(Task Assignment) |
Managerial power to make the decisions required to complete the task
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Task Performance
- Delegation |
the assignment of a task, responsibility, or authority to a subordinate
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Task Performance
- Accountability |
liability of subordinates to complete the task that has been delegated to them by a superior
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What is a tall organization
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An organization with many layers of management
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What does to many layers of management lead to
To little ? |
Rigidity and bureaucracy
Chaos and inefficiency |
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What is a Flat organization
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Few layers of management
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What is span of control
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The number of subordinates a manager is responsible for supervising
Wide / Narrow |
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Factors that influence the Span of Control
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Job complexity
Job Similarity Geographical Proximity of supervision Amount of coordination |
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What is line of authority
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The chain of command is direct
Authority flows in straight lines Top to Bottom |
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What is Line departments
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Departments linked directly to the production and sale of a product whose success is vital to the firm
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What is a line employee
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The "doers" in a department who must make the right decision in order to make the firm successful
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Staff Authority
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Staff that advise or provide support to line managers
No authority |
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Committee & team Authority
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Authority is granted to committees or work teams
Committee members may include top managers and specially selected employees Committees may be permanent or temporary Teams need to have decision making authority in order to complete their tasks efficiently Teams will plan their work and complete the task independently |
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What is culture
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A learned set of assumptions, values, and behaviours that have been accepted as successful enough to be passed on to newcomers
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How does culture begin
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WHen a group of people face a set of challenges
Can evolve and change with time |
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Impact of culture on employees
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Has a strong drive on behaviour
If subordinates who identify with the culture of a unit or company are likely to try harder to make it successful |
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What are Artifacts
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Visible manifestations of culture
How you present yourself |
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What are values
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BEliefs that specific conduct or end states are personally or socially preferred to others
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What are assumptions
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The beliefs about fundamental aspects of life lying below the surface
Suport culture An understanding of assumptions is necessary to understand, change, or even create a new culture |
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Impact of culture on employees
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Has a strong drive on behaviour
If subordinates who identify with the culture of a unit or company are likely to try harder to make it successful |
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What are Artifacts
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Visible manifestations of culture
How you present yourself |
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What are values
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BEliefs that specific conduct or end states are personally or socially preferred to others
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What are assumptions
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The beliefs about fundamental aspects of life lying below the surface
Suport culture An understanding of assumptions is necessary to understand, change, or even create a new culture |
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WHat are managerial values?
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Managerial values are enduring beliefs about specific ways of managing and conducting business that are deemed successful enough to be passed on
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What are the two primary cultural Diversity?
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Increased international activity or organization
Greater diversity in the culture of employees |
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What are some examples of Diversity?
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Age, race, ethnicity, gender, physical abilities, and sexual orientation
Work background, income, marital status, military experience, religious beliefs, geographic location, parental status, and education |
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WHat are managerial values?
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Managerial values are enduring beliefs about specific ways of managing and conducting business that are deemed successful enough to be passed on
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What are the two primary cultural Diversity?
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Increased international activity or organization
Greater diversity in the culture of employees |
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What are some examples of Diversity?
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Age, race, ethnicity, gender, physical abilities, and sexual orientation
Work background, income, marital status, military experience, religious beliefs, geographic location, parental status, and education |
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What determines the strength of a culture
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The extent to which they are widely shared among group members
The extent to which they are deeply held |
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What is a subculture?
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Cultural values are deeply help but not widely shared
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Theory X managers assumptions
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Managers assume the average human being has an inherent dislike for work and will avoid it is possible
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Theory Y managers assumptions
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Managers assume that work is as natural as play or rest
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Power distance
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The extent to which people accept power and authority
- differences among people |
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Individualism
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The extent to which people base their identities on themselves and are expected to take car of themselves and their immediate families
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Collectivism
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The extent to which identity is a function of the group to which an individual belongs
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Uncertainty avoidance
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The need for things to be clear rather than ambiguous
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What are core values
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A value that is widely shared and deeply help
Difficult to change |
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What are the six fundamental assumptions
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Humans and the Environment
Human Nature Human Relationship Human Activity Truth and Reality Time |
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What is cultural context
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The degree to which a situation influences behaviours or perception of "appropriateness"
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What is control
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Control is the regulation of activities and behaviours within organizations
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What does effective control depend on
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Planning
Organization Leading |
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Strategic control
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Asses and regulate how the organization fits its external environment and meets its long-range objectives and goals
BROAD |
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Tactical control
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Asses and regulate the day to day functions of the organization and it;s major units in implementing its strategy
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Operation Control
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Asses and regulate specific activities and methods used to produce goods and services
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What are the three operational Controls
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Pre-Control
Controls the quality, quantity and other characteristics of inputs Concurrent Evaluate the conversion process as it occurs Immediate feed back Post-Control Quality control Traditional and not being used anymore |
