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23 Cards in this Set
- Front
- Back
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ORGANIZING
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THE DEPLOYMENT OF RESOURCES TO ACHIEVE STRATEGIC GOALS
division of labor formal lines of authority coordinating organizational tasks |
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ORGANIZATION STRUCTURE
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HOW TASKS ARE DIVIDED, RESOURCES ARE DEPLOYED AND DEPARTMENTS ARE COORDINATED
set of formal tasks formal reporting relationships effective coordination of employees across departments |
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CHAIN OF COMMAND
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LINE OF AUTHORITY THAT LINKS ALL PERSONS IN AN ORGANIZATION
SHOWS WHO RESPONDS TO WHOM TWO UNDERLYING PRINCIPLES unity of command scalar principle |
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AUTHORITY
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FORMAL AND LEGITIMATE RIGHT OF A MANAGER TO MAKE DECISIONS AND ISSUE ORDERS
ALLOCATE RESOURCES TO ACHIEVE ORGANIZATIONALLY DESIRED OUTCOMES 3 CHARACTERISTICS authority "vested" in organizational positions not people authority is accepted by subordinates authority flows down the vertical hierarchy |
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RESPONSIBILITY
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FLIP SIDE OF AUTHORITY
DUTY TO PERFORM THE TASK OR ACTIVITY AN EMPLOYEE HAS BEEN ASSIGNED MANAGERS ARE ASSIGNED AUTHORITY COMMENSURATE WITH RESPONSIBILITY |
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ACCOUNTABILITY
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MECHANISM THROUGH WHICH AUTHORITY AND RESPONSIBILITY ARE ALIGNED
REQUIRE REPORTING OUTCOMES TO THOSE ABOVE THEM IN THE CHAIN OF COMMAND BUILT INTO THE ORGANIZATION STRUCTURE |
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DELEGATION
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PROCESS MANAGERS USE TO TRANSFER AUTHORITY AND RESPONSIBILITY
MANAGERS SHOULD DELEGATE AUTHORITY |
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LINE AUTHORITY
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MANAGEMENT WITH FORMAL POWER TO DIRECT AND CONTROL IMMEDIATE SUBORDINATES
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STAFF AUTHORITY
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GRANTED TO STAFF SPECIALISTS IN THEIR AREA OF EXPERTISE
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CENTRALIZATION
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DECISION AUTHORITY IS LOCATED NEAR THE TOP OF THE ORGANIZATION
in times of crisis, authority should be centralized |
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DECENTRALIZATION
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DECISION AUTHORITY IS PUSHED DOWNWARD TO LOWER ORGANIZATIONAL LEVELS
associated with greater change and uncertainty |
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DEPARTMENTALIZATION
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VERTICAL FUNCTIONAL STRUCTURE
DIVISIONAL STRUCTURE MATRIX STRUCTURE TEAM BASED STRUCTURE |
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VERTICAL FUNCTIONAL APPROACH
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GROUPING OF POSITIONS INTO DEPARTMENTS BASED ON SIMILAR SKILLS, EXPERTISE AND RESOURCE USE
info flows up and down chain of command converges at the top managers and employees are compatible because of similar training and expertise rules and procedures governing duties and responsibilities |
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DIVISIONAL STRUCTURE ADVANTAGE
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EFFICIENT USE OF RESOURCES
SKILL SPECIALIZATION DEVELOPMENT TOP MANAGEMENT CONTROL EXCELLENT COORDINATION QUALITY TECHNICAL PROBLEM SOLVING |
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DIVISIONAL STRUCTURE DISADVANTAGE
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POOR COMMUNICATIONS
SLOW RESPONSE TO EXTERNAL CHANGES DECISIONS CONCENTRATED AT TOP PIN POINTING RESPONSIBILITY IS DIFFICULT LIMITED VIEW OF ORGANIZATIONAL GOALS BY EMPLOYEES |
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MATRIX ADVANTAGE
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MORE EFFICIENT USE OF RESOURCES THAN SINGLE HIERARCHY
ADAPTABLE TO CHANGING ENVIRONMENT DEVELOPMENT OF BOTH GENERAL AND SPECIALISTS MANAGEMENT SKILLS EXPERTISE AVAILABLE TO ALL DIVISIONS ENLARGED TASKS FOR EMPLOYEES |
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MATRIX DISADVANTAGE
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DUAL CHAIN OF COMMAND
HIGH CONFLICT BETWEEN TWO SIDES OF MATRIX MANY MEETINGS TO COORDINATE ACTIVITIES NEED FOR HUMAN RELATIONS TRAINING POWER DOMINATION BY ONE SIDE OF MATRIX |
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TEAM ADVANTAGE
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SAME ADVANTAGES AS FUNCTIONAL STRUCTURE
REDUCED BARRIERS AMONG DEPARTMENTS QUICKER RESPONSE TIME BETTER MORALE REDUCED ADMINISTRATIVE OVERHEAD |
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TEAM DISADVANTAGE
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DUAL LOYALTIES AND CONFLICT
TIME AND RESOURCES SPENT ON MEETINGS UNPLANNED DECENTRALIZATION |
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VIRTUAL NETWORK APPROACH ADVANTAGE
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CAN DRAW ON EXPERTISE WORLD WIDE
WORK FORCE FLEXIBILITY REDUCED ADMINISTRATIVE OVERHEAD |
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VIRTUAL NETWORK APPROACH DISADVANTAGE
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LACK OF CONTROL, WEAK BOUNDARIES
GREATER DEMAND ON MANAGERS EMPLOYEE LOYALTY WEAKENED |
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TASK FORCE
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TEMPORARY TEAM/COMMITTEE DESIGNED TO SOLVE A SHORT TERM PROBLEM INVOLVING SEVERAL DEPARTMENTS
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PROJECT MANAGER
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RESPONSIBLE FOR COORDINATING ACTIVITIES OF SERVAL DEPARTMENTS ON A FULL-TIME BASIS FOR THE COMPLETION OF A SPECIFIC PROJECT
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