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41 Cards in this Set
- Front
- Back
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Organizational Structure |
way managers design their firms to achieve their organization's missions and goals |
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Division of Labour |
- work specialization - degree to which tasks are subdivided into separate jobs |
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Departmentalization |
- grouping of related activities into units |
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Chain of command |
- line of authority from the top to the bottom of the organization, which is shown in an organizational chart -natural tendency to organize in a hierarchy which tells you who your boss is and whom to go to fol help |
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Span of management |
- the number of employees reporting to a manager - number of employees reporting to one manager is important structural consideration - span has increased over a number of years |
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Centralized Authority |
- top managers make important decisions - common for organizations with many layers of management to be centralized |
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Decentralized authority |
- middle and first-line managers make important decisions where the action is - decisions are make quickly taking advantage of problem solving opportunities - allows more input into decision making and greater employee commitment |
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Coordination |
- important to coordinate work of all department especially with decentralization - cannot be seen directly on organization charts |
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Functional departmentalization |
- organizing department around essential input activities, such as production and operations, finance and accounting, HR, etc. - most small businesses |
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Product Departmentalization |
- organizing departments around goods and services provided - eg. Chrysler (Dodge, Chrysler, Jeep) |
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Customer Departmentalization |
- organization departments around the needs of different types of customers with unique needs calling for different sale staffs and products - eg. Motorola (consumers and industrial) |
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Divisional Departmentalization |
- company that develops indendent lines of business that operate as separate companies, all contributing to the corporation profitability - eg. PepsiCo (Pepsi, Tropicana, Frito-Lay, Quaker Oats, Gatorade) |
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Territory departmentalization |
- organizing departments in each area in which the enterprise does business - many retail stores and government organized this way - Eg. Western, Midwestern, Southern, Eastern, etc. |
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Matrix departmentalization |
- combines functional and product structures - employee works for functional and is also assigned to one or more products to work on a project team - advantage is flexibility - commonly used in research and dev'pt, hospitals, gov't etc. |
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Learning organizations |
- organizations transferring learning within and between firms, which is leading to new organizational structures - used to coordinate the sharing of knowledge for innovation |
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Team organizations |
- contemporary organizations where focus is horizontal rather than vertical - cross-functional teams have members from diff. departments to coordinate tasks b/w departments - breakdown functional departmental barriers and decentralize decision making down to the work team level |
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Reengineering |
- redesign of work to combine fragmented tasks into streamlined processes that save time and money - high-involvement organizations use a team approach to organize a new facility, rather than change a traditional facility |
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Virtual Network Organizations |
- outsource major business functions and focus on core competencies - high need for a good network of vertical interorganizational relationships - human relations skills very important |
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Boundaryless organizations |
- break down vertical and horizontal barriers within the firm and b/w the firm and its suppliers and customers - also use outsourcing - no organizations are truly boundaryless yet |
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E-organizations |
- uses e-business and communicate over the Internet, intranets and extranets - all employees can quickly and easily get information from sources both inside and outside the organization to break down boundary barriers. |
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Contemporary Organizations Affect Human Relations |
- need for good human relations skills is increasing, yet changing in the global economy - virtual meetings being held regularly |
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Organizational Communications |
- the compounded interpersonal communication process across an organization - flows vertically, horizontally, laterally or grapevine through a firm |
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Downward communication (vertical) |
- when top-level management makes decisions - process of higher-level management telling those below them what to do |
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Upward communication (vertical) |
- when employees send a message to their manager - not facilitated by heirarchal systems and tends to result in communication failure |
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Horizontal communication |
- flow of information between colleagues and peers - informal communication b/c doesn't follow chain of command and follows informal channels |
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Grapevine communication |
- informal vehicle through which messages flow throughout the organization - useful reality that will always exist - not always accurate and rumours spread out of fear of the unknown |
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Communication Networks |
- sets of employees who have stable contact through which info in generated and transmitted |
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All-channel communication network |
- involves all members equally in exchanges of information - works best for complex, nonroutine tasks |
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Channels |
- the forms of the transmitted message |
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Oral channel |
- preferred media for sending messages - face-to-face, telephone, meetings and presentations |
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Written channel |
- increased use of e-mail, need for writing skills has increased, but writing skills have deteriorated - appropriate for sending general info, messages requiring future action, formal, official and long-term messages -memos, letters, reports, bulletin board notices, posters, email, fax |
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Nonverbal communication |
- facial expressions, vocal qualities, gestures, and posture used while transmitting messages -important in sending and understanding others' messages |
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Types of nonverbal communication |
- facial expressions - vocal quality - gestures - posture |
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Emotions |
- feelings/emotions are an important part of us - affect behaviour, human relations and performance at work |
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Emotional labour |
- the expression of desired emotions during interpersonal relations |
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Understanding feelings |
- six universal emotions: happiness, surprise, fear, sadness, anger, disgust - feelings are subjective, usually disguised as factual statements and neither right nor wrong |
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Gender differences (emotions) |
- women more emotional than men - women show greater emotional expression, experience emotions more intensely, experience both +ve and -ve feelings, except anger more often, better at reading nonverbals |
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Global differences (emotions) |
- what is acceptable in one culture may not be acceptable in another -emotional labour varies culturally |
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Dealing with emotional employees |
- calm the emotional person - use reflecting responses |
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Receiving criticism |
- want to improve performance and career success, seek honest feedback about how you can improve - view it as an opportunity to improve, stay calm and don't get defensive |
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Giving criticism |
- give more praise than criticism - criticize immediately - criticism should be performance-oriented - give specific and accurate criticism - open on a positive note and close by repeating what action is needed |
