topic 9: managing organizational structurefaculty.sjcny.edu/~barkocy/mgmtpdfslides/chart topic...
Post on 27-Apr-2020
4 Views
Preview:
TRANSCRIPT
9–2
• OrganizingThe process by which managers establish working
relationships among employees to achieve goals.
One of the four
management
functions
The Organizing Function
9–3
The framework
for dividing,
assigning, and
coordinating work
Developments in
or changes to
the structure of
an organization
Organizational
Structure
Organizational
Design
9–5
Key Elements
of Organization Structure
FormalizationCentralization and
Decentalization
Job Design
Chain
of Command
Departmentalization
Span
of Control
9–6
Designing Motivating Jobs
Number of Tasks
Frequency of Tasks
Employee Control
Feedback
Job
Enrichment
Scope Depth
Job
Enlargement
9–9
Functional Structure (Departmentalization)
• Advantages
• Efficiencies from putting together similar specialties and
people with common skills, knowledge, and orientations
• Coordination within functional area
• In-depth specialization
• Disadvantages
• Poor communication across functional areas
• Limited view of organizational goals
9–10
Product Structure (Departmentalization)
+ Allows specialization in particular products and services
+ Managers can become experts in their industry
+ Closer to customers
– Duplication of functions
– Limited view of organizational goals
9–11
Geographical Structure (Departmentalization)
• Advantages
• More effective and efficient handling of specific
regional issues that arise
• Serve needs of unique geographic markets better
• Disadvantages
• Duplication of functions
• Can feel isolated from other organizational areas
9–12
Market Structure (Departmentalization)
+ Customers’ needs and problems can be met by specialists
- Duplication of functions
- Limited view of organizational goals
9–15
Chain of Command
The continuous line of authority that extends from
upper levels of an organization to the lowest levels of
the organization and clarifies who reports to who.
top related