chapter 10. what is organizing? the process by which managers establish working relationships among...
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Define: Organization Structure: formal system of task & reporting relationship showing how workers use resources Organization Chart: a diagram that shows the arrangement of work positions within an organizationTRANSCRIPT
Chapter 10
What is organizing?
The process by which managers establish working relationships among employees to achieve goals
Define:
Organization Structure: formal system of task & reporting relationship showing how workers use resources
Organization Chart: a diagram that shows the arrangement of work positions within an organization
What is the difference between the formal and informal structure of an organization?
Formal Structure: official structure of the organization
Informal Structure: the set of unofficial relationships among an organization’s members.
Discuss the pros and cons of the informal structure.
PROS CONSInformal Structure During times of
change, people benefit by access to interpersonal networks of emotional support & friendship that satisfy social needs
Susceptible to rumour
Benefit in task performance (informal learning)
Carry inaccurate info
Outsiders are left out (not part of shadow cabinet)
Breed resistance to change and even divert work efforts from important objectives
What does it mean to say that, for a manager structure is:
a) Structure is a characteristic of the work setting
b) Structure is something to be created?
What is a functional structure? Group together people with similar
skills who perform similar tasks, share technical expertise, interests and responsibilities
Works well in small organizations that produce only one or a few products. Stable environment with predictable problems and change is limited
Advantages Disadvantages Functional Structure Economies of Scale
with efficient use of resources
Difficult to pinpoint cost containment responsibilities, prod/srv quality, timeliness and innovation in change environment
Task assignment consistent with expertise and training
Growth of company exacerbates these issues.
High-quality technical problem solving
In-depth training & skill within function
Functional Chimney problem: lack of communication, coordination & problem solving across functions.
Clear career paths within function
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A functional structure is the bedrock of horizontal differentiation. It is the first “structure” that organizations adapt as they grow.
Research andDevelopment
Sales andMarketing
Manufacturing Materials Management
Finance
CEO
What is departmentalization? Another word for functional structure
Divisional form of departmentalization
Common in complex organizations, groups together people working on the same product, in same area with similar customers or on the same processes.
Product DivisionsProduct Divisions
Grouping activities around product groupsGrouping activities around product groups ExamplesExamples
GM, Chevrolet, CadillacGM, Chevrolet, Cadillac Coke, Sprite, DasaniCoke, Sprite, Dasani
Pros: easy to coordinate all activities Pros: easy to coordinate all activities associated with a product, quicker decision associated with a product, quicker decision making easy to assess performacemaking easy to assess performace
Cons: too much focus on own product, Cons: too much focus on own product, higher admin costshigher admin costs
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Product Division Structure
Vice PresidentSales and Marketing
Vice President Research and Development
Vice President Materials
Management
CEO
Vice President Finance
CannedSoups
Division
PDM
FrozenVegetableDivision
PDM
FrozenEntreesDivision
PDM
BakedGoods
Division
PDM
Centralized support functionsDivisions
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The Silo EffectThe Silo Effect
The main problem with a divisional The main problem with a divisional structure is that grouping people structure is that grouping people together means you are isolating together means you are isolating them from the other groupsthem from the other groups
This means that interdivisional This means that interdivisional communication is hard, and people communication is hard, and people tend to only focus on their own grouptend to only focus on their own group
Matrix StructureMatrix Structure
Attempt to avoid the Silo effect by Attempt to avoid the Silo effect by inserting horizontal lines of communication inserting horizontal lines of communication into the structureinto the structure
Ex: grouping people by function and Ex: grouping people by function and customer divisioncustomer division
Pros: better interdepartmental Pros: better interdepartmental communication and coordinationcommunication and coordination
Cons: more bosses to report to, requires Cons: more bosses to report to, requires well organized information systemswell organized information systems
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Matrix StructureCEO
Vice PresidentEngineering
Vice PresidentFinance
Vice PresidentPurchasing
Vice PresidentSales and Marketing
Vice President Research and Development
Product AManager
Product BManager
Product CManager
Product DManager
Product Team
Two-boss employee
The disadvantages of a matrix structure:
Two-boss system is susceptible to power struggles,
can create task confusion & work priority conflict
time consuming team meetings more expensive to add team leaders
to matrix structure
What is the scalar principle?
There should be a clear and unbroken chain of command linking every person in the org with higher levels of authority
What changes are occurring to the traditional chain of command? Businesses are trying to reduce
Height of chain of command to a more streamline horizontal structure.
This improves communication , speeds decision making and increases contact with the customer.
What is the unity-of-command principle? Each person should report to only
one supervisor.
What changes are occurring to the traditional unity-of-command principle? Orgs. Using more cross-functional
teams and becoming customer conscious so employees will be reporting to more than one boss
Explain the difference between a wide and narrow span of control.
Wide span of control: manager
supervises many people; flat structures have wide spans of control (few levels of management)
Narrow span of control; only a few people are under a manager’s immediate supervision, happens in Tall structures so they are more costly , less efficient, less flexible and less customer sensitive
Which one seems to be more popular and why?
Wider span of control is more popular and it eliminates and empowers managers
Individual managers are taking responsibility for larger numbers of subordinates who operate with less direct supervision.
What is delegation?
Distributing and entrusting work to others
Explain the authority-and-responsibility principle. Authority should equal responsibility
when work is delegated
Discuss the difference between centralization and decentralization.
Centralization: decisions made at top level of organization
Decentralization: dispersion of decision-making authority throughout all levels or the org.
Clarify the difference between personal and specialized staff in an organization. Personal staff: provide technical
expertise for other parts of the organization. Fire safety officer at bank
Specialized staff: “assistant –to” for high level managers
Explain the difference between a…
line organization: responsible for work activities that make a direct contribution to the organizations outputs: president, managers, dept supervisors
a line-staff organization: special technical skills used to support line workers; HR, accounting
Explain the difference between a…
Functional authority require others to do as you say within boundaries of staff expertise