Organizational Management: Chapter 8 – Flashcards
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empowerment
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frees people to make decisions about how they work and recognizes their full potential
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*Organizing*
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arranges people and resources to work towards a goal
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*Organizing Structure*
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a system of tasks, reporting relationships and communication linkages
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*Organizational Chart*
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describes the arrangement of work positions within an organization
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division of labor
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people and groups perform different jobs
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*Formal Structure*
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the official structure of the organization (every business has one)
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informal structures
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the set of unofficial relationships among an organizations members
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social network analysis
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identifies the informal structure and their embedded social relationships that are active in an organization
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departmentalization
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the process of grouping together people and jobs into work units
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functional structures
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groups with similar skills who perform similar tasks
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advantages of functional structures
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-economies of scale make efficient use of human resources -functional experts are good at solving technical problems -training within functions promotes skill development -career paths are available within each function
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functional chimneys/silos problem
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a lack of communication and coordination across functions
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divisional structures
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groups together people working on the same product, in the same area, or with similar customers
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product structures
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groups together people and jobs working on a single product or service
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geographic structures
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brings together people and jobs performed in the same location
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customer structure
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groups together people and jobs that serve the same customers or clients
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*Matrix Structure*
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combines functional and divisional approaches to emphasize project or program teams -make cross functional teams -ex. for a shoe: shoe designer, operations, marketing team, finance
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cross-functional team
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brings together members from different functional departments
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Advantages of Matrix structures
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-performance accountability rests with program product or project managers -better communication exists across functions -teams solve problems at their levels -top managers spend more time on strategy
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team structures
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uses permanent and temporary cross-functional teams to improve lateral relations
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advantage of team structures
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-team assignments improve communication, cooperation, and decision making -team members get to know each other as persons and not just job titles -team memberships boost morale and increase enthusiasm and task involvement
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network structure
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uses IT to link with networks of outside suppliers and service contractors
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advantages of network structure
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-lower cost due to fewer full-time employees -better access to expertise through specialized alliance partners and contractors -easy to grow or shrink with market conditions
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virtual organization
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uses information technologies to operate as a shifting network of alliances
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organizational data
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the process of configuring organizations to meet environmental challenges
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span of control
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the number of people directly reporting to a manager
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centralization
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top management keeps the power to make most decisions
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decentralization
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top management allows lower levels to help make many decisions
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delegation
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the process of entrusting work to others
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steps to delegating work
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1. assign responsibility 2. grant authority 3. create accountability
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bureaucracy
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emphasizes formal authority, rules, order, fairness, and efficiency
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merchanistic designs
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bureaucratic, using a centralized and vertical structure
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organic designs
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adaptive, using a decentralized and horizontal structure
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compressed workweek
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allows a worker to complete a fulltime job in less than 5 days
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flexible working hours (aka flex time)
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give employees some choice in daily work hours
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telecommuting
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involves using IT to work at home or outside the office
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co-working center
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a place where telecommuters go to share an office environment outside of the home and join the company of others
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job sharing
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splits one job between two people
