MGMT 309 Test 3

Factors Influencing Span of Management

1. Competence of supervisors/subordinates 2. Physical dispersion of subordinates 3. Extent of nonsupervisory work 4. Degree of required interaction 5. Extent of procedures 6. Similarity of tasks being supervised 7. Frequency of new problems 8. Preferences of supervisors/subordinates

Organization Development Techniques

1. Diagnostic Activities (ex: surveys, questionnaires, etc) 2. Team Building (ex: ROPES course, going to lunch) 3. Education (ex: roleplay) 4. Intergroup Activities 5. Third-Party Peacemaking 6. Technostructural Activities 7. Process Consultation 8. Life/Career Planning 9. Coaching and Counseling (ex: 360º feedback) 10. Planning and Goal Setting

Techniques for Overcoming Resistance to Change

1. Encourage active participation in the change process 2. Provide education and communication about the change process 3. Facilitate the change process by making only necessary changes, announcing changes in advance, and allowing time to adapt to change 4. Force-Field Analysis

Factors Determining Choice of Centralization (3)

1. External environment's complexity and uncertainty 2. History of the organization 3. Nature (cost and risk) of the decisions to be made

Alternatives to Specialization

1. Job Rotation 2. Job Enlargement 3. Job Enrichment 4. Work Teams 5. Job Characteristics Approach

Reasons for Failing to Innovate

1. Lack of resources 2. Failure to recognize opportunities 3. Resistance to change

3 Areas of Organizational Change

1. Organization structure and design 2. Technology and operations 3. People

Rationale for Departmentalization

1. Organizational growth exceeds the owner-manager's capacity to personally supervise all of the organization 2. Additional managers are employed and assigned specific employees to supervise

Structural Coordination Techniques

1. The Managerial Hierarchy 2. Rules and Procedures 3. Managerial Liaison Roles 4. Task Forces 5. Integrating Departments 6. Electronic Coordination

Reasons for Delegation

1. To enable the manager to get more work done by utilizing skills/talents of subordinates 2. To foster development of subordinates by having them participate in decision making and problem solving

Reasons People Resist Change

1. Uncertainty about the extent/effects of change 2. Threats to self-interests and power and influence 3. Different perceptions of change effects and outcomes 4. Fear of loss of social networks, power, security, and familiar procedures

Managerial Liaison Roles

A manager coordinates interdependent units by acting as a common point of contact, facilitating the flow of information.

Reactive Change

A piecemeal response to events and circumstances as they develop. class example: when people sit in church pew Professor Wesson usually sits in

Work Teams

Allows the entire group to design the work system it will use to perform an interrelated set of tasks

Other Forms of Departmentalization

Alternative groupings by specific units of time, by sequence, or by customer characteristics, products, or services

Job Enlargement

An increase in the total number of tasks workers perform

Nonverbal Communication

Any communication exchange that does not use words, or uses words to carry more meaning than the strict definition of the words themselves (i.e. facial expressions and inflection and tone of voice). During face-to-face communication, majority of message is conveyed by this rather than the words in the message

Organization Change

Any substantive modification to some part of the organization (ex: work schedules, machinery, employees). Only change what you have to change, because one change creates a ripple effect

Limitations of Specialization

Boredom and dissatisfaction with mundane tasks. Anticipated benefits do not always occur

Delegation

Decentralizing authority to other people. The process by which managers assign a portion of their total workload to others

Organizing

Deciding how to best group organizational activities and resources

A.V. Graicunas

Direct - manager's relationship with each subordinate Cross - among the subordinates themselves Group - between groups of subordinates

Unity of Command

Each person within an organization must have a clear reporting relationship to one and only one boss

Decisional Communication Roles

Entrepreneur, Disturbance-Handler, Negotiator

Planned Change

Is designed and implemented in an orderly and timely fashion in anticipation of future events

Communication

The process of transmitting information from one person to another

Reengineering

The radical redesign of all aspects of a business to achieve major gains in cost, service, or time. Massive change; changing all aspects at the same time Is necessary because entropy occurs as the maintenance of status quo puts an organization out of sync with its environment, and it starts consuming its own resources

Organization Structure

The set of building blocks that can be used to configure an organization

Lynall Urwick and General Ian Hamilton

The two men who said executive span should never exceed six persons

Steps in the Change Process (Lewin Model)

Unfreezing: people must be shown why the change is necessary Implementing Change: the change itself is implemented Refreezing: involves reinforcing and supporting the change so that it becomes a permanent part of the system

Task Forces

Used with multiple units when coordination is complex, requiring more than one individual and the need for coordination is acute. Disbanded when need for coordination has been met. Used for a short-term fix or a specific task

The Bright Young Newcomer Video

Video that exemplifies management and resistance to change. - New hire causes change/disharmony - Resistance to new ideas

Gung Ho Video

Video that exemplifies management leadership

Ocean's Eleven Video

Video that showed an example of competency. All men had specific tasks to accomplish and were the best at what they did

Sequential Interdependence

When the output of one unit becomes the input of another unit in sequential fashion (ex: Assembly line). Everyone is dependent on the person before them

Negative Interpersonal Dynamics

When two parties dislike one another, do not have mutual respect, and do not enjoy interacting with one another

Positive Interpersonal Dynamics

When two parties know each other, have mutual respect and affection, and enjoy interacting with one another

Pooled Interdependence

When units work autonomously or operate with little interaction; their output is pooled at the organizational level (ex: each Gap store works autonomously)

Effective Listening

- Stays active, focused - Pays attention - Asks questions

Job Characteristics Approach Core Dimensions

1. Skill Variety 2. Task Identity 3. Task Significance 4. Autonomy 5. Feedback

Informational Communication Roles

Spokesperson, Monitor, Disseminator

Individual Barriers

- Conflicting and inconsistent signals - Credibility about the subject - Reluctance to communicate - Poor listening skills - Predispositions about subject

Ways to Overcome Individual Barriers

- Develop good listening skills - Encourage 2-way communication - Maintain credibility - Awareness of language/meaning - Be sensitive to both sender and receiver's perspective

Assumptions of Organizational Development

- Employees desire to grow and develop - Individuals will influence the organization and vice versa - Employees have a strong need to be accepted

Ways to Overcome Organizational Barriers

- Follow up - Regulate information flows - Understand the richness of media

Key Communication Principles

- Maintain or enhance self-esteem - Listen & respond with empathy - Ask for help & encourage involvement - Share thoughts, feelings, and rationale - Provide support without removing responsibility

Approaches to Reengineering

- Recognizing the need for change and acting on it with a sense of urgency. Not reacting quickly can cause high turnover - Starting with a clean slate helps open up the process - Using a blend of top-down and bottom-up approach

Subordinate Problems in Delegation

- Reluctance to accept delegation for fear of failure - Perceives no rewards for accepting additional responsibility - Prefers to avoid any risk and responsibility

Managerial Problems in Delegation

- Reluctance to delegate - Disorganization prevents planning work in advance - Subordinate's success threatens superior's advancement - Lack of trust in the subordinate to do well

Organizational Barriers

- Semantics - Status or power differences - Different perceptions - Noise - Overload - Language Differences

Types of Communication Networks

- Wheel (most centralized) - Circle - Chain - Y - All channel (least centralized)

Benefits of Job Specialization

- Workers can become proficient - Transfer time between tasks is decreased - Specialized equipment can be more easily developed - Employee replacement becomes easier

Scalar Principle

A clean and unbroken line of authority must extend from the bottom to the top of the organization

Chain of Command

A clear and distinct line of authority among the positions in an organization

Forces for Change

External: can cause organization to alter the way it competes Internal: can cause organization to change its structure and strategy; some are responses to external pressures

Interpersonal Communication Roles

Figurehead, Leader, Liaison

Product Departmentalization

Grouping activities around products or product groups Advantages: activities are integrated/coordinated, decision making is enhanced, and performance can be assessed Disadvantages: managerial focus on one product and costs may increase

Customer Departmentalization

Grouping activities respond to and interact with specific customers and customer groups Advantage: skilled specialists can deal with unique customers Disadvantage: large staff is needed to integrate activities of various departments

Reciprocal Interdependence

Has the greatest amount of interdependence. When activities flow both ways between units

Operative Span

Idea by Ralph Davis that span for lower-level managers can be up to 30 workers

Executive Span

Idea by Ralph Davis that span for middle and top managers can range from 3 to 9

Job Enrichment

Increasing both the number of tasks the worker does and the control the worker has over the job. Based off job characteristics theory

Managerial Innovation

Innovation that changes the management processes by which products and services are conceived, built, and delivered to customers. (ex: reengineering)

Technical Innovation

Innovation that changes the physical appearance or performance of a product or service, or the physical processes through which a product or service is manufactured

Product Innovation

Innovation that changes the physical characteristics or performance of existing products or services or the creation of brand-new products or services. Return on investment comes early on

Process Innovation

Innovation that changes the way a product or service is manufactured, created, or distributed. Return on investment comes later

Incremental Innovation

Innovation that does not significantly affect competition in an industry. A new product, service, or technology that modifies an existing one.

Radical Innovation

Innovation that fundamentally changes the nature of competition in an industry. A new product, service, or technology developed by an organization that completely replaces the existing product, service, or technology in an industry (ex: CDs replaced records)

Organization Development (OD)

Making minor changes slowly. A planned, organization-wide effort, managed from the top, that is intended to increase effectiveness and health through interventions in its processes using behavioral science knowledge. Focuses on updating employee skills on a continual basis. Goal is to minimize the magnitude of future changes by recognizing small changes that can take place over time

Functional Departmentalization

Most common form of departmentalization. Grouping jobs involving the same or similar activities. Advantages: managers only need narrow set of skills and coordination is easier Disadvantages: decision making becomes slow/bureaucratic, employees lose sight of broader goals/ issues and performance is difficult to monitor

Management Speak Video (British Version of Office)

Never answered questions in interview. Lack of mutual understanding

Tall Organizations

Organizations that are more expensive because of the number of managers involved. Foster more communication problems because of the number of people through whom information must pass

Flat Organizations

Organizations that lead to higher levels of employee morale and productivity Create more administrative responsibility for the relatively few managers Create more supervisory responsibility for managers due to wider spans of control

Integrating Departments

Permanent organizational units that maintain internal integration and coordination on an ongoing basis May have authority and budgetary controls

The Managerial Hierarchy

Placing one manager in charge of interdependent departments or units

Line Positions

Positions in the direct chain of command responsible for the achievement of an organization's goals. Have formal (legitimate) authority

Staff Positions

Positions intended to provide expertise, advice, and support to line positions. Have advisory authority; can give compulsory advice Have functional authority to enforce compliance with organizational policies and procedures

Authority

Power that has been legitimized by the organization

Rules and Procedures

Routine coordination of activities using rules and procedures that set priorities and guidelines for actions

Outcomes of Interpersonal Behaviors

Satisfaction of social needs, social support, source of organizational synergy, and source of conflict

Decentralization

Sharing the power. Systematically delegating power and authority throughout the organization to middle and lower level managers

Who Moved My Cheese? (How You Manage Change) Video

Sniff: Perceptive, adaptive Scurry: High energy, reckless Hem: Avoids issues, passive-aggressive Haw: Reluctant but adaptable, positive Best way to predict the future is invent it

Job Rotation

Systematically moving employees from one job to another in an attempt to reduce employee boredom

Centralization

Systematically retaining power and authority in the hands of higher level managers

Autonomy

The degree of control the worker has over how the work is performed

Administrative Intensity

The degree to which managerial positions are concentrated in staff positions

Job Specialization (Division of Labor)

The degree to which the overall task of the organization is broken down and divided into smaller component parts

Growth-Need Strength

The desire for some people to grow, develop, and expand their capabilities that is their response to the core dimensions

Job Design

The determination of an individual's work-related responsibilities. Generic tasks, duties & responsibilities of a position

Task Identity

The extent to which the worker does a complete or identifiable portion of the total job

Feedback

The extent to which the worker knows how well the job is being performed

Location Departmentalization

The grouping of jobs on the basis of defined geographic sites or areas. Advantage: organization can easily respond to unique customer and environmental characteristics Disadvantage: large staff may be needed to keep track of units in scattered locations

Innovation

The managed effort of an organization to develop new products or services or new uses for existing products or services. Process: development, application, launch, growth, maturity, decline 6 types: radical vs incremental, technical vs managerial, product vs process

Span of Management/Span of Control

The number of people who report to a manager. More reports means more interactions

Skill Variety

The number of tasks a person does in a job

Task Significance

The perceived importance of the task

Departmentalization

The process of grouping jobs according to some logical arrangement. 4 types: Functional, Product, Customer, Location

Coordination

The process of linking the activities of the various departments of the organization. The need for coordination occurs where departments and work groups are interdependent; the greater the interdependence, the greater the need for coordination

Effective Communication

The process of sending a message in such a way that the message received is as close in meaning as possible to the message intended. Based on mutual understanding

Electronic Coordination

email, electronic scheduling, PDAs, cell phones