MGMT Ch.6 Quiz Org. Structure& Design
Extent to which the organization is broken down into subunits
Differentiation
organizations could be characterized along 2 primary dimensions
Differentiation Integration
the extent to which the worker knows how well the job is being performed
Feedback
Suggests that there must be a clear and unbroken line of authority that extends from the lowest to the highest position in the organization
Scalar principle
When the output of one unit becomes the input for another in a sequential fashion
Sequential interdependence
advantage of Customer Departmentalization
Skilled specialists can deal with unique customers or customer groups.
The number of people who report to a particular manager
Span of management
Conversion process used to transform inputs to outputs
Technology
The degree of differentiation and integration needed by an organization depends on the ____ of the environments that its subunits face.
stability
The extent to which the worker does a complete or identifiable portion of the total job
task identity
the perceived importance of the task
task significance
Woodward found: Organizational success was related to ____ to which organizations followed the typical pattern appropriate to their technology
the extent
Unstable environments subject to ____ and ____
uncertainty and rapid change
_____ organizations occur most frequently in stable environments.
Mechanistic organizations
2 types of environment
Mechanistic organizations Organic organizations
_____ organizations are most often found in unstable and unpredictable environments.
Organic organizations
The overall set of elements that can be used to configure an organization
Organization structure and design
organizations could be characterized along two primary dimensions By whom it was suggested?
Paul R. Lawrence and Jay W. Lorsch.
Progression through which organizations evolve as they grow and mature—birth, youth, midlife, and maturity
Organizational life cycle
Total number of full-time or full-time equivalent employees
Organizational size
3 advantages of Functional Departmentalization
1. Each department can be staffed by experts in that functional area. 2. Supervision is facilitated because an individual manager needs to be familiar only with a relatively narrow set of skills. 3. Coordinating activities inside each department is easier.
the ideal bureaucracy exhibits 5 basic characteristics
1. A distinct division of labor with each position filled by an expert 2. A consistent set of rules to ensure uniformity in task performance 3. A hierarchy of positions or offices that creates a chain of command from the top of the organization to the bottom 4. Impersonal management with appropriate social distance between managers and subordinates 5. Employment and advancement based on technical expertise, and employees protected from arbitrary dismissal
3 advantages of Product Departmentalization
1. All activities associated with one product or product group can be easily integrated and coordinated. 2. The speed and effectiveness of decision making are enhanced. 3. The performance of individual products or product groups can be assessed more easily and objectively.
2 Tall Organizations characteristics
1. Are more expensive because of the larger number of managers involved 2. Foster more communication problems because of the increased number of people through whom information must pass
3 disadvantages of Functional Departmentalization
1. Decision making tends to become slower and more bureaucratic. 2. Employees may begin to concentrate too narrowly on their own function and lose sight of the total organizational system. 3. Accountability and performance become increasingly difficult to monitor.
The process of linking the activities of the various departments of the organization
Coordination
3 advantages of the Bureaucratic Model of Organization Design
1. Improves efficiency 2. Helps minimize favoritism or bias 3. Makes procedures and practices very clear to everyone
4 Alternatives to Specialization
1. Job rotation 2. Job enlargement 3. Job enrichment 4. Job characteristics approach
3 Characteristics of Flat Organizations
1. Lead to higher levels of employee morale and productivity 2. Create more administrative responsibility because there are fewer managers 3. Create more supervisory responsibility because there are more subordinates reporting to each manager
coordinating activities 6 Structural Coordination Techniques
1. Management Hierrarchy 2. Rules and Procedures 3. Managerial Liaison Roles 4. Task Forces 5. Integratments Departments 6. Electronic Coordination
2 disadvantages of Product Departmentalization
1. Managers in each department may focus on their own product or product group to the exclusion of the rest of the organization. 2. Administrative costs rise because each department must have its own functional-area specialists.
The Need for Coordination - There are 3 major forms of interdependence
1. Pooled interdependence 2. Sequential interdependence 3. Reciprocal interdependence
3 disadvantages of the Bureaucratic Model of Organization Design
1. Results in inflexibility and rigidity 2. Making exceptions to or changing rules is difficult 3. Results in the neglect of human and social processes within the organization
5 Core Dimensions of Job Characteristics Approach
1. Skill variety 2. Task identitiy 3. Task significance 4. Autonomy 5. Feedback
3 steps of the delegation process
1. The manager assigns responsibility or gives the subordinate a job to do. 2. The individual is given the authority to do the job. 3. The manager establishes the subordinate's accountability—that is, the subordinate accepts an obligation to carry out the task assigned by the manager
3 basic forms of technology were identified by Woodward
1. Unit or small-batch technology 2. Large-batch or mass-production technology 3. Continuous-process technology
The chain of command has 2 components
1. Unity of command 2. Scalar principle
4 benefits of specialization
1. Workers can become proficient at a task. 2. Transfer time between tasks is decreased. 3. Specialized equipment can be more easily developed. 4. Employee replacement becomes easier.
2 limitations of specialization
1. Workers who perform highly specialized jobs quickly become bored and dissatisfied. 2. Anticipated benefits of specialization do not always occur.
The greater the ___1___ between departments, the more __2__ the organization requires if departments are to be able to perform __3__
1. independence 2. coordination 3. effectively
The Need for Coordination The primary reason for coordination is that departments and work groups are __1___—they depend on one another for __2__ and __3__ to perform their respective activities.
1. interdependent 2. information 3. resources
Situational factors include
1. technology 2. environment 3. organizational size and lfe cycle
Most organization designs fall into one of 4 basic categories
1.Functional (U-form) design 2. Conglomerate (H-form) design 3. Divisional (M-form) design 4. Matrix design
disadvantage of Customer Departmentalization
A fairly large administrative staff is required to integrate activities of various departments
disadvantage of Location Departmentalization
A large administrative staff may be required to keep track of units in scattered locations
Power that has been legitimized by the organization
Authority
the degree of control the worker has over how the work is performed
Autonomy
A model of organization design based on a legitimate and formal system of authority
Bureaucracy
The process of systematically retaining power and authority in the hands of higher-level managers
Centralization
A clear and distinct line of authority among the positions in an organization
Chain of command
Has been termed the "H-form" (for holding, as in holding company) approach What design?
Conglomerate design
Used by an organization made up of a set of unrelated businesses What design?
Conglomerate design
Example: a chemical refinery what basic formes of technokloy?
Continuous-process technology
Raw materials are transformed to a finished product by a series of machine or process transformations.
Continuous-process technology
Most organizations use multiple technologies, but an organization's most important one is called its Most organizations use multiple technologies, but an organization's most important one is called its core technology_____ technology
Core
Grouping activities to respond to and interact with specific customers or customer group
Customer Departmentalization
The process of systematically delegating power and authority throughout the organization to middle- and lower-level managers
Decentralization
The process by which a manager assigns a portion of his or her total workload to others
Delegation
The process of grouping jobs according to some logical arrangement
Departmentalization
Group jobs involving the same or similar activities
Functional Departmentalization
Based on the functional approach to departmentalization
Functional design
Has been termed the "U-form" (for unitary) approach
Functional design
The members and units in the organization are grouped into functional departments What design?
Functional design
Who is Max Weber?
German sociologist pioneer organization design: the bureaucratic model of organization
Degree to which the various subunits must work together in a coordinated fashion
Integration if each unit competes in a different market and has its own production facilities, they may need little integration
advantage of Location Departmentalization
It enables the organization to respond easily to unique customer and environmental characteristics.
By Whom was the link between technology and organization design first recognized?
Joan Woodward
An alternative to job specialization that suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences
Job characteristics approach
An alternative to job specialization that increases the total number of tasks that workers perform
Job enlargement
An alternative to job specialization that attempts to increase both the number of tasks a worker does and the control the worker has over the job
Job enrichment improve employee motivation
An alternative to job specialization that involves systematically moving employees from one job to another
Job rotation
The degree to which the overall task of the organization is broken down and divided into smaller component parts
Job specialization
Example: an automobile manufacturer what basic formes of technokloy?
Large-batch or mass-production technology
The product is manufactured in assembly-line fashion by combining component parts into another part of finished product.
Large-batch or mass-production technology
Grouping jobs on the basis of defined geographic sites or areas
Location Departmentalization
Who's idea was that: each organizational unit has a unique environment and responds by developing unique attributes
Paul R. Lawrence and Jay W. Lorsch.
When units operate with little interaction; their output is pooled at the organizational level
Pooled interdependence
Group activities around products or product group Advantages
Product Departmentalization
When activities flow both ways between units
Reciprocal interdependence
The first widely recognized analysis of environment-organization design linkages was provided by _____ and ____.
Tom Burns G. M. Stalker
Example: a printing shop that produces business cards what basic formes of technokloy?
Unit or small-batch technology
The product is custom-made to customer specifications or produced in small quantities
Unit or small-batch technology
Suggests that each person within an organization must have a clear reporting relationship to one and only one boss
Unity of command
Research suggests that many organizations following this approach achieve only _____ financial performance, and many firms have abandoned it for other approaches H-form Design
average-to-weak
situational view of organization design
based on the assumption that the optimal design for any given organization depends on a set of relevant situational factors
The costlier and riskier the decisions, the more pressure there is to _____.
centralize
For the organization to operate efficiently in this design, there must be_____ across departments.
considerable coordination
Small firms tend to focus on their _______
core technologies
In general, the greater the complexity and uncertainty of the environment, the greater is the tendency to _____.
decentralize
Conglomerate design approach is based loosely on the product form of _____
departmentalization
U-Form promotes a ____, rather than an organizational, focus and tends to promote ___.
functional centralization
advantages of Functional design is that it allows the organization to staff all important positions with ____, and it facilitates ____ and ___.
functional experts coordination integration
The basic shortcoming of the H-form design is the complexity associated with ____ and _____
holding diverse and unrelated businesses.
Large firms tend to be characterized by higher levels of ____, more standard ____, more rules and regulations, and a greater degree of ____.
job specialization operating procedures decentralization
Weber originally viewed the bureaucratic form of organizations as ____, ____, and ____
logical rational efficient
the number of things a person does in a job
skill variety
Functionally based designs are most commonly used in ____ organizations
small
Stable environments that remain constant ____
over time
In an H-form organization, a corporate staff usually elevates the ____ of each business, allocates corporate resources across companies, and shapes decisions about ____ and ____businesses
performance buying and selling
Woodward found: Unit or small-batch technology and continuous-process firms tend to have ______, whereas large-batch or mass-production firms are _____ and also have ______
very little bureaucracy much more bureaucratic a higher level of specialization
