Chapter 9: Organizational Structure & Design

Concepts such as chain of command

1.And authority are considerably less 2.Relevent today because of 3.Information technology

Joan Woodward's study of the relationship

1.Between technology & structure 2.Is based upon her study of small 3.Manafacturing forms in 4.Southern England

Organic Organizational Design

1.Cross- functional teams 2.Cross- hierarchical teams 3.Free flow of information 4.Wide spans of control 5.Decentralization 6.Low formalization

Organizations that work like

1.Efficient 2.Well- oiled machines are described as 3.Mechanistic

An advantage of a team structure

1.Employees are more involved 2.More empowered

Mechanistic organizational design

1.High specialization 4.Narrow spans of control 2.Rigid departmentalization 5.Centralization 3.Clear chain of command 6.High formalization

Specialization

1.Individual employees specialize in 2.Doing part of an activity 3.Rather than the entire activity

Customer departmentalization

1.Is used more in recent years 2.That allows a manager to tell subordinates 3.What to do & expect them to do it

Trends in the past few years have centered on

1.Make organizations more flexible 2.More responsive through 3.Decentralization

The traditional view is that

1.Managers could not & should not directly 2.Supervise more han 5 or 6 subordinates 3.However, in recent years because of technology 4.Their are no magic #'s 5.Example, at one Pepsi plant 56 subordinates report to one supervisor

During the 1st half of the 20th century

1.Managers viewed work specialization 2.As an unending source of 3.Increased productivity

According to Woodward's studies

1.Mass production works best w/ a 2.Mechanistic Structure

The theory that a person should report to

1.Only one manager 2.Unity of Command 3.Chain of Command (deals with communication)

An mechanistic organization is (unhappy workers)

1.Rigidly controlled 2.Very efficient

When an organization assigns

1.Specialtiess to group according to 2.The projects they are working on 3.This is called a matrix structure

Mechanistic Design

1.Stresses standard job specialties 2.To promote high formalization

The concept that defines the number of subordinates

1.That report to a manger & that indirectly specifies the number 2.Of levels of management in an organization is called 3.Span of Control

Management in contemporary organizations are finding

1.That traditional hierarchical designs 2.Often are not appropriate 3.for the environments they face

Organizational Structure

1.The formal arrangement of gobs 2.Within an organization & is based on 3.Decisions about 4.chain of command & span of control

Responsibility

1.The obligation 2.Expectation to perform a duty but 3.Accountability can never be delegated

The line of authority that extends from

1.The right inherent to a position 2.That allows a manager to tell subordinates 3.What to do & expect them to do it

Structure is related to

1.The size of the organization 2.Such that larger organizations are more 3.Mechanistic

Researchers have concluded that

1.The structure & strategies of organizations worldwide 2.Are similar 3.Consistent w/ the individual cultures

A disadvantage of a team structure is

1.There is an increased complexity 2.Of assigning people to projects

A Matrix Structure

1.Violates a key element of 2.Organizational design called unit of command

As the spam of contract grows

1.Wider or larger 2.Organizational design become more 3.Effecient

In some jobs human diseconomies from

1.Work specialization more than 2.The economic advantages