Francois Ronald 10/17/2008 Chapt 8 Pg 211 1) The term division of labor means to divid the various functions of a job to different employees but specialization rfers to dividing the task to different employees and placing and emphasis on which task each person is better at, (specialize in). 2) Fayol's Principles of managements are: (1) Unity of command, (2) Hierarchy of authority, (3) Division of labor, (4) Subordination of individual interests to the general interest, (5) Authority, (6) Degree of centralization, (7) Clear communication channels, (8) Order, (9) Epuity, (10) Esprit de corps. 3) Weber added the idea of a bureaucracy to the principles emphasizing: (1) Job descriptions, (2) Written rules, decision guidelines, and detailed records, (3) Consistent procedures, regulations, and policies, and (4) Staffing and promotion based on qualifications. Pg 215 1) Organizations are becoming more flatter because it gaves them the advantage of being more highly responsive the customer's needs and empowers front- line employees; decreasing the need for numberous managers (broader span of control). 2) A narrow span of control in an organization offers: (1) more control by top management, (2) more chances for advancement, (3) greater specialization, and (4) closer supervision. 3) The advantages of departmentalization are: (1) employees can master their skills, (2) offers the company the option of centralization, (3) There's good coordination within functions. the The disadvantages are that: (1) lack of communication between the different departments,(2) might develop and favor team comradarie over corporate culture, (3) the company's response to external changes may be slow, (4) Employees tend to just become narrow specialists, (5) Groupthink (think alike) may take over thus sacrificing creativity. 4) A company may departmantalize by: (1) geographic location, (2) functions, (3) customer group, (4) process, or (5) product. Pg 220 1) Line personnel are part of the chain of cmmand that is responsible for directly achieving organizational goals, and the staff personnel assist and advice the line personnel. They both are the same level employees but only differ authority.
2) The matrix-style organization challenges the management princible of Unity of command. 3) The main difference between the matrix-style organization is that it is disbanded after the completion of the group effort or project but the cross funtional teams are set up the same way but work toghter for the long-term. Pg 227 1) An inverted organization has contact people at the top and the chief executive officer at the bottom. 2) They outsource functions that are not their core competencies which another company can proform more effective and efficiently. 3) Organizational (or corporate) culture may be defined as widely shared values within an organizaton that provide unity and coopeerationto achieve common goals.