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Unformatted text preview: I. Leader as a Structural Architect a. Organizational Structure – how job tasks are formally divided, grouped, and coordinated b. Elements of Structure i. Work Specialization – degree to which tasks in the organization are subdivided into separate jobs. “How specialized are you going to make work?” Specialization gains efficiency which cuts costs but at the same time, less satisfaction leading to more turnover. Vs meaningful work. ii. Chain of Command – the unbroken line of authority that extends from the top of organization to the lowest echelon and clarifies who reports to whom. Historically, tight chain of command but recently changing to more informal iii. Span of Control – the number of subordinates a manager can efficiently and effectively direct. Narrow = 3-4 people; Broad = 7+ people. As span is broadened, less levels of management are required (flatter structures); historically narrow but recently broadening with more need to be flexible and innovative – “delayering”, pushing management down into teams/groups iv. Centralization/decentralization – the degree to which decision making is concentrated at a single point in the organization. “Where you put power in firm” Historically has been more centralized but with need to be flexible, recent 20-30 year movement of power down into lower parts of firm. v. Formalization – the degree to which jobs in the firm are standardized. Historically has been highly formalized with common rules and procedures and high command of control but in a changing environment, formalized procedures break down and don’t apply so recent movement away from formalization...
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This note was uploaded on 03/10/2008 for the course BUAD 304 taught by Professor Cummings during the Fall '07 term at USC.
- Fall '07