Chapter 16 (word) - Chapter 16-Organization Structure...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 16-Organization Structure Organizational Structure: Relatively stable network of interconnections or interdependencies among the people and tasks that make up an organization. -Control -Patterned regularity -Purposeful and goal oriented -6 things!! Work Specialization (Division of Labor) Specialization -People only trained in one task (Henry Ford, assembly line) -Assembly line -Doing part of an activity rather than all of it -Increased productivity due to employee doing task over and over again -Easier and less costly -1940s was popular for work specialization Going to far with specialization results in boredom, fatigue, and low productivity Cross-train -People capable of doing multiple tasks with Departmentalization The basis for how jobs are grouped together Function -Separates accounting, engineering, manufacturing, etc. Product -Managers who control a specific product, makes for increased accountability Geography -For sales, it may be Midwest, Western, or Southwestern regions Process -Like the process of getting your drivers license Customer -Organized around different customer markets, like corporate, small business, and personal
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Span of Control Depends on frequency and intensity of required interactions and relationships. -Determines the number of levels and managers and organization has Wide Span of Control -The wider or larger the span, the more efficient the organization…this is the new trend today -Less costly -High specialization = large span of control -High ability to communicate = large span of control Drawback: -Less time to work with employees -Reduced effectiveness Narrow Span of Control -Managers can maintain close control of 5-6 employees -High required contact = small span of control Drawbacks : -Expensive -Makes vertical communication in the organization more complex -Slows down decision-making, tends to isolate upper management -Encourages overly tight supervision and discourage employee autonomy Chain of Command -The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies that reports to whom. -Authority -Unity of command Decentralize vs. Centralize Centralization: -The degree to which decision-making is concentrated at a single point in the organization -Includes formal authority Small businesses EX: When the top manager in an organization makes all of the decisions and the lower managers just follow along, without any input
Background image of page 2
Decentralization: -This is when more decision-making responsibilities are given to lower managers in an organization -Can be much faster when making decisions
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 8

Chapter 16 (word) - Chapter 16-Organization Structure...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online