RevisionWeek8 - LaTrobe University Faculty of Law and...

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LaTrobe University Faculty of Law and Management School of Management MGT1FOM: Foundations of Management Tutorial Review Questions: Answer Guide Topic 8: Organisational Structure 1. Sandra Holt, manager of Electronics Assembly, asked Hector Cruz, her senior technician, to handle things in the department while Sam worked on the budget. Sam needed peace and quiet for at least a week to complete his figures. After 10 days, Sandra discovered that Hector had hired a senior secretary, not realising that Sandra had promised interviews to two other people. An evaluation of Sandra’s approach to delegation can be made by using the Manager’s shoptalk – How to delegate (see page 331). The guidelines to effective delegation provided there include: Delegate the whole task. It appears that Sandra has only delegated some of the activities involved in looking after the department by not telling Hector about the interviews she had promised. Select the right person. We can only assume that Hector is the right person as he is Sandra’s senior technician. Hector is certainly not afraid of taking on more responsibility and making decisions. Ensure that authority equals responsibility. Hector appears to have been given both authority and responsibility as he had no problem in completing the hiring process. Give thorough instructions. Unfortunately, Sandra appears to have only told Hector part of the story. If Sandra wanted the other two people interviewed before the decision was made, she should have told Hector.
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Maintain feedback. Open lines of communication do not appear to have been maintained as Sandra did not find out about the hiring until 10 days later. There is no information of how well Sam evaluated and rewarded Hector’s performance. 2. Many experts note that organisations have been making greater use of teams in recent years. What factors might account for this trend? In general, the trend toward teams and task forces is probably associated with greater environmental change, more sophisticated technologies, and a corporate value for decentralisation. The contingency factors described in the chapter are environment, technology, size and life cycle. The organisational world seems to be more crowded and changing more rapidly. This means that the organisation will have to make internal changes in response to environmental demands. Internal changes require coordination across departments, which in turn require teams, task forces, or other lateral devices. The same is true for more sophisticated technologies. The implementation of these technologies and their interdependence between departments lead to greater need for coordination. Small, flexible organisations created in new industries, such as the computer industry, make greater use of lateral relationships. Large, mature organisations tend to be brittle and stagnant, and are using lateral relations to break down barriers across departments. With the publication of books such as Theory S and
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RevisionWeek8 - LaTrobe University Faculty of Law and...

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