CH8_OrgStructure

CH8_OrgStructure - Instructors Manual, Chapter 8 Academic...

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Board of Trustees Vice President Admissions President Vice President of Business Affairs Director of Admissions Academic Dean of Instruction Continuing Education Counselors Division Chairs Vice President Admissions Board of Trustees Foundation Director Controller Vice President of Finance Counselors Director of Admissions Continuing Education Vice President of Business Affairs Division Chairs Academic Dean of Instruction President Instructor’s Manual, Chapter 8 1 Chapter 8 ORGANIZATIONAL STRUCTURE KEY STUDENT QUESTIONS This chapter is such a wealth of information that you may be overrun with student questions as you lecture. Two popular topics for questions include specifics about organizational design, and delegation. For instance, your students may ask: 1. “What is the most widely used approach to organizational structure in U.S. businesses and what are the reasons it is used most?” R 2. “What is the difference between the board of directors and the chief executive officers?” 3. “How can a manager overcome his or her fears of delegating?” 4. “What different things can managers do to increase the likelihood that their associates will follow through with delegated tasks?” While these questions generally have straightforward answers, they also provide opportunities to examine some of the complexities of organizational structure. For example: 1. While most mid- to large-size organizations in the U.S. today have a functional structure, the majority of U.S. companies are small, entrepreneurial firms. These firms tend to have very organic structures since they have few employees, so all employees must do everything. 2. The apparent answer to this question is that the CEO is an employee of the organization, while the board of directors is an outside governing body, whose members are not employees of the organization. Most organizations have strict independence standards which apply to the board of directors. However, when answering this question, you might also discuss how boards of directors pick new members (they are typically chosen by the CEO) and what kinds of rewards people get for being on boards of directors (everything from deferred compensation, to life insurance, to limousine service!) 3. The answer here is that “fear” is often a manager’s sense that what has been delegated will not be done, or will be done incorrectly. This can be overcome by working with the employee to clarify expectations, giving the employee the right training to do the job, and setting up regular checkpoints to assess progress. This question also presents a good opportunity to discuss how delegation differs from the perspective of the employee and the manager. TT
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This note was uploaded on 07/04/2010 for the course MGMT 300 taught by Professor Crane during the Spring '09 term at Citadel.

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CH8_OrgStructure - Instructors Manual, Chapter 8 Academic...

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