十3408655253

十3408655253 - CHAPTER TEN MANAGING...

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CHAPTER TEN MANAGING ORGANIZATIONAL STRUCTURE OVERVIEW OF THE CHAPTER To create high performing organizations, managers must design an organizational architecture that maximizes the efficient use of resources in order to efficiently produce the goods and services customers want. This chapter opens by examining the four critical factors that help managers to determine the most appropriate organizational structure their organization. Next, it discusses three components of organizational design: job design, grouping jobs into functions and divisions, and the coordination of functions and divisions. The chapter then closes with a discussion of integrating mechanisms and the growing popularity of global strategic alliances and business-to-business network structures. LEARNING OBJECTIVES 1. Identify the factors that influence managers’ choice of an organizational structure . 2. Explain how managers group tasks into jobs that are motivating and satisfying for employees. 3. Describe the types of organizational structures managers can design, and explain why they choose one structure over another. 4. Explain why there is a need to both centralize and decentralize authority . 5. Explain why managers must coordinate and integrate between jobs, functions, and divisions as an organization grows. 6. Explain why managers who seek new ways to increase efficiency and effectiveness are using strategic alliances and network alliances . LECTURE OUTLINE A MANAGER’S CHALLENGE: NOKIA, DOW, AND LEGO REVAMP THEIR GLOBAL STRUCTURES TO RAISE PERFORMANCE This introductory case describes three different strategies used by three different CEOs to reorganize their company. Lego’s leadership made the decision to combine its central, northern, and southern European divisions into a single unit in order to encourage cooperation and sharing of information and to eliminate costly duplication of activities. In contrast, Dow Chemical Company decided to split its Global Chemical Division into three separate and self- contained units – the plastics, chemicals and intermediates, and performance chemical groups. Dow’s objective was to provide managers with the focus required to effectively meet a diversity of customer needs. Finally, Nokia decided to create two new global divisions for the purpose of quickly developing innovative wireless communications products. Nokia’s CEO realized that its lack of such products represented a weakness in the company’s product line. Nokia’s goal is to obtain a significant share of the lucrative wireless technology market to help boost its corporate performance. I. DESIGNING ORGANIZATIONAL STRUCTURE Jones, Contemporary Management, Fourth Edition 219
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CHAPTER SEVEN ORGANIZING: DESIGNING ORGANIZATIONAL STRUCTURE Organizing is the process by which managers establish the structure of working relationships among employees to allow them to achieve organizational goals efficiently and effectively. Organizational structure
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十3408655253 - CHAPTER TEN MANAGING...

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