Lecture 2 - Lecture 2 Helloeveryone .. keepupthegoodwork .To

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Lecture 2 Hello everyone,   I hope you enjoy your weekend.  We are off to a great start.  I appreciate how you are engaging in class-- keep up the good work!   Today we focused on the last two of the seven fundamental building blocks of effective organizations:  organizational structure and leadership.  Together, the seven building blocks create the foundation from  which you can run an effective organization.  Of course, you have to hire people, train them, motivate  them, evaluate them and surround them with a strong culture that supports high performance--that is  coming.  But you already know how to make major decisions about what your organization's purpose is,  what goals you want to achieve, how you are going to achieve those goals through your business  strategy, how to structure your organization to maximize the utlization of your (human) resources and how  it lead it.  Leaders play with these components all the time, tweaking here and there to maximize the fit  between opportunity and business results through organizational structure and management of people  and work within the organization .  You now know how to build the foundation.   Organizational structure focuses on how to organize and deploy talent.  Chain of command tells you who  reports to whom--a very big decision!  Pick the wrong people to manage others and zap!  You will be  chasing bad decisoins for a long time.  Specialization tells you how narrowly  you want to focus individual  jobs.  When you want an employee to have a high focus on things, you narrow the number of tasks you  ask this person to perform.  When you want to have a broad focus on a wide range of things, you increase  the number of tasks you ask a person to perform--low specialization.  What is the right balance?  You  have to decide how much specialization you can afford (how many people you can hire to focus on a  small number of things) and at what level of focus (narrow vs. broad) best executes your strategy.    Next, departmentalization dictates which jobs ought to be grouped  together and supervised by the same  leader/manager.  Grouping jobs together creates internal coordination and communication.  Separating 
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