0324302592_62402

0324302592_62402 - Chapter 7: Organizing for Effectiveness...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 7: Organizing for Effectiveness and Efficiency CHAPTER 7 ORGANIZING FOR EFFECTIVENESS AND EFFICIENCY LEARNING OBJECTIVES 1. Explain why organizing is an important managerial function, describe the process of organizing, and outline the primary stages of the process. 2. Discuss the concept of job design and identify the core job dimensions that define a job. 3. Explain how and why the perspectives on job design have evolved. 4. Describe the job-design approaches that came from the classical management, behavioral management, and employee/work team–centered perspectives. 5. Understand both the vertical and horizontal associations that exist between individuals and work groups within the organization. 6. Define delegation and discuss why it is important for managers to delegate. 7. Explain why managers often fail to delegate and suggest methods for improving delegation skills. CHAPTER OVERVIEW This chapter focuses on organizing the many tasks that need to be done to achieve the strategy and, consequently, the mission and vision of the organization. Specifically, the chapter focuses on understanding the jobs and tasks that need to be done, and the relationships that need to be established and tools that can be used to organize the jobs into an overall organizational structure that will help the organization operate effectively and efficiently. PEDAGOGY GRID Chapter Boxes Main Points Facing the Challenge/Meeting the Challenge: Proctor and Gamble Stumbles / New and Improved Proctor and Gamble 1. A rule-bound culture and failure to keep up with the industry drove P&G into declining profits. 2. Flexible jobs, enhanced cooperation, and accountability on the part of managers take advantage of core competencies and result in improved profitability. Now Apply It: Job Design 3. Students can assess their jobs in terms of core job dimensions. At the Forefront: No Organizational Chart at Semco, Inc. 4. The loose structure at Semco, Inc. gives everyone there a chance to do the things they’re passionate about, and company revenues reflect that passion. Leaders in Action: Was Tyco International Too Flexible? 5. A strong focus on revenues with no focus on costs almost destroyed Tyco. 98
Background image of page 1

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

View Full DocumentRight Arrow Icon
Chapter 7: Organizing for Effectiveness and Efficiency 6. As one example, centralizing and formalizing purchasing operations saved $11 million per year. LECTURE NOTES I. Introduction A. In organizing terms, the form of the organizational structure should be designed so that it can help an organization achieve its function. II. What Is Organizing? A. Organizing refers to the process of determining the tasks to be done, who will do them, and how those tasks will be managed and coordinated. III. Job Design
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 01/31/2011 for the course MGMT 302 taught by Professor N/a during the Spring '10 term at Mountain State.

Page1 / 14

0324302592_62402 - Chapter 7: Organizing for Effectiveness...

This preview shows document pages 1 - 3. Sign up to view the full document.

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