BA Review Ch.9-12

MGMT 3 (with Review Cards and Management CourseMate with eBook Printed Access Card) (Available Titles Coursemate)

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Chapter 9 1. Departmentalization 5 departmental structures: 1. Functional departmentalization: organizes work and workers into separate units responsible for particular business functions are areas of expertise 2. Product departmentalization: organizing work and workers into separate units responsible for producing particular products or services 3. Customer departmentalization: organizing work and workers into separate units responsible for particular kinds of customers 4. Geographic departmentalization: organizing work and workers into separate units responsible 5. Matrix departmentalization: hybrid structure in which two or more forms of departmentalization, most often product and functional are used together 2. Organizational Authority Determined by: 1. Chain-of-command: vertical line of authority that clarifies who reports to whom throughout the organization 2. Line authority: right to command immediate subordinates in the chain of command 3. Staff authority: the right to advise, not command, others who are not subordinates in the chain of command 4. Delegation of authority: the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible 5. Centralization of authority: location of most authority at the upper levels of the organization 6. Decentralization: location of a significant amount of authority in the lower levels of the organization 3. Job Design
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Specialized jobs: occurs when a job is composed of a small part of a larger task or process characterized by: o Simple, easy to learn steps o Low variety o High repetition Job rotation: periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills Job enlargement: increases the number of different tasks that a worker performs within one particular job Job enrichment: increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work Job characteristics model: an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes Core job characteristics: o Skill variety o Task identity o Task significance o Autonomy o Feedback 3 psychological states: o Knowledge of results: that employees know how well they are performing in their job o Responsibility for work outcomes: workers must feel personally responsible for the work being done well o Meaningful work: they must view their job as being important Jobs can be redesigned by: o Combining tasks o Forming natural work units o Establishing client relationships o Vertically loading the job o Opening feedback channels
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4. Intraorganizational Processes Reengineering: fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service, and speed 3 kinds of task interdependence:
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This document was uploaded on 02/17/2011.

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BA Review Ch.9-12 - Chapter 9 1. Departmentalization 5...

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