BA review 2 - BA EXAM 2 1. Structure I Organizational...

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

View Full Document Right Arrow Icon

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

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: BA EXAM 2 1. Structure I Organizational Structure Two pillars: o Specialization Dividing up the work Includes jobs and departmentalization o Coordination Keeping everyone working in sync Includes horizontal & vertical mechanisms o Relationship between level of specialization & amount of coordination required. Job Design: o Historical Problems with Job Design Oversimplify jobs (Taylorism) to increase mechanical efficiency Human diseconomies arose. Jobs became boring, stressful, fatiguing, and were associated with high turnover, absenteeism, and poor quality (i.e., Chaplin). o Enlargement & Enrichment Fix oversimplify jobs, Led to: Comprehensive assessments of job design on employee productivity, motivation and satisfaction o Job Characteristics Model ( JCM ) 5 core characteristics of jobs (Hackman and Oldhams Job Characteristics Model determine outcomes (productivity, motivation, & satisfaction) Skill Variety- requiring a variety of activities/skills/talents,, not repeating boring Task Identity- leading to a whole, identifiable piece of work , big picture Task Significance- having substantial impact on others, importance Autonomy- allowing substantial freedom, independence, and discretion in scheduling and performing the work, responsible Feedback- providing clear information about job performance How changes affect a job-Makes jobs more intrinsically motivating Departmentalization: o Types: Functional , different departments Pros high specialization, strong coordination within dept, high efficiency , low duplication Cons - inflexible, usual suspect poor coordination across depts & limited view of org goals Product eg marketing Specialize in product, more focus, expertise, responsiveness Resource duplication of functions, usual suspect Customer, Specialize around customers, more focus, expertise, responsiveness Duplication of functions, usual suspect Regional eg sales Specialize in region, more focus, expertise, responsiveness , lower transp cost Duplication of functions, usual suspect Efficiency & functional specialization vs. focus / expertise / responsiveness . Inflexibility vs. resource duplication, usual suspect Principles for choosing types of departments & structures: o Balance efficiency & effectiveness Low resource waste, doing things right (means, manager) High goal attainment , doing right things (goal, CEO) o Mirror the complexity of environment Sell different kinds of products, organize by products Organization Structure o Functional Structure Group similar jobs into departments, mkting, sales Adv High specialization, little duplication, economies of scale, for huge org Dis Silo effect, slow cmn, decision making, hierarchy, dept goal not org goal Throw it over the wall doing job without involving next group; Next first see when you finish Red October,...
View Full Document

This note was uploaded on 05/18/2011 for the course BADM 310 taught by Professor G. love during the Spring '08 term at University of Illinois at Urbana–Champaign.

Page1 / 13

BA review 2 - BA EXAM 2 1. Structure I Organizational...

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