Ch10_Daft_NEM_AISE

Ch10_Daft_NEM_AISE - 0 Learning Objectives 0 Discuss the...

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08/01/11 2 Learning Objectives Discuss the fundamental characteristics of organizing, including such concepts as work specialization, chain of command, span of management, and centralization versus decentralization. Describe functional and divisional approaches to structure. Explain the matrix approach to structure and its application to both domestic and international organizations. Describe the contemporary team and virtual network structures and why they are being adopted by organizations. 0
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08/01/11 3 Learning Objectives (contd.) Explain why organizations need coordination across departments and hierarchical levels, and describe mechanisms for achieving coordination. Identify how structure can be used to achieve an organization’s strategic goals. Illustrate how organization structure can be designed to fit environmental uncertainty. Define production technology (manufacturing, service, and digital) and explain how it influences organizational structure. 0
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08/01/11 4 Organizing Organization is the deployment of resources to achieve strategic goals. It is reflected in Division of labor into specific departments & jobs Formal lines of authority Mechanisms for coordinating diverse organizational tasks 0
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08/01/11 5 Organization Structure Organization structure : The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated. The set of formal tasks assigned Formal reporting relationships The design of systems to ensure effective coordination of employees across department
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08/01/11 6 The Organization Chart Visual representation Set of formal tasks Formal reporting relationships Framework for vertical control 0
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08/01/11 7 Work Specialization Work can be performed more efficiently if employees are allowed to specialize work specialization: The degree to which organizational tasks are subdivided into individual jobs; also called division of labor. Employees perform only the tasks relevant to their specialized function Jobs tend to be small, but they can be performed efficiently
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08/01/11 8 Chain of Command Unbroken line of authority that links all persons in an organization Shows who reports to whom Associated with two underlying principles Unity of Command Scalar Principle 0
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08/01/11 9 Authority Formal and legitimate right of a manager to make decisions and issue orders Allocate resources to achieve organizationally desired outcomes Authority is distinguished by three characteristics Authority is vested in organizational positions, not people Authority is accepted by subordinates Authority flows down the vertical hierarchy 0
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08/01/11 10 Responsibility The duty to perform the task or activity an employee has been assigned Managers are assigned authority commensurate with responsibility When managers have exceeding responsibility, they may become tyrants Flip side of the authority coin 0
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08/01/11 11 Accountability Mechanism through which authority and responsibility are brought into alignment
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Ch10_Daft_NEM_AISE - 0 Learning Objectives 0 Discuss the...

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