Org+Behavior+and+Work_Session+19

Org+Behavior+and+Work_Session+19 - April 04 2011...

Info iconThis preview shows pages 1–10. Sign up to view the full content.

View Full Document Right Arrow Icon
ORGANIZATIONAL BEHAVIOR & WORK: CHAPTER 15 Kaumudi Misra ( kmisra@rci.rutgers.edu ) Instructor Foundations of Organizational Structure Foundations of Organizational Structure April 04 2011
Background image of page 1

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

View Full DocumentRight Arrow Icon
Plan for Today Chapter 15 Team Projects Number of Teams In-class Discussions Questions from you on chapters covered thus far?
Background image of page 2
Misra: Organizational Behavior & Work Why Does Structure Matter? Structure impacts both the attitudes and behaviors of the people within it Impact of Technology Makes it easier to change structure to fit employee and organizational needs Associated with
Background image of page 3

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

View Full DocumentRight Arrow Icon
Misra: Organizational Behavior & Work Review: Contingency OB Model Independent Variables (X) Dependent Variables (Y)
Background image of page 4
Misra: Organizational Behavior & Work What Is Organizational Structure? Organizational Structure How job tasks are formally divided, grouped, and coordinated Key Elements: 1. Work specialization 2. Departmentalization 3. Chain of command 4. Span of control 5. Centralization and decentralization 6. Formalization
Background image of page 5

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

View Full DocumentRight Arrow Icon
Misra: Organizational Behavior & Work 1. Work Specialization The degree to which tasks in the organization are subdivided into separate jobs Division of Labor Makes efficient use of employee skills Increases employee skills through repetition Less between-job downtime increases productivity Specialized training is more efficient Allows use of specialized equipment Can create greater economies and efficiencies – but not always…
Background image of page 6
Misra: Organizational Behavior & Work Work Specialization Specialization can reach a point of diminishing returns Then job enlargement gives greater efficiencies than does specialization
Background image of page 7

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

View Full DocumentRight Arrow Icon
Misra: Organizational Behavior & Work 2. Departmentalization The basis by which jobs are grouped together Grouping Activities by: Function Product Geography Process Customer
Background image of page 8
Misra: Organizational Behavior & Work 3. Chain of Command Authority The rights inherent in a managerial position to give orders and to expect the orders to be obeyed Chain of Command The unbroken line of authority that extends from the
Background image of page 9

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

View Full DocumentRight Arrow Icon
Image of page 10
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 26

Org+Behavior+and+Work_Session+19 - April 04 2011...

This preview shows document pages 1 - 10. Sign up to view the full document.

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