Chapter 11 - Organizational Structure

Chapter 11 - Organizational Structure - Chain of Command...

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Structurally Speaking (Organizational Structure) “The matrix bothers a lot of people.” - Ralph Szygenda (CIO, General Motors)
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Organizational Structure (Agenda) MISSION CONTROL q SEQ #8 (don’t forget SEQ 9 by April 15) q Change Project Papers q Consulting Project Loose Ends ORGANIZATIONAL STRUCTURE EXAM 3 REVIEW & WRAP-UP
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Organizational Structure (Key Concepts) KEY CONCEPTS q q Organizational Structure Elements q Common Organizational Forms How have structural changes in an organization (such as changed reporting relationships or mergers/acquisitions/downsizings) affected subsequent performance and commitment of organizational members?
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Organizational Structure (Fundamental Elements) Organizing is the deployment of organizational resources to achieve strategic goals. Daft (p. 350) Work Specialization Span of Control
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Unformatted text preview: Chain of Command (authority) Organization Chart Decentralization (The Matrixat GM) PIO Product Devl GM Corporate CIO PIO Production PIO Supply Chain PIO Customer Experience PIO Business Services CIO Africa Mid. East CIO Latin America CIO Asia-Pacific CIO Europe CIO North America Organizational Structure (Common Organizational Forms) Increases ambiguity & conflict Requires better coordination and more meetings Potential for increased politics Duplication of staff resources Underutilization of some resources Less technical specialization More vulnerable to market forces Decreased level of quality control Weaker strategic alignment and employee loyalty Suboptimization & decision delay Slow response to external change Poor coordination across units MULTIDIVISIONAL FUNCTIONAL MATRIX NETWORK...
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This note was uploaded on 11/27/2011 for the course OB 321 taught by Professor Staff during the Fall '08 term at BYU.

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Chapter 11 - Organizational Structure - Chain of Command...

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