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B&S8StudentVersion - Chapter Eight Organization...

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Organization Structure Chapter Eight
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Fundamentals of Organizing (p. 276) Organizational structure framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated Organization chart visual representation of an organization’s structure provides a picture of the intended reporting structure and division of labor in an organization
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Organization Chart Gradient of privilege Work Flow Input Transaction Work Done Product Disposal V.P., H.R.M. E.E.O. Specialist
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Fundamentals of Organizing (cont.) Differentiation extent to which tasks are divided into subtasks and performed by individuals with specialized skills Integration extent to which various parts of an organization cooperate and interact with each other coordination – procedures that link various parts of an organization for the purposes of achieving its goals integration more important with greater differentiation integration more important with greater uncertainty
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The Vertical Structure (p. 278) Authority the legitimate right to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes vested in organizational positions, not people primary means of running an organization Responsibility (p. 283) assignment of a task that an employee is obligated to perform Accountability expectation that employees will perform a job, take corrective action when necessary, and report upward on the status and quality of their performance clawback clauses in executive compensation
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Span of control (p. 282) number of subordinates who report directly to a manager The Vertical Structure (cont.) Capability of manager Ambiguity of work Factors that affect the span of control Subordinate training/access to information Subordinate preference for autonomy Similarity of jobs
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advantages of delegation
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