drawing that represents every job in the organization and the formal reporting

Drawing that represents every job in the organization

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drawing that represents every job in the organization and the formal reporting relationships between those jobs elements of organizational structure work specialization the degree in which tasks in an organization are divided into separate jobs (division of labor) chain of command who reports to whom? signifies formal authority relationships specific flow of authority down through the levels of an organizational structure span of control represents how many employees the manager is responsible for in the organization narrow spans of control allow managers to be much more hands-on with employees (chain of command) wide spans of control don’t allow managers to be hands-on with employees because there’s a lot that report to them centralization reflects where decisions are formally made in organization formalization high when there are many specific rules and procedures used to standardized behaviors and decisions necessary coordination mechanism that organizations rely on to get a standardize product or deliver a standardized service organizational design the process of creating, selecting, or changing the structure of an organization departmentalization how to arrange things that make sense common organizational forms simple structures report to one person most common form because there are more smaller organizations than larger ones 80% of employing organizations have fewer than 19 employees functional structures employees are grouped by the functions they perform for the organization ex. accounting department, management department, etc. multidivisional structures bureaucratic organizational forms in which employees are grouped into divisions around products, geographic regions, or clients product structures group business units around different products that the company produces geographic structures generally based around the different locations where the company does business ex. TAMU CStat vs. TAMU Galveston matrix structures more complex form of organizational design that tries to take advantage of two types of structures at the same time ex. grouped by college, grouped by department managing change in organizations force-field analysis for plant closing steps in the change process (Lewin model) unfreezing : individuals must be shown why the change is necessary implementing change : the change itself is implemented refreezing : reinforcing and supporting the change so that it becomes a permanent part of the system work to overcome resistance to changes pros vs cons reasons for closing plant… need to cut costs excess capacity outmoded production facilities reasons against closing plant… resistance from unions concern about worker welfare portable future needs
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