MGT 4153 Dr. Rebecca Long. Managing By Design Questions Long 2 1. A popular form of organizing is to...
Preview:
Citation preview
- Slide 1
- MGT 4153 Dr. Rebecca Long
- Slide 2
- Managing By Design Questions Long 2 1. A popular form of
organizing is to have employees work on what they want in whatever
department they choose so that motivation and enthusiasm stay high.
Disagree. (page 91)
- Slide 3
- What is Structure? Long 3 Designates formal reporting
relationships Identifies grouping of individuals into units and
units into the organization Includes design of systems to ensure
communication, coordination and integration of effort (page
90)
- Slide 4
- Long 4 Designed for efficiency: Centralized Designed for
learning: Decentralized (page 93)
- Slide 5
- Efficiency vs. Learning Design (page 93) Long 5 Horizontal
Organization Designed for Learning Vertical Organization Designed
for Efficiency Dominant Structural Approach Horizontal structure is
dominant Shared tasks, empowerment Relaxed hierarchy, few rules
Horizontal, face-to-face communication Many teams and task forces
Decentralized decision making Vertical structure is dominant
Specialized tasks Strict hierarchy, many rules Vertical
communication and reporting systems Few teams, task forces or
integrators Centralized decision making
- Slide 6
- Information-sharing Perspective on Structure Long 6 Design:
Provide both vertical and horizontal information flow to accomplish
organizational goals. If structure doesnt fit, people will have
either too little information or spend time processing information
not vital to their tasks. Vertical linkages are designed primarily
for control. Horizontal linkages are designed for coordination and
collaboration, which usually means reducing control. (page 93)
- Slide 7
- Information Processing & Structure (page 93) Long 7
Horizontal Linkages Coordination and communication across
organizational departments to achieve unity of effort and
objectives Information Systems Direct Contact Task Forces Full-Time
Integrator Teams
- Slide 8
- Horizontal Information Sharing Long 8 Overcomes barriers
between departments and provides opportunities for coordination
among employees to achieve unity of effort and organizational
objectives. Horizontal linkage refers to communication and
coordination horizontally across organizational departments. (See
italicized paragraph bottom of page 95!)
- Slide 9
- Vertical Information Sharing Long 9 Hierarchical referral:
(exhibit 3.1, page 91) Hierarchy itself. If problem arises,
information goes up the hierarchy, answer passed back down. Rules
and plans: Problems and decisions can be repetitious, so employees
can be taught how to respond without communicating directly with
their manager. Vertical information system: Periodic reports,
written information, and computer-based information systems. Is
efficient in this type of system. (pages 93-94)
- Slide 10
- Managing By Design Questions Long 10 2. Committees and task
forces whose members are from different departments are often
worthless for getting things done. Disagree. (page 97)
- Slide 11
- Design Options for Grouping Employees into Departments (page
103) Long 11 Engineering MarketingManufacturing CEO Functional
Grouping Functional Grouping Divisional Grouping Divisional
Grouping CEO Division A Division B Division C
- Slide 12
- Full-time Integrator (page 97) Long 12 Product Manager, Project
Manager, Program Manager, Brand Manager. Located outside any of the
departments and does not report to one being coordinated. Can also
be responsible for or change project. See Exhibit 3.3, page
98.
- Slide 13
- Strengths & Weaknesses of Functional Design (page 102) Long
13 STRENGTHS: Economies of scale within functions In-depth
knowledge and skill development Enables accomplishment of
functional goals Best with only one or a few products WEAKNESSES:
Slow response time May cause decisions to pile up hierarchy
overload Poor horizontal coordination across departments Less
innovation Restricted view of organizational goals
- Slide 14
- Long 14 Economies of scale: Results when all employees are
located in the same place and can share facilities. Producing all
products in a single plant, for example, enables the plant to
acquire the latest machinery.
- Slide 15
- Strengths & Weaknesses of Divisional Design (page 102) Long
15 STRENGTHS: Fast change Client satisfaction High coordination
across functions Allows adaptation to differences in products,
regions, clients Best in large organizations with several products
Decentralizes decision-making WEAKNESSES: Eliminates economies of
scale in departments Poor coordination across product lines No
in-depth competence Integration and standardization across product
lines difficult
- Slide 16
- Matrix Design (pages 110-115) Long 16 Multifocused Grouping
Multifocused Grouping CEO Manufacturing Marketing Product Division
B Product Division B Product Division A Product Division A
- Slide 17
- Strengths & Weaknesses of Matrix Design (page 112) Long 17
STRENGTHS : Coordination necessary to meet dual demands from
customers Flexible sharing of human resources across products
Complex decisions and frequent changes Opportunity for both
functional and product skill development Best in medium-sized
organizations with multiple products WEAKNESSES: Dual authority,
frustrating and confusing Participants need good interpersonal
skills and training Time consuming; frequent meetings and conflict
resolution sessions Participants understand it and adopt collegial
rather than vertical-type relationships Requires great effort to
maintain power balance
- Slide 18
- A Horizontal Design (pages 115-119) Long 18 Team 3 Team 3 Team
2 Team 2 Team 1 Team 1 Top Management Team Top Management Team 3
Team 3 Team 2 Team 2 Team 1 Team 1 Customer Process Owner Process
Owner Process Owner Process Owner Testing Product Planning Product
Planning Research Market Analysis Market Analysis New Product
Development Process Distrib. Material Flow Material Flow Purchasing
Analysis Procurement and Logistics Process
- Slide 19
- Strengths & Weaknesses of Horizontal Design (page 118) Long
19 STRENGTHS : Flexibility and rapid response to customer needs
Attention directed toward production and delivery of value to the
customer Employee has a broader view of organizational goals
Promotes focus on teamwork Improves quality of life; opportunity to
share responsibility, make decisions, and be accountable WEAKNESSES
: Determining core processes to organize around is difficult and
time- consuming Must change culture, job design, management
philosophy, information and reward systems Managers have to give up
power and authority Requires significant training Can limit
in-depth skill development
- Slide 20
- Symptoms of Structural Deficiency (page 126) Long 20 Decision
making is delayed or lacking in quality The organization does not
respond innovatively to a changing environment Too much conflict is
evident
- Slide 21
- Managing By Design Questions Long 21 3. Top managers are smart
to maintain organizational control over the activities of key work
units rather than contracting out some work unit tasks to other
firms. Disagree (page 125)