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Ch.7 Creating a Flexible Organization
① Understand what an organization is and identify its characteristics.
② Explain why job specialization is important.
③ Identify the various bases for departmentalization.
④ Explain how decentralization follows from delegation.
⑤ Understand how the span of management describes an organization.
⑥ Describe the four basic forms of organizational structure.
⑦ Describe the effects of corporate culture.
⑧ Understand how committees and task forces are used.
⑨ Explain the functions of the informal organization and the grapevine in a business.
1
What Is an Organization?
• A group of two or more people working together to achieve a common set of goals
• Developing organization charts• Organization chart
• A diagram that represents the positions and relationships within an organization
• Chain of command• The line of authority that extends from the highest to the lowest levels of the organization
• Staff (advisory) positions• Jobs that are not part of the direct chain of command in the organization
2
Major Considerations for Organizing a Business
• Job design
• Departmentalization
• Delegation
• Span of management
• Chain of command
4
Job Design
• Job specialization• The separation of activities into distinct tasks and the
assignment of different tasks to different people
• Rationale for specialization
• The “job” of the organization is too large for one person to accomplish
• A worker learning only a specific, highly specialized task should be able to learn to do it efficiently
• Workers do not lose time switching from one operation to another
• Specialization makes it easier to design machinery to assist those who do the job
• Specialization makes it easier to train new workers
5
Job Design (cont’d)
• Alternatives to job specialization
• Job rotation systematically shifts employees from one job to another
• Job enlargement
• Job enrichment
6
Departmentalization
• Grouping jobs into manageable units
• Common bases for departmentalization• By function
• By product
• By location
• By customer
• Combinations
7
Multibase Departmentalization forNew-Wave Fashions, Inc.
• MultibaseDepartmentalization for New-Wave Fashions, Inc.• Most firms use more
than one basis for departmentalization to improve efficiency and to avoid overlapping positions.
8
Delegation, Decentralization, and Centralization
• Delegation—assigning part of a manager’s work and power to other workers
• Steps in Delegation• Responsibility—the duty to do a job or perform a task
• Authority—the power, within an organization, to accomplish an assigned task
• Accountability—the obligation to accomplish an assigned job or task
• Barriers to Delegation• Fear the work will not get done
• Fear the work will be done too well
• Inability to plan and assign work effectively
9
Steps in the Delegation Process
• The manager assigns responsibility
• The subordinate is empowered to do the task
• Ultimate accountability remains with the manager
10
Decentralization of Authority
• Decentralized organization• Management consciously attempts to spread authority widely in
the lower levels of the organization
• Centralized organization• Authority is concentrated at the upper levels of the organization
• Factors favoring decentralization• A complex and unpredictable business environment
• Decisions that carry low risk or that are unimportant
• Highly capable lower-level managers with strong decision-making skills
• Past practices of the firm in decentralizing its structure and decision-making processes
11
The Span of Management
• The number of workers who report directly to one manager
• Wide span• Large number of subordinates to one manager
• Narrow span• Only a few subordinates to one manager
12
The Span of Management (cont’d)
• Organizational height—number of layers, or levels, of management in a firm• Flat organizations
• Have wider spans of management and fewer levels
• Require managers to perform more administrative tasks and to spend more time supervising subordinates
• Tall organizations• Have narrow spans of management and many levels
• Have higher administrative costs (more managers)
• May distort internal communications during passage of the communications through the multiple levels of organization
14
Forms of Organizational Structure
• Line Structure• The chain of command goes directly from person to person throughout the
organization
• Simplicity allows for quick decision making and direct accountability
• Most suitable for small organizations with lower volume of activities than medium or large organizations
15
Forms of Organizational Structure (cont’d)
• Line-and-Staff Structure• Utilizes the chain of command from a line structure in combination
with the assistance of staff managers
16
Forms of Organizational Structure (cont’d)
• Line-and-Staff Structure (cont’d)
• Line managers make decisions and give orders to subordinates• Line authority—line managers can make decisions and issue
directives related to organizational goals
• Staff managers provide support, advice, and expertise• Advisory authority—the expectation that line managers will
consult with staff managers before making decisions
• Functional authority—staff managers’ authority to make decisions and issues directives within their area of expertise
18
Forms of Organizational Structure (cont’d)
• Line-and-Staff Structure (cont’d)
• Reasons for conflict between line and staff managers• Staff managers often have more formal education
• Staff managers are sometimes younger and more ambitious
• Line managers may perceive staff managers as a threat
• Staff managers may become angry if their recommendations are not adopted
• Minimizing conflict between line and staff managers• Integrate line and staff managers into one team
• Ensure that responsibilities are clearly defined
• Hold both line and staff managers accountable for results
19
Forms of Organizational Structure (cont’d)
• Matrix structure• A structure that combines vertical and horizontal lines of authority, usually by
superimposing product departmentalization on functional departmentalization
• Authority flows both down and across
• Employees on cross-functional teams report to both the project manager in charge of the team and to their superiors in their home-base functional department
20
FIGURE 7-6
A Matrix Structure
21Source: Ricky W. Griffin, Management, 10th ed. Copyright © 2011 by South-Western/Cengage Learning. Adapted with permission.
Forms of Organizational Structure (cont’d)
• Added flexibility
• Increased productivity
• Higher morale
• Increases in creativity and innovation
• Personal development of team members
22
• Chain of command conflicts
• May take longer to resolve problems and reach solutions
• Personality clashes
• Poor communications
• Undefined individual roles
• Unclear responsibilities
• Difficulty in determining how to reward individual and team performance
Matrix Structure (cont’d)
Advantages Disadvantages
Forms of Organizational Structure (cont’d)
• Network structure (virtual organization)
• Administration is the primary function, and most other functions are contracted out to other firms
• Strength• Flexibility allows the organization to adjust quickly to changes
• Weaknesses• Difficulty controlling the quality of work by other organizations
• Low morale and high turnover of hourly workers
• Vulnerability of relying on outside contractors
23
Corporate Culture
• The inner rites, rituals, heroes, and values of a firm
• Indicators of corporate culture• The physical setting
(e.g., building and office layout)
• Corporate statements about itself
• How the company greets its guests
• How employees spend their time at work
(alone or in groups)
24
Corporate Culture (cont’d)Types of Corporate Cultures• Networked culture
• Trust and friendship among employees• Strong commitment to the organization• Informal environment
• Mercenary culture• Passion, energy, sense of purpose, excitement for work• Intense, focused, determined to win
• Fragmented culture• Employees not friends; work “at” (not “for”) organization• Employees have autonomy, flexibility, equality
• Communal culture• Friendship, commitment, focus on performance, high energy• Lives revolve around the product; success is
celebrated by all25
FIGURE 7-7
Corporate Culture (cont’d)
26
Source: “Types of Corporate of Corporate Culture,” in Rob Goffee and Gareth Jones, The Character of a Corporation (New York: HarperCollins, 1998). Copyright © 1998 by Rob Goffee and Gareth Jones. Permission granted by Rob Goffee and Gareth Jones by arrangement with The Helen Rees Literary Agency.
Corporate Culture (cont’d)
• Cultural change is needed when
• A company’s environment changes
• The industry becomes more competitive
• Company performance is mediocre
• The company is growing or becomes a large firm
27
Committees and Task Forces• Committees
• Types• Ad hoc—created for a specific short-term purpose
• Standing—relatively permanent; charged with performing some recurring task
• Task force—established to investigate a major problem or pending decision
• Differences with individual action• Advantages
• members bring more information and knowledge; more accurate decisions; results communicated more effectively
• Disadvantages• Decision making takes longer; may reach unnecessary compromises; one person may dominate
28
The Informal Organization
• Pattern of behavior and interaction that stems from personal rather than official relationships
• Informal groups• Formed by the members themselves to accomplish goals that may
or may not be relevant to the organization
• Can be powerful forces in organizations exerting positive as well as negative influences
• The grapevine• Informal communication network within an organization that is
completely separate from—and sometimes faster than—the organization’s formal communication channels
• May be accurate or distorted; managers should be aware and use appropriately
29