Post on 29-May-2018
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Management and OrganizationManagement and Organization
BehaviorBehavior
Organization
Structure
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Differentiation
Vertical authority
Horizontal functioning/specializing
Integration communication and control
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Leadership
The board of directors
Chairman of the board
CEO
Corporate governance
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Ex. VPFinance Ex. VPHR Ex. VPPlanning Legal Council
Div. GM1 DivGM2 Div. GM3
Group Pres. A Group Pres. B
Chief ExecutiveOfficer
Board ofDirectors
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A Wide Span of Control
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A Narrow Span of Control
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Insert Figure 15.7 here
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Hierarchy of Authority
Authority: The power that enables aperson in a higher position to hold aperson in a lower position accountable forhis or her actions. Carries with it theresponsibility(accountability) for usingorganizational resources effectively.
Span of control: The number of
subordinates who report to a manager.Tall organizations have many levels in
the hierarchy relative to their size; flatorganizations have few.
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Management
Delegation
Advantages:
OJT for long haul
Closer to the action
Motivation
Acceptance
Monkey off of the managers back Disadvantages
Time in the short run
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Horizontal Structure
Line vs. Staff
Form of structure
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Functional Structure
An organizational structure that groups
together people who hold similar
positions, perform a similar set of tasks,or use the same kinds of skills.
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Functional Structure
Economies of scale
Monitoring the field
Performance standards
Specialized training/skills
Focused on one area (limited misc. work)
Line of communication is simple
Promotional/career opportunities are clear
Easiest to set-up
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Insert Figure 15.3 here
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Divisional Structures
Advantages
Information needs are managed easily
Full time commitment to area (product,etc.)
Task is clear
Broad exposure and training
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The Divisional Structure
Possible disadvantages
Increased costs
Duplication of functions
Miscommunication across divisions
Competition for resources
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Insert Figure 15.4 here
Note: only include part A
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Insert Figure 15.4 here
Note: only include part B
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Insert Figure 15.4 here
Note: only include part C
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The Matrix Structure
Complex network of reporting
relationships among product teams and
functions
People and resources grouped by
Function
Product
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A Matrix Structure
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Network Structure
Also called dynamic, network, modular or
virtual organizations
Tied together with contracts (outsourced)
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Integration
Standardization
Formalization
Planning
Mutual adjustment
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Mutual Adjustment
Direct contact
Liaison
Task forces
Teams
Product managers
Matrix organizations
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Using a Team to Increase Coordination
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Bureaucracy and Beyond
Mechanistic structures
Organic structures
Independent divisions
Conglomerates