Part 3 Managing for Quality and Competitiveness

Transcription

1 Part 3 Managing for Quality and Competitiveness 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

2 7-2 CHAPTER 6 The Nature of Management CHAPTER 7 Organization, Teamwork, and Communication CHAPTER 8 Managing Service and Manufacturing Operations

3 7-3 Learning Objectives LO 7-1 LO 7-2 LO 7-3 LO 7-4 LO 7-5 LO 7-6 LO 7-7 Define organizational structure and relate how organizational structures develop. Describe how specialization and departmentalization help an organization achieve its goals. Determine how organizations assign responsibility for tasks and delegate authority. Compare and contrast some common forms of organizational structure. Distinguish between groups and teams and identify the types of groups that exist in organizations. Describe how communication occurs in organizations. Analyze a business s use of teams.

4 7-4 Organizational Culture Organizational Culture (Corporate Culture) A firm s shared values, beliefs, traditions, philosophies, rules, and role models for behavior Formally Mission statement Codes of Ethics Memos Manuals Ceremonies Informally Dress code Work habits Extracurricular activities Stories Discussion with coworkers

5 7-5 Attitudes and Behaviors Associated with Corporate Culture o Ensures that organizational members: Share values Observe common rules Share problem solving approaches

6 7-6 TOMS Shoes organizational TOMS Shoes culture in determined by the founder s desire to provide as many shoes as possible to children in developing countries Consists of two parts: 1. The for-profit component of the company manages overall operations 2. Its nonprofit component, Friends of TOMS, is responsible for volunteer activities and shoe donations

7 7-7 Organizational Structure Structure The arrangement or relationship of positions within an organization o o Getting people to work together efficiently and coordinating the skills of diverse individuals require careful planning An organization s structure develops when: 1. Managers assign work tasks to specific individuals or work groups 2. Coordinate the diverse activities required to reach the firm s objectives

8 7-8 The Evolution of a Clothing Store, Phases 1, 2, and 3 Organizational Chart A visual display of the organizational structure, lines of authority (chain of command), staff relationships, permanent committee arrangements, and lines of communication

9 7-9 Specialization Specialization The division of labor into small, specific tasks and the assignment of employees to do a single task o Why specialize: Efficiency Workers do not waste time shifting from 1 job to another Ease of training Activities too numerous for one person Overspecialization can have negative consequences Employees become bored Job dissatisfaction Poor quality work Increased injuries Increased employee turnover

10 7-10 Job Specialization Job specialization is common in automobile manufacturing By dividing work into smaller specialized tasks Employees can perform their work more quickly and efficiently

11 7-11 Departmentalization Departmentalization The grouping of jobs into working units usually called departments, units, groups, or divisions Functional departmentalization Product departmentalization Geographical departmentalization Customer departmentalization Most companies use more than 1 departmentalization plan to enhance Many consumer goods manufactures have departments for specific product lines as well as departments dealing with legal, purchasing, finance, and human resources

12 7-12 Functional Departmentalization Functional Departmentalization The grouping of jobs that perform similar functional activities, such as finance, manufacturing, marketing, and human resources

13 7-13 Product Departmentalization Product Departmentalization The organization of jobs in relation to the products of the firm

14 7-14 Geographical Departmentalization Geographical Departmentalization The grouping of jobs according to geographic location, such as state, region, country, or continent

15 7-15 Customer Departmentalization Customer Departmentalization The arrangement of jobs around the needs of various types of customers

16 7-16 PepsiCo Inc. is organized into business units: PepsiCo Inc. 1. PepsiCo Americas Foods, which includes brands such as Frito-Lay North America, Quaker Foods North America, and all of its Latin American food and snack businesses 2. PepsiCo Americas Beverages, which includes the Mountain Dew, Lipton, and Tropicana brands 3. PepsiCo Europe, which includes regional brands like Wimm-Bill-Dann and Marbo as well as all beverage, food, and snack businesses in Europe and South Africa 4. PepsiCo Asia, Middle East and Africa, which includes all beverage, food, and snack businesses in these regions What type(s) of departmentalization does PepsiCo use for organizing its corporations?

17 7-17 Delegation of Authority As a business grows, so do the number and complexity of decisions that must be made Delegation of Authority Giving employees not only tasks, but also the power to make commitments, use resources, and take whatever actions are necessary to carry out those tasks No one manager can handle them all Delegation of authority frees a manager to concentrate on larger issues such as planning or dealing with problems and opportunities

18 7-18 Responsibility and Accountability Responsibility The obligation, placed on employees through delegation, to perform assigned tasks satisfactorily and be held accountable for the proper execution of work Accountability The principle that employees who accept an assignment and the authority to carry it out are answerable to a superior for the outcome

19 7-19 Degree of Centralization Centralized Organizations A structure in which authority is concentrated at the top, and very little decision-making authority is delegated to lower levels Overcentralization can cause serious problems for a company May take longer for the organization as a whole to implement decisions and to respond to changes and problems on a regional scale Decentralized Organizations An organization in which decision-making authority is delegated as far down the chain of command as possible Delegating authority to lower levels of managers may increase the organization s productivity

20 7-20 Span of Management Span of Management The number of subordinates who report to a particular manager A wide span of management exists when a manager directly supervises a very large number of employees A narrow span of management exists when a manager directly supervises only a few subordinates

21 7-21 Organizational Layers Organizational Layers The levels of management in an organization Complements the concept of span of management A company with many layers of managers is considered tall; in a tall organization, the span of management is narrow Organizations with few layers are flat and have wide spans of management Many of the firms that have decentralized also flattened their structures and widened their spans of management

22 7-22 Learning Organization A learning organization is one that opens communication between departments in order to increase the level of learning among employees within the organization The manager creating and sustaining this kind of organization invests in employees through extensive training and minimal restrictions so that creativity is emphasized Through the knowledge that is created and captured, employees are encouraged to experiment with the ideas that have the most value for customers o o Managers encourage a healthy level of risk taking and learning from mistakes Failure is valued as a learning experience and success, while celebrated, is seen as a fleeting experience that should not be the focus of the future because there is not much to learn from success

23 7-23 Forms of Organizational Structures Forms of Organizational Structures Line structure Line-and-staff structure Multidivisional structure Matrix structure Managers must consider how to structure their authority relationships What structure the organization itself will have How it will appear on the organizational chart

24 7-24 Line Structure Line Structure The simplest organizational structure in which direct lines of authority extend from the top manager to the lowest level of the organization Has a clear chain of command, which enables managers to make decisions quickly Structure requires that managers possess a wide range of knowledge and skills Most common in small businesses

25 7-25 Line-and-Staff Structure Line-and-Staff Structure A structure having a traditional line relationship between superiors and subordinates and also specialized managers called staff managers who are available to assist line managers Focus on their area of expertise in the operation of the business Staff managers provide advice and support to line departments on specialized matters May experience problems with overstaffing and ambiguous lines of communication Employees may become frustrated with lack of authority to carry out certain decisions

26 7-26 Line-and-Staff Structure (cont.)

27 7-27 Multidivisional Structure Multidivisional Structure A structure that organizes departments into larger groups called divisions Occurs as organizations grow larger and more diversified Divisions can be formed on the same bases as departments (customer, product, and/or geography) Delegation of authority and divisionalized work Inevitably creates work duplication Makes it more difficult to realize the economies of scale that result from grouping functions together

28 7-28 Matrix Structure Matrix Structure A structure that sets up teams from different departments, thereby creating two or more intersecting lines of authority; also called a project-management structure Matrix structures provide: Flexibility Enhanced cooperation Creativity Enable company to respond quickly to changes in the environment They are generally expensive and quite complex Employees may be confused as to whose authority has priority (project manager s or immediate supervisor s)

29 7-29 Matrix Structure (cont.)

30 7-30 Groups and Teams Group Two or more individuals who communicate with one another, share a common identity, and have a common goal Team A small group whose members have complementary skills; have a common purpose, goals, and approach; and hold themselves mutually accountable All teams are groups but not all groups are teams Virtual teams are employees in different locations who rely on , audio conferencing, fax, Internet, videoconferencing, or other technological tools to accomplish their goals are a part of everyday business

31 7-31 Differences Between Groups and Teams

32 7-32 Committees and Task Forces Committee A permanent, formal group that performs a specific task Task Force A temporary group of employees responsible for bringing about a particular change Typically come from across all departments and levels of an organization Membership is usually based on expertise rather than organizational position Occasionally, a task force may be formed from individuals outside a company

33 7-33 Teams Project Teams Groups similar to task forces which normally run their operation and have total control of a specific work project Product-Development Teams A specific type of project team formed to devise, design, and implement a new product Quality-Assurance Teams (or Quality Circles) Small groups of workers brought together from throughout the organization to solve specific quality, productivity, or service problems Self-Directed Work Teams (SDWT) A group of employees responsible for an entire work process or segment that delivers a product to an internal or external customer

34 7-34 Meetings and Teams DID YOU KNOW? A survey of managers and executives found that they feel 28 percent of meetings are a waste of time and that information could be communicated more effectively using other methods At Google, small teams work on research and engineering projects that often last 6-12 months

35 7-35 The Flow of Communication in an Organizational Hierarchy

36 7-36 Yammer and the Intranet Many companies use internal networks called intranets to share information with employees Intranets increase communication across different departments and levels of management and help with the flow of everyday business activities Yammer is a social network that companies can use to connect employees with one another

37 7-37 Upward/Downward Communication Flow of communication within the formal organizational structure as depicted on organizational charts Upward Communication Flows from lower to higher levels of the organization Includes information such as progress reports, suggestions for improvement, inquiries, and grievances Downward Communication Refers to the traditional flow of information from upper organizational levels to lower levels Typically involves directions, the assignment of tasks and responsibilities, performance feedback, and certain details about the organization s strategies and goals

38 7-38 Horizontal/Diagonal Communication Horizontal Communication Involves the exchange of information among colleagues and peers on the same organizational level, such as across or within departments Information informs, supports, and coordinates activities both within the department and with other departments Diagonal Communication When individuals from different units and organizational levels communicate With firms downsizing and increasing the use of work teams, workers are being required to communicate with others in different departments and on different levels to solve problems and coordinate work

39 7-39 Informal Communication Channels Grapevine An informal channel of communication, separate from management s formal, official communication channels Friendships and nonwork social relationships comprise the informal organization of a firm Managers can utilize informal communications as a sounding device Can obtain valuable information from the grapevine that could improve decision making Use the grapevine to their advantage by floating ideas, soliciting feedback, and reacting accordingly

40 7-40 Non-Verbal Communication Non verbal communication is embedded in most forms of communication and send messages out through hand movements, head nodding, and tone of voice or written word These indirect forms of communication can be more informative than the direct message being transmitted It is important to be aware of one s own non verbal communication style in order to ensure sending the intended message

41 7-41 Improving Communication Effectiveness Encourage employees to provide feedback Managers should always encourage feedback, including concerns and challenges about issues Helps identify strengths and weaknesses Strong feedback mechanisms help to empower employees as they feel that their voices are being heard Avoid interruptions Develop strong and effective communication channels through training Important for companies to communicate their e- mail policies throughout the organization

42 Quest Star (QS), manufactures quality stereo loudspeakers, wants to improve its ability to compete against Japanese firms QS Intracommunication Leadership Initiative (ILI) has flattened the layers of management 7-42 Solve the Dilemma Quest Star in Transition Uses teams and peer pressure to accomplish the plant s goals instead of multiple management layers Employees make all decisions within the boundaries of their responsibilities They elect team representatives to coordinate with other teams Teams are assigned tasks ranging from establishing policies to evaluating on-the-job safety

43 7-43 Solve the Dilemma Quest Star in Transition (cont.) ILI (cont.) Employees who are not self-motivated team players are having difficulty getting used to their peers authority within the system Upper-level managers face stress and frustration because they must train workers to supervise themselves Discussion Questions What techniques or skills should an employee have to assume a leadership role within a work group? If each work group has a team representative, what problems will be faced in supervising these representatives Evaluate the pros and cons of the system developed by QS.

44 7-44 Discussion? Indentify four types of departmentalization and give an example of each type.? Discuss the different forms of organizational structure. What are the primary advantages and disadvantages of each form?? Distinguish between centralization and decentralization. Under what circumstances is each appropriate?? Define span of management. Why do some organizations have narrow spans and others wide spans?