Increasing the number of tasks in a given job. Increasing the degree of responsibility a worker has over a job

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1 Definitions Word CHAPTER 10 : The organizational architecture : Organizing: Organizational structure: Organizational design: Job design: Job simplification: Job enlargement: Job enrichment: Function: Functional structure: Divisional structure Product structure: Geographic structure: Market structure: Authority: Hierarchy of authority: Span of control: Define the organizational structure, control system, culture and human resource management systems that together determine how efficiently and effectively organizational resources are used. The process by which the managers establish working relationships among the employees to achieve goals A formal system of tasks and reporting relationships shows how workers use resources The process by which manager create a specific organizational structure and culture so that company can operate in the most efficient and effective way The process by which manager deiced how to divide the tasks into specific jobs The appropriate division of labor results in an effective and efficient workforce. The process of decreasing the tasks the worker perform Increasing the number of tasks in a given job Increasing the degree of responsibility a worker has over a job Group of people who possess the same skills or have the same knowledge, tools or technique to perform their task The organizational structure composed of all departments that an organization required to produce its good and services Managers create a series of business units to produce a specific kind of product to a specific kind of customer which each product line or business is handled by a self-contained direction which each region of a country or area of the world is solved by a self-contained direction which each kind of customer is served by a self-contained direction Is the power to hold people accountable for their actions and to make decisions concerning the use of organizational resource An organizational chain of command, specifying the relative authority of each manager The number of subordinates who reports directly to a manager

2 Line manager: Staff manager: Tall structure: Flat structure: Minimum chain of command: Decentralizing authority: Chapter 11 Organizational Control Control Systems Chapter 14 leadership leader Compare and contrast Someone in the direct line or chain of command who has formal authority over people and resources Manager who are functional-area specialists that give advice to the line manager Tall structures have many levels of authority and narrow spans of control. Flat structures have fewer levels and wide spans of control. Top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources Managers monitor and regulate how efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals Formal, target setting, monitoring, evaluation and feedback systems that provide managers with information about whether the organization s strategy and structure are working efficiently and effectively. The process, by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals. An individual who is able to exert influence over other people to help achieve group or organizational goals Chapter 10: Organizational design The process by which managers create a specific type of organizational structure and culture so that a company can operate in the most efficient and effective way Job Design The process by which managers decide how to divide tasks into specific jobs.

3 Job Simplification Job Enlargement Job Enrichment The process of reducing the tasks each worker performs. Increasing the number of different tasks in a given job by changing the division of labor Increasing the degree of responsibility a worker has over a job 1. Empowering workers to experiment to find new or better ways of doing the job 2. Encouraging workers to develop new skills 3. Allowing workers to decide how to do the work 4. Allowing workers to monitor and measure their own performance Product structure: Geographic structure: Market structure: which each product line or business is handled by a selfcontained direction which each region of a country or area of the world is solved by a self-contained direction which each kind of customer is served by a self-contained direction Advantages of functional structure -Encourages learning from others doing similar jobs. - Easy for managers to monitor and evaluate workers. - Allows managers to create the set of functions they need in order to scan and monitor the competitive environment disadvantages of functional structure - Difficult for departments to communicate with others. - Preoccupation with own department and losing sight of organizational goals Organizational structure Functional structure Divisional structure A formal system of tasks and reporting relationships shows how workers use resources The organizational structure composed of all departments that an organization required to produce its good and services Managers create a series of business units to produce a specific kind of product to a specific kind of customer Line manager Someone in the direct line or chain of command who has formal authority over people and resources Staff manager Manager who are functional-area specialists that give advice to the line manager

4 Tall structure Tall structures have many levels of authority and narrow spans of control. As hierarchy levels increase, communication gets difficult creating delays in the time being taken to implement decisions. Communications can also become distorted as it is repeated through the firm. Can become expensive Flat structure Flat structures have fewer levels and wide spans of control. Structure results in quick communications but can lead to overworked managers. Chapter 11: Feed forward Controls Concurrent Controls Feedback Controls Used to anticipate problems before they arise so that problems do not occur later during the conversion process Giving stringent product specifications to suppliers in advance IT can be used to keep in contact with suppliers and to monitor their progress Give managers immediate feedback on how efficiently inputs are being transformed into outputs Allows managers to correct problems as they arise Used to provide information at the output stage about customers reactions to goods and services so that corrective action can be taken if necessary Chapter 14: Leader Leaders look to the future and chart the course for the organization manager Managers establish and implement procedures to ensure smooth functioning Discuss: Characteristics of good control system: be flexible so managers can respond as needed. provide accurate information about the organization. provide information in a timely manner. Different type of control: Feed forward Controls Used to anticipate problems before they arise so that problems do not occur later during the conversion process Giving stringent product specifications to suppliers in advance

5 IT can be used to keep in contact with suppliers and to monitor their progress Concurrent Controls Give managers immediate feedback on how efficiently inputs are being transformed into outputs Allows managers to correct problems as they arise Feedback Controls Used to provide information at the output stage about customers reactions to goods and services so that corrective action can be taken if necessary 2- The control process: 1. Establish standards of performance, goals, or targets against which performance is to be evaluated. Managers at each organizational level need to set their own standards. 2. Measure actual performance Managers can measure outputs resulting from worker behavior or they can measure the behavior themselves. The more non routine the task, the harder it is to measure behavior or outputs 3. Compare actual performance against chosen standards of performance Managers evaluate whether and to what extent performance deviates from the standards of Performance chosen in step 1 4. Evaluate result and initiate corrective action if the standard is not being achieved If managers decide that the level of performance is unacceptable, they must try to change the way work activities are performed to solve the problem