MGT 3304: Organizing
MGT 3304: Organizing MGT 3304
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This 2 page Class Notes was uploaded by windwalkerr on Monday October 17, 2016. The Class Notes belongs to MGT 3304 at Virginia Polytechnic Institute and State University taught by Steve C Matuszak in Fall 2016. Since its upload, it has received 6 views.
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Date Created: 10/17/16
Organizing 10.16.16 Organizing: determine who should be responsible for doing what. Competing forces: Adam Smith’s division of labor leads to increased productivity through specialization. Increased requirements for communication/coordination make it more difficult to achieve increased improvement. Culture vs structure: Culture: system of shared beliefs & values that develop w/in organization & guides its behavior & its members. Structure: formal system of tasks & reporting relationships that coordinates/motivates members so they can work to achieve goals. General administration theory: scientific management focused on how to best perform specific job tasks. Deals w/ design & development of management as a profession Weber ideal bureaucracy: o Division of labor o Authority hierarchy o Formal rules & regulations o Formal selection o Impersonality of management o Career orientation Fayol’s 14 principles: 6 relate to this o Division of work o Authority o Unity of command o Unity of direction o Centralization o Scalar chain Involves decisions regarding: how will tasks be assigned? How should jobs be grouped? Who has authority? At what levels will decisions be made? How formal should this organization be? Assigning tasks to jobs: appropriate division of labor. When productivity is high, specialization is high. Consequences of specialization: Task interdependence: extent to which tasks rely upon work of others, or that others depend on your work. High interdependence increases requirement. 2 types: o Sequential: assembly line o Reciprocal: approval needed at each stage Job design approaches: o Scientific mgt: best process for doing task that increases productivity o Humanistic/motivational: construct meaningful & engaging tasks o Ergonomic/human factors: physical aspect, make them easier & safer Organizing 10.16.16 o Perceptual/motor approach: cognitive. Too little stimulation makes ppl less vigilant. Too much stimulation decreases effectiveness. Number of connections: # of unique connections btw ppl in an organization is equal to n(n1)/2. For organization of n=5 that results in 10[5(51)/2] connections. Departmentalization: Functional: group by functions performed Product: group by product produced Customer: group by common customers Geographic: by territory Process: by work or customer flow Matrix structure: organization in which specialists from functional departments are assigned to work on one or more projects led by project managers. **violates unity of command rule. Team based structure: work groups, ad hoc, formed around certain needs that arise Boundaryless organizations: fluid, very adaptive, members linked by information technology, come together to collaborate on common tasks o Hollow: outsources processes o Modular: outsources product process o Virtual Authority terminology: Authority: rights inherent in manager position to give orders & expect them to be obeyed. Responsibility: obligation to perform assigned activities Accountability: obligation to assure that assigned activities are completed Span of control: number of subordinates. Determine how many levels of management are necessary. Types of authority: Line: given by organization that entitles manager to direct work of operative employees Staff: have some authority, but created to support, assist, & advise holders of line authority Types of power: Coercive: based on fear Reward: distribute things of values Legitimate: formal hierarchy Expert: expertise, skill, knowledge Referent: based on identification w/ person who has desirable resources or personal tasks
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