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MGT 3304: Organizing

by: windwalkerr

MGT 3304: Organizing MGT 3304

Virginia Tech

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About this Document

These notes cover the online lectures from October 14th. They cover the chapter on Organizing.
Management Theory and Leadership Practice
Steve C Matuszak
Class Notes
MGT, Management, organizing
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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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