chapter 6 notes, with the blanks!
chapter 6 notes, with the blanks! MNGT 3810
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This 28 page Class Notes was uploaded by Kayla Notetaker on Wednesday March 2, 2016. The Class Notes belongs to MNGT 3810 at Auburn University taught by Christine Newman in Spring 2016. Since its upload, it has received 19 views. For similar materials see Management Foundations in Business, management at Auburn University.
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Date Created: 03/02/16
Chapter 6 Organizational Structure and Design Part III:Organizing 6-1 Learning Outcomes •Describe six key elements in organizational design. •Identify the contingency factors that favor either the mechanistic model or the organic model of organizational design. •Compare and contrast traditional and contemporary organizational designs. •Discuss the design challenges faced by today’s organizations. Part III:Organizing 6-2 Elements of Organizational Structure •Work specialization •_____________________ •Authority and responsibility •Span of control •Centralization vs. __________________ •Formalization Part III:Organizing 6-3 Specialization Part III:Organizing 6-4 Departmentalization Part III:Organizing 6-5 Types of Authority Relationships Part III:Organizing 6-6 Line and Staff Authority Part III:Organizing 6-7 Unity of Command • A structure in which each employee reports to _________________________. Part III:Organizing 6-8 How Do Authority and Power Differ? •Authority: •Power: •a right whose •an individual’s ability to legitimacy is based on influence decisions an authority figure’s position in the organization; it goes with the job Part III:Organizing 6-9 Power Versus Authority Part III:Organizing 6-10 Sources of Power • • Part III:Organizing 6-11 Span of Control •Most effective and efficient span depends on: •_________________and training (more they have, larger span). •Similarity of _____________(more similarity, larger span). •___________ of those tasks (more complex, smaller span). Part III:Organizing 6-12 Centralization & Decentralization •Centralization •Decentralization •decision making takes •lower-level managers place at upper levels of provide input or the organization actually make decisions Part III:Organizing 6-13 Formalization • How standardized an organization’s jobs are and the extent to which employee behavior is guided by ____________________________. Part III:Organizing 6-14 Models of Organizational Design Part III:Organizing 6-15 Strategy and Structure •Certain structural designs work best with different organizational strategies. Part III:Organizing 6-16 Size and Structure •Organic •Mechanistic •Less than 2,000 •More than 2,000 employees can be employees makes organic. forces organizations to become more mechanistic. Part III:Organizing 6-17 Technology and Structure Part III:Organizing 6-18 Environment and Structure •Stable environment: ______________________ •Dynamic environment: _________________ Part III:Organizing 6-19 Traditional Organizational Designs Part III:Organizing 6-20 Contemporary Organizational Design Part III:Organizing 6-23 Team Structure • A structure in which the entire organization is made up of _______________that do the organization’s work. Part III:Organizing 6-24 Matrix and Project Structures Part III:Organizing 6-25 Project Structure • A structure in which employees continuously work on______________. Part III:Organizing 6-26 ______________ Organizations •An organization whose design is not imposed by a predefined structure. Part III:Organizing 6-27 Current Organizational Design Challenges •Keeping employees____________ •Managing global structural issues •________________ a learning organization •Designing flexible work arrangements Part III:Organizing 6-28 A Learning Organization Part III:Organizing 6-29 Flexible Work Arrangements •Telecommuting •Compressed workweek •_______________ •Job Sharing •Contingent workers Part III:Organizing 6-30