MGMT 305 Lec 4
MGMT 305 Lec 4
Popular in Course
verified elite notetaker
Popular in Department
This 10 page Class Notes was uploaded by Daisy on Thursday October 2, 2014. The Class Notes belongs to a course at a university taught by a professor in Fall. Since its upload, it has received 84 views.
Reviews for MGMT 305 Lec 4
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 10/02/14
Lecture 4 Organizational Structure and Culture Organizational Structure amp Culture Organizational Structure the formal arrangement ofjobs within an organization Organizational Design Developingaltering organizational structure Departmentalization basis on which job groupings are made Functional ProductProduct LineDivision g Geographical O CustomerCustomer Type The govt gets its power from the people The shareholders own the place but you will hardly ever see them Changing CEOs six times in the past year ISIS Homeland security is working on protecting their data The leadership has been inconsistent takes weeks or months for things to get up to speed How the organization divides up the tasks and distributes the power Who has authority over whom How is the organization organized Example of functional different tasks that have to be done fire dept water trash etc Geographica the sales force will be departmentalized within a certain territory of smaller regions National sales NENW sales director for each state and territory within a state cities GM makes all diff types of vehicles but divides into Hummer Saturn Cadillac That39s part of the problem why they lose so much money lots of inefficiency Within each section there are many departments Why don39t theyjust make one brand for GM cars Theres a certain segment of the population that wants to go to specific dealerships for specific cars Sprint thought that it could merge wNextel so you wouldn39t need two sales force departments Customer Type Businesses that are there to outsource Call centers They basically train students to answer basic customer service questions during after hours Its essential to try to train them to know as much as they can Might departmentalize different types travel posters electricity etc Organizational Structure amp Culture Power Reward Coercive Expe Referent Legitimate Organizational Structure amp Culture Chain of Command Unity of Command each person reports to only 1 superior Span of Control number of workers 1 manager can manage TraditionalContemporary CentralizationDecentralization FormalizationEmpowerment MechanisticOrganic When you have a situation without unity of command theres a lot of confusion about what needs to be done CEO wanted to figure out what was going wrong with these three people A B C Person C gets ordered to do two completely different things by person A and B and there is no unity of command Person A would have to understand that she needs to go one step down So that person B doesn39t come back and find out stuff she needs done got overridden Span of Control How many workers one worker can supervise People are sitting at tables putting goods together and managers sitting at the front supervising people If you are supervising in a law firm theres no possible way you can supervise 100 depends on kind of work Deming talked about the deadly disease of C suite people who are very separated by the lower levels workers Trying to increase the span of control so that the top level is closer to those who are actually dealing with the clients They have to make sure they do what Deming tasks about and push down through the organization to empower people at the lower level Problem with the cell phone and they were not able to get the problem fixed talk to supervisor and keep going levels up to solve the problems Example of Sprint phone If someone drops it and breaks it Better to go through troubleshoot orjust send them a new phone Sprint had to have lots of meetings about things and send reports while Nextel was much more decentralized Organizational Structure amp Culture Current Structural Trends Team Matrix Project Boundaryless WeIch Organizational Culture the beliefs values symbols legacy and practices shared by members of an organization Edgar Schein s MIT 6 properties of lg organizational culture 2 Q Shared basic assumptions A lot of lit talking about we need to do everything as a team Boeing has to quickly figure out what should it be made out of how fast can it be made etc Requires design marketing and other expertise throughout the organization Empower the design engineer to pick the expertise s areas that they need Say to the department heads that they will lose a person from each department for the project so you have to tell the department head if it will be 2020 or fulltime into the project One of the problems of planning is Over panning Good structural design but there is a drawback Some people are so identified with the little piece of the org that they work in they don39t see anything larger than themselves It can be deadly 911 was pieced together in one day People didn39t share what they had known Its dangerous having someone work for the FBI but doesn39t want the CIA to take credit for what they know The Intelligent Services are too structured Need to be rewarded for sharing Jack Welsh writes about this in his book and talks about one of his failures was how to make GE more boundary ess New technology comes out Netflix wants a license of NBC shows You have to figure out how to price it to maximize revenue He was never able to transfer the minds and talent around they only know the one piece not all of the organization Wesh hasn39t figured it out our Intelligent Services haven39t figured it out Zappos CEO has tried wholocracyz no titles or bosses by what people agree on Organizational Structure and Culture Invented discovered or developed by the group In response to problemsneeds Time tested Can be taught to new members Presented as correct ways to perceive think and feel Founders 9 Culture 9 LeadershipSelectionSociaIization storieslanguage symbolsrituals 9 Culture Organizations personality takes time to develop Peopes pride in being part of an org can instill motivation Motivating power of culture Military people re enlist multiple times Something that militaries have figured out a long time ago You39ve got to have pride Cuture comes from organizations founders Select leadership and then select lower level people If theres a culture when its corrupt its very damaging to moral and you can see it in productivity level very pessimistic sprint laying of thousands of people but a lot of people would be doing part of their day working and probably preparing themselves to get laid off or looking for otherjobs Production will go down Supplements People like to work on things that are important intrinsic motivation
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'