Description download the file down below and follow the directions I added the chapter file for mo ...
Description download the file down below and follow the directions I added the chapter file for more materials you will need it Note: please DO NOT use any other resource, use only the chapter included 2 attachments Slide 1 of 2 attachment_1 attachment_1 attachment_2 attachment_2 UNFORMATTED ATTACHMENT PREVIEW A. Pick one of the following structures: • • • • • Functional Departmentalization Product Departmentalization Customer Departmentalization Geographic Departmentalization Matrix Departmentalization 1. Explain the structure you chose, using the textbook. 2. Come up with a fictitious company using this structure including a name and organizational chart for the company. 3. What are the advantages and disadvantages of using this structure? 4. Why did you choose this type of company for the structure? B. Do this 9 Designing Adaptive Organizations Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING OUTCOMES 1. Describe the departmentalization approach to organizational structure 2. Explain organizational authority 3. Discuss the different methods for job design 4. Explain the methods that companies are using to redesign internal organizational processes (that is, intraorganizational processes) 5. Describe the methods that companies are using to redesign external organizational processes (that is, interorganizational processes) Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 2 LO 1 Organizational Structure and Process • Organizational structure: Vertical and horizontal configuration of departments, authority, and jobs within a company • Based on some form of departmentalization • Organizational process: Collection of activities that transform inputs into outputs that are valued by customers Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 3 LO 1 Methods of Departmentalization Functional departmentalization • Units are responsible for particular business functions Product departmentalization • Units are responsible for producing particular products or services Customer departmentalization • Units are responsible for particular kinds of customers Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 4 LO 1 Methods of Departmentalization (continued) Geographic departmentalization • Units are responsible for doing business in particular geographic areas Matrix departmentalization • Hybrid organizational structure • Simple matrix: Managers in different parts of the matrix negotiate conflicts and resources • Complex matrix: Managers in different parts of the matrix report to matrix managers Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 5 LO 1 Exhibit 9.8 Procter & Gamble’s Concentric Matrix Source: “Corporate Structure,” Procter & Gamble, accessed April 11, 2017, http:// us.pg.com/who_we_are/structure_governance/corporate_structure. Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 6 LO 2 Organizational Authority • Organizations follow a chain of command • Unity of command does not apply to matrix organizations ?Unity of command: Principle that workers should report to just one boss • Line and staff authority • Line authority: Right to command immediate subordinates in the chain of command Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 7 LO 2 Organizational Authority (continued 1) • Staff authority: Right to advise others who are not subordinates in the chain of command • Line and staff functions • Line function: Contributes to creating or selling the company’s products • Staff function: Supports line activities Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 8 LO 2 Organizational Authority (continued 2) • Delegation of authority: Assignment of authority and responsibility to a subordinate to complete a manager’s tasks • Companies should: • Centralize where standardization is important • Decentralize where standardization is unimportant Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 9 LO 2 Exhibit 9.9 Delegation: Responsibility, Authority, and Accountability Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 10 LO 3 Job Design and Specialization • Job design: Number, kind, and variety of tasks that individual workers perform in doing their jobs • Job specialization: Job composed of a smaller part of a larger task or process Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 11 LO 3 Methods Used to Improve Specialized Jobs Job rotation • Periodically moving workers from one specialized job to another Job enlargement • Increasing the number of tasks that a worker performs within one particular job Job enrichment • Increasing the number of tasks in a particular job and giving workers the authority to make meaningful decisions about their work Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 12 LO 3 Exhibit 9.10 Job Characteristics Model Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 13 LO 4 Organizational Designs • Mechanistic organizations • Characterized by specialized jobs and responsibilities and follow centralized authority and vertical communication • Organic organizations • Characterized by broadly defined jobs and responsibilities and are concerned with intraorganizational process • Decentralized authority and horizontal communication are based on task knowledge Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 14 LO 4 Ways to Redesign Intraorganizational Processes • Reengineering • Helps achieve dramatic improvements in critical measures of performance • Changes work by changing task interdependence • Empowering workers • Passing decision-making authority and responsibility from managers to workers • Involves providing the required resources to make effective decisions Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 15 LO 4 Exhibit 9.11 Reengineering and Task Interdependence Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 16 LO 5 Interorganizational Process - Types • Modular organizations: Outsource noncore business activities to outside companies, suppliers, specialists, or consultants • Cost-effective, but disadvantages include loss of control and reduced competitive advantage Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 17 LO 5 Interorganizational Process - Types (continued 1) • Virtual organizations • Part of a network in which many companies share skills, costs, capabilities, markets, and customers to: ?Collectively solve customer problems ?Provide specific products or services • Allow cost sharing • Enable members to combine efforts Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 18 LO 5 Interorganizational Process - Types (continued 2) • Fast and flexible • Disadvantages ?Difficulty in controlling the quality of work done by network partners ?Require tremendous managerial skills Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 19 LO 5 Exhibit 9.12 Modular Organizations Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 20 KEY TERMS • Organizational structure • Organizational process • Departmentalization • Functional departmentalization • Product departmentalization • Customer departmentalization • Geographic departmentalization • Matrix departmentalization • Simple matrix • Complex matrix • Authority • Chain of command Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. MGMT11 | CH9 21 KEY TERMS (continued 1) • • • • • • • • Unity of command Line authority Staff authority Delegation of authority Centralization of authority Decentralization Standardization Job design • • • • • Job specialization Job rotation Job enlargement Job enrichment Job characteristics model (JCM) • Internal motivation • Skill variety • Task identity Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HIST4 | CH9 CH6 Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT11 22 KEY TERMS (continued 2) • • • • • • Task significance Autonomy Feedback Line function Staff function Mechanistic organization • Organic organization • Intraorganizational process • Reengineering • Task interdependence • Empowering workers • Pooled interdependence • Sequential interdependence Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HIST4 | CH9 CH6 Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT11 23 KEY TERMS (continued 3) • Reciprocal interdependence • Empowerment • Interorganizational process • Modular organization • Virtual organization Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HIST4 | CH9 CH6 Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT11 24 SUMMARY • Departmentalization involves subdividing work into separate organizational units • Types of authority - Line and staff • Methods of job design - Job rotation, enlargement, and enrichment • Reengineering and empowerment help redesign intraorganizational processes • Modular and virtual organizations are forms of interorganizational processes Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. HIST4 | CH9 CH6 Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT11 25 Copyright ©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly MGMT11 | CH9 accessible website, in whole or in part. 26 Purchase answer to see full attachment User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.
