Karteikarten
Organizing
Karten in diesem Stapel (31)
- 1OrganizingThe process of arranging people and resources to work toward a common purpose.
- 2Organization structureA system of tasks, reporting relationships, and communication linkages.
- 3Organization chartDescribes the basic arrangement of work positions within an organization
- 4Chain of commandLinks all persons with successively higher levels of authority.
- 5Span of controlThe number of subordinates reporting directly to a manager.
- 6DepartmentalizationThe process of grouping together people and jobs into work units.
- 7CentralizationThe concentration of authority for most decisions at the top level or an organization.
- 8DecentralizationThe dispersion of authority to make decisons throughout all levels of the organization.
- 9DelegationThe process of distributing and entrusting work to other persons
- 10Formal structureThe official structure of the organization.
- 11Informal structureThe set of unofficial relationships among an organization’s members.
- 12Types of organization structuresTraditional organization structures
Developments in organization structures - 13Traditional organization structures (divide in...)Functional structures
Divisional structures
Matrix structures - 14Developments in organization structures (divide in...)Team structures
Network structures - 15Functional structure (definition)Groups together people with similar skills who perform similar tasks
- 16Functional structure (advantages)Economics of scale with efficient use of resources
Task assignments consistent with expertise and training
High-quality technical problem solving
In-depth training and skill development within functions
Clear career paths with functions - 17Functional structure (disavantages)Lack of communication, coordination and problem solving across functions
Decision making and problem solving is slowed down
The possible loss of clear responsibility for cost containment - 18Divisional structure (definition)Groups together people who work on the same product, work with similar customers, or who work in the same area or processes
- 19Divisional structure (Advantages)More flexibility in responding to environmental changes
Improved coordination across functional departments
Clear points of responsibility
Expertise focuses on specific customers, products, and regions
Greater ease in changing size by adding or deleting divisions - 20Divisional structure (Disadvantages)Reduce economics of scale
Increase costs through the duplication of resources and efforts across divisions
Create unhealthy rivalries - 21Matrix structure (definition)Combines functional and divisional approaches to emphasize project teams
- 22Matrix structure (Advantages)Better interfunctional cooperation in operations and problem solving
Increased flexibility
Better customer
Improved decision making
Improved strategic management - 23Matrix structure (Disadvantages)Two-boss system susceptible to power struggles
Task confusion
Teams may develop “groupitis”
The requirements of adding the team leaders to a matrix structure can result in increased costs - 24Team structure (definition)Uses permanent and temporary cross-functional teams to improve lateral relations
- 25Team structure (Advantages)Team assignments help to break down barriers between operating departments
Because the teams focus shared knowledge and expertise on specific problems, they can also improve the speed and quality of decisions in many situations - 26Team structure (Disadvantages)Conflicting loyalties among members to both team and functional assignments.
By their very nature, teams spend a lot of time in meetings - 27Network structure (definition)Consists of a central business core that works with networks of outside suppliers and service contractors
- 28Network structure (Advantages)Creative use of technology
Linkages can be developed and maintained with partners across great distances rather than face to face
Helps organizations stay cost competitive through reduced overhead and increased operating efficiency - 29Network structure (Disadvantages)The more complex the business or mission of the organization, the more complicated the network of contracts and relationships that must be maintained
It may be difficult to control and coordinate between partners in a network
If one part of the network breaks down or fails to deliver, the entire system suffers the consequences - 30Factors influencing organizingInternal factors (ex: Size, Life cycle)
External factors (ex: Integration processes, Market) - 31Organizing trendsShorter chains of command
Less unity of command
Wider spans of control
More delegation and empowerment
Decentralization with centralization
Reduced use of staff
Informationen
- Beschreibung
- Based on Powerpoint Presentation of: Lecturer: Nina Pološki Vokić, Ph.D., full professor Course: Management BDIB Academic year 2014/2015
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- Leonor LA
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