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| process of selcting a structure for the tasks, responsibilities and auth relationshis within an org |
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| representation of an orgs internal structure indicationg how carious tasks and functions are interrelated |
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the charac of the present and possible future environments
how those charac affect the orgs abilitiy to function effectiveley |
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| factors that comprise the environment |
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| suppliers, distributors, competitors, customers |
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cost leadership: low cost
differentiation: unique
focused: specific niche |
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| composed of unite that work on specialized tasks using diff work mething and employees w unique competencies |
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| id tasks and asssign to dept or teams-similar to division of labor |
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| mechanistic managmenet practice |
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Definition
| break down activities into separate highly specialized tasks, rely on standard rules, centralize decision making at the top |
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| organic management practive |
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| encouragfe leaders and sub to work togehter into teams and comm openly. ind tasks |
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| having fewer layers creates more efficient org that can react faster to comp and more cost effective |
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Definition
number of employees reporting to one person. influencers:
comp of manager and employee
similarity of taks being supervised
incidence of new problems in dept
extent of clear operating standards and rules |
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Definition
| point where auth and responsibility meet and essential for high performance |
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Definition
establish goals and standards
ensure clarity
involvemenet
expect comleted work |
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Definition
failure to define auth and responsibility
culture |
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Definition
delegation of auth to lower level employees. potential benefits:
frees up top leaders
develops low level
lower better grasp of facts
foster healthy enviro |
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Term
| decision to centralize or decentralize |
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Definition
cost of decisions: costly central
uniformity of policy
competency levels
control mechanism
enviro influences |
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Definition
grouping leaders according to areas of expertise
benefits: economical, support skill specifalization, reduce duplication, enhance career development
high qual
pitfalls:
inadequet comm,comflicts over priority, diff coord btwn depts, focus on dept, experts only in narrow fields |
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Term
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Definition
all functions contrubute to a product and are organized under 1 leader. used in fortune 500 for a differentiation strat
benefits: fast change, product line visibility, customer demands, clearly defined responsi, cross functional
pitfalls: not utilize skills, not foster coord across product lines, limited career mobility, encourage poliutics |
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Definition
organize activities around location
benefits: saves time/cost, close to raw materials
pitfalls: duplication of functions, conflict location goals and org goals, added levels of management |
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Definition
subcontracts operations to other firms
benefits: part time specialists to solve complex problems, bring outside experts, minimiuze beurocracy
pitfalls: lack knowledge, conflict of interest, supervision, availability |
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