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organizational design
management process by which managers select and manage various dimensions of the organization's structure and culture so that the organization can achieve its goals
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organizational structure
formal system of task reporting and relationships that controls, coordinates and motivates employees to work together to achieve goals
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departmentalization
subdividing an organization into smaller subunits (functional, product, place, customer)
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authority
power a person has
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functional organization
departmentalization around specialized activities such as production, marketing and human resources (economies of scale realized, effective monitoring of enviro, performance standards maintained, communication is clear)
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matrix
combination of divisional and functional (complicated, confusion, conflict, harder to train, power dominance by one side but increase cooperation, skills, efficient use of resources, flexible
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differentiation
each functions works within its function/group
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integration
different functions work with each otehr
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delegation
the assignment of new or additional responsibilities to subordinate (responsibility- task and accountability-expectation); allows managers to accomplish more than they could on their own
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effective delegation
- 1. define the goal successfully
- 2. select the person for the task
- 3. solicit the subordinate the authority, time resources to perform assignment
- 4. schedule checkpoints for reviewing process
- 5. follow through
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Organizational agility
organizational structure are put in place control people, decisions, actions; firms ability to adapt; NEED TO SURVIVE
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strategic alliances
formal relationship among independent organizations with the purpose of joint pursuit of mutual goals (share authority, links)
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learning organization
look at discipline, search for new knowledge, review successes/failures, benchmark, share ideas
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high-involvement organization
top management ensures that there is consensus about the direction which the business is head- requires a flat, decentralized structure built around a customer, good or service
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small organizations
more organic
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large organizations
less organic, harder to control, more bureaucratic
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mechanistic organization
form of organization that seeks to maximize internal efficiency based on bureaucratic organization; relatively inflexible
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Organic Organization
flexible, employees have broader responsibilities that change as the need arises, communication occurs through advice and information rather than through orders and instructions, employees depend on more another more, rely more on judgments than rules
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