UGBA 10 Lecture Notes - Lecture 19: Hierarchical Organization, Natural Disaster, Federal Emergency Management Agency
23 May 2018
School
Course
Professor
Organizational Structure and Leadership
March 16
I. How to structure the organization
• Organizational structure: how to organize and deploy talent.
• “truture is’t aritrary; a opay is strutured to failitate the right types of
behaviors
• Creating structures how people interact and how they do their work based on mission,
strategy, competition, size, and stage of maturity
• Need match to make it easy to get the results you want and what you want to
accomplish; thus, change structure as needs and conditions change
• Example: Successfully run an ice cream company.
o Stores, facility, distribution, hiring/managing people, customers buying from
stores, tracking money
o Be ad Jerry’s: started out of a gas statio i Verot. The proess
becomes more complicated when they expanded exponentially. They had to
keep reinventing themselves as they became more successful.
o Video: measured success through social impact (ie: waste reduction,
recycling). They believe their ethics and philosophy for the largest interest of
the company has made them more profitable. It makes them unique from
competitors.
• “truture follos strategy ie: Be ad Jerry’s: Makig ie rea → sustainable
distribution/impact message that promotes social change → how to sell a business to a
conglomerate that will follow the same ideals)
• Structure change reflects leadership change
II. Chain of command
• Implies who has authority (and how much power you have) and who has to get approval
from who; tells you who reports to whom
o Graphically depicted as a orgaizatio hart depits ho reports to ho
• Power = level of the organization/number of layers (ie: CEO has the most amount of
power; reporting up the chain)
• Span of control: rule of thumb is 7 reports +/- 2 (ie: fewer than 5 = too much
management; ore tha 9 = a’t keep trak of people; gain more power = increase
span of control
III. Specialization
• Specialization: means how many tasks asked of employees (ie: low specialization = a lot
of tasks); tells you how narrowly you want to focus a perso’s jo
o Start-ups: very little specialization (ie: everyone person has different
responsibilities because there are only a few people)
o Mature companies: highly specialized jobs (ie: every person has a particular
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