Class Notes (835,600)
Canada (509,275)
GMS200 (7)

GMS. chap 8 notes.doc

5 Pages
Unlock Document

Global Management
Ashley Scarlett

Chapter 8: Organization Structures and Design ORGANIZATION AS A MANAGEMENT FUNCTION Organizing: arranges people and resources to work toward a goal What is Organization Structure: Organization structure: is a system of tasks, reporting relationships and communication linkages • Structure should: - allocate tasks through division of labour - provide for the coordination of performance results Formal Structures: Organization Chart: describes the arrangement of work positions within an org. • identifies various positions and job titles, lines of authority and comm. between them Formal structure: is the official structure of the org. Learn the basics of an org.'s formal structure: • Division of work • Supervisory relationships • Communication channels • Major subunits • Levels of management Informal Structures: Informal structure: is the set of unofficial relationships among an org.s members • shows who talks to who, regardless of titles and relationships Social Network Analysis: identifies the informal structures and their embedded social relationships that are active in an org. • draw with lines running from person to person according to the frequency and type of relationship maintained ADV: • during times of change • out‐of‐date formal structures may fail to provide the support people need to deal with new or unusual situations • allow people to make contacts with others who can help them get things done • sources of emotional support and friendship that satisfy important social needs DISADV. • susceptible to rumor • carry inaccurate info. • breed resistance to change • divert work efforts from important objectives • Economies of scale with efficient use of resources. T• Task assignments consistent with expertise and training. Departmentalization: is the process of grouping people and jobs into work units • In‐depth training and skill development within functions. 1 • Clear career paths within functions 3 types of structures 1. Functional Structures: groups people together with similar skills who perform similar tasks ADV. DISADV. • difficulties in pinpointing responsibilities for things like cost containment, product or service quality, and innovation Functional Chimneys Problem: is a lack of communication and coordination across functions • sense of common purpose gets lost to self‐centered and narrow viewpoints • slows decision‐making • harm organizational performance 2. Divisional Structures Divisional Structures: groups together people working on the same products, in the same area, with similar customers or on the same processes Product Structures: groups people and jobs together focused on a single product or service Geographical Structures: groups people and jobs together performed in same location Customer Structures: groups people and jobs together that serve the same customer or clients Process Structures: Work Process: is a group of related tasks that collectively creates a valuable work product Process Structure: groups jobs and activities together that are part of the same processes ADV. • More flexibility in responding to environmental changes. • Improved coordination across functional departments. • Clear points of responsibility for product or service delivery. • Expertise focused on specific customers, products, and regions. • Greater ease in changing size by adding or closing down divisions. DISADV. • reduce economies of scale and increase costs through the duplication of resources and efforts across divisions • unhealthy rivalries as divisions compete for resources and top management attention, and emphasize division needs to the detriment of the goals of the org. as a whole 3. Matrix Structure: Matrix Structure: combines the functional and divisional approaches to emphasize project or program teams ADV. 2 • Better cooperation across functions Improved decision • • Increased flexibility in adding, removing, or changing operations to meet changing demands. • Better customer service • Better performance accountability through the program, product, or project managers. • Improved strategic management DISADV. • susceptible to power struggles, as functional supervisors and team leaders vie with one another to exercise authority • creates task confusion and conflicting work priorities • Team meetings takes lots of time • higher costs HORIZONTAL ORGANIZATION STRUCTURES Team Structures: Team Structures: uses permanent and temporary cross-functional teams to improve lateral relations Cross-Functional Teams: brings member
More Less

Related notes for GMS200

Log In


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.