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Lecture 10

GMS 200 Lecture 10: GMS 200 Week 11 Notes
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Department
Global Management Studies
Course
GMS 200
Professor
Staff
Semester
Winter

Description
Introduction to Global Management Week 11 Lecture/Textbook Notes Organization Structures and Design • organizing - the process of arranging people and other resources to work together to accomplish a goal • organization structure - the system of tasks, workflows, reporting relationships and communication channels that link together the work of diverse individuals and groups • organization chart - describes the reporting relationships and formal arrangements of work positions within an organization • informal structure - a “shadow” organization made up of unofficial, but often critical, working relationships between organization members; helps people accomplish their work, overcome limits of formal structure, gain access to interpersonal networks and informal learning • formal structure - the structure of the organization in its official state; people with similar skills and performing similar tasks that are grouped together into formal work units; members work in their functional areas of expertise; task assignments are consistent with expertise and training, high-quality technical problem solving, and in- depth training and skill development; difficulties in pinpointing responsibility, each silo fails to understand that departments are interdependent, and narrow view of performance objectives • divisional structure - groups together people who work on the same product or process, serve similar customers, or are located in the same area or geographical region; common in complex organizations, more flexible in response to environmental changes, improved coordination, clear points of responsibility, expertise focused on specific customers, products and regions, greater ease in restructuring, might cause duplication of resources and efforts across divisions, competition and poor coordination across divisions, and emphasis on divisional goals at the expense of organization goals • matrix structure - combines the functional and divisional structures in an attempt to gain the advantages and minimize the disadvantages of each; used in manufacturing, service industries, professional fields, non-profit sector, multi-national corporations; better cooperations across functions, improved decision-making, increase flexibility in restructuring, better customer service, better performance accountability; two-boss system is susceptible to power struggles and can create task confusion and conflict in work priorities, team meetings are time consuming and team may develop “groupitis” • team structure - permanent and temporary teams are used extensively to solve problems, complete special projects, and accomplish day-to-day tasks; users cross- functional teams • cross-functional teams - composed of members from different areas of work responsibility; eliminate barriers between operating departments, improve morale, greater sense of involvement and identification, increased enthusiasm for work, and improved quality and speed of decision-making; conflicting loyalties among members, excessive time spent in meetings, effective use of time depends on the quality of interpersonal relations, group dynami
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