Class Notes (807,524)
Canada (492,700)
Commerce (698)
COMM 292 (45)
All (14)

Chapter 13.doc

12 Pages
Unlock Document

University of British Columbia
COMM 292

PART 5 REORGANIZING THE WORKPLACEChapter 13 Organizational CultureOrganizational Structure how jobs tasks are formally divided grouped and coordinatedincludes degree of complexity formalization and centralizationcan be pyramidalflatdetermines reporting relationships of pplrestructuringchanging orgs structures from time to time often involves layoffsPYRAMIDAL ORGANIZATIONAL STRUCTUREFLAT ORGANIZATIONAL STRUCTURE6 Key Questions That Managers Need to Answer in Designing the Proper Org Structure1 To what degree are tasks subdivided into separate jobsWork Specialization2 On what basis will jobs be grouped togetherDepartmentalization3 To whom do individuals and groups reportChain of Command4 How many individuals can a manager efficiently and effectively directSpan of Control5 Where does decisionmaking authority lieCentralizationDecentralization6 To what degree will there be rules and regulations to direct employees and managersFormalizationWork Specialization degree to which tasks in org are subdivided into separate jobsdivision of labourindividual specialize in doing part of an activity rather than the entire activityBenefit efficiency bc repetition improves employee skills less time spend on transitionless costly to find workers easier to train them to do specific and repetitive tasksencourage creation of special inventionsmachineryefficiencyproductivityDownsides boredom fatigue stress low productivity poor quality inc absenteeism high turnover employee satisfn Individual Differences there are still ppl who may prefer work that makes minimalintellectual demands and provides security of routinenow productivity seems to decline more quickly bc todays more educated workforce desires intrinsicallyrewarding jobsDepartmentalization basis on which jobs are grouped togetherPART 5 REORGANIZING THE WORKPLACEto prevent creation of silos where departments start protecting their own turf and not interacting well w other departmentsnarrow vision wrt org goalslarge orgs may use all forms at the same time2 general trends greater emphasis on customerfunctional departmentalizationorgs may turn departments into divisions that are separate profit centresOrganizational Variety large orgs sometimes change their departmentalization to reflect new needsemphases but NOT always ve results may cause problemsFunctionalby functions performedeg Department of Community Services Department of Operations Department of Planning and Development Services Department of Corporate Services
More Less

Related notes for COMM 292

Log In


Don't have an account?

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.