Textbook notes-Chapter 14-Organizational Structure

9 Pages
Unlock Document

University of Toronto Scarborough
Management (MGH)
Andrew Davidson

1 CHAPTER 14 J ORGANIZATIONAL STRUCTURE WHAT IS ORGANIATINOAL STRUCTURE - how an }2L]]}L[Z individuals or groups are put together organized to accomplish work - to achieve its goals, an organization has to do 2 basic things 1) divide labour among its members 2) coordinate what has been divide organizational structure: the manner in which an organization divides its labour into specific tasks and achieve coordination among these tasks THE DIVISION AND COORDINATIONG OF LABOUR 1) Vertical Division of Labour[chart pg 482] - concerned primarily with apportioning authority for planning and decision making - separate departments, units, or functions within an organization will vary in the extent to which they vertically divide labour autonomy and control - domain of decision making and authority is reduced as the number of levels in the hierarchy increases communication - more divided vertically, timely communication and coordination become harder 2) Horizontal of labour - groups the basic tasks that must be performed into jobs and then into departments so that the organizations can achieve its goals - required workflow is the main basis for this division - as organization grows, horizontal division of labour is likely, with diff groups of employees assigned to perform each of the tasks - suggest some specialization of the part of the workforce - up to a pnt this increased specialization can promote efficacy key themes or issues i) job design -each design has implications for the job involves and how these jobs are coordinated - horizontal division of labour strongly affects jo design - has profound implications for the degree of coordination necessary - has implications for the vertical divisions of labour and where control over work processes should logically reside ii) differentiation: the tendency for managers in separate units, functions, or departments to differ in terms of goals, time spans, and interpersonal styles - in tending to their own domains and problems, managers often develop distinctly diff psychological orientations toward the organization and its products or services - differentiation is a natural and necessary consequence of the horizontal divison of labour, but it again points to the need for coordination www.notesolution.com
More Less

Related notes for MGHD27H3

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.