MGCR 222 Chapter Notes -Departmentalization

• School: McGill University
• Department: Management Core
• Course: MGCR 222
• Professor: Patricia Hewlin

Document Summary

Definition: how job tasks are formally divided, grouped and coordinated. The degree to which act in org are subdivided into separate jobs. On what basis will jobs be grouped together: chain of command. To whom individuals and groups report: span of control. Nb of individuals a manager can efficiently/effectively direct: centralization & decentralization. Where decision making authority lies: formalization. The degree to which there are rules/regulations to direct employees. The simple structure: used in small businesses. Chain of command = decision making: strengths. Little need for innovative and experienced decision makers: weakness. The matrix structure: 2 forms of departmentalization. Weakness: difficulty of coordination of diverse specialists. Strength: coordination among spe, clear responsibility, dual chain of command, overall strength. The virtual org: also called the network or modular, highly centralized. With no or little departmentalization: advantage. The leaner org: org downsizing: downsizing. Systematic effort to make an org leaner by: Achieve meaningful & unique innovations: cost minimization strategy.