Textbook Notes (368,117)
Canada (161,660)
MGHB02H3 (269)
Anna Nagy (23)
Chapter 14

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Management (MGH)
Anna Nagy

MGTB27 Chapter 14: Organizational Structure Organizational Structure: divides its labour into specific tasks and achieves coordination among these tasks The Divisions and Coordination of Labour  Vertical division of labour o Autonomy and control  Managers have less authority over fewer matters  Flat hierarchy  push authority lower and people to make decisions o Communication  Communication and coordination is harder  Filtering  Horizontal division of labour o Job design  All workers, either specialize worker, departments  Reduce need for supervision and allow self-managed  Degree of coordination o Differentiation  Separate units, functions, or departments to differ in terms of goals, time spans, and interpersonal styles  High  operate autonomously o Departmentation  Functional  Related skills and responsibilities are assigned to the same department  Efficiency  Support factors (resources)  Communications  Career ladders and training opportunities  Measure performance and evaluate  Product  Basis of a particular product, product line, or service  Better coordination  Fewer barriers  Profit centres, independent control over cost and revenues  Serves the customers or client better  Matrix  Functional department and reporting to a product or project manager  Shorter term projects  Degree of stability  Others  Geographic Departmentation: deliver an organization’s product or services in a specific geographic territory  Customer Departmentation: deliver product or service to specific customer groups  Hybrid Departmentation: mixture of functional, product, geographic, customer departmentation MGTB27  Basic Methods of Coordinating Divided Labour o Coordination: facilitating timing, communication, and feedback among work tasks o Direct supervision o Standardization of work processes o Standardization of output o Standardization of skills o Mutual adjustment  Other Methods of Coordination o Integration: attaining coordination across differentiated departments o Liaison roles  Assigned to help achieve coordination between his or her department and another departments o Task forces and teams  Temporary set up to solve coordination problems across several departments o Integrators  Permanently assigned to facilitate coordination between departments Traditional Structural Characteristics  Span of control o Number of subordinates supervised by a manager o Larger the span, less potential for coordination o Complexity of task might dictate small spans  Flat VS Tall o Flat: relatively few levels in its hierarchy of authority o Tall: many levels in its hierarchy of authority  Formalization o Work roles are defined by an organization o L
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