MGHB02H3 Chapter 14: Chapter 14
Document Summary
Organizational structure: the manner in which an organization divides its labor into specific tasks and achieves coordination among these tasks. vertical division of labor: it is concerned with apportioning authority for planning and decision making. (who gets to tell whom what to do?) autonomy and control: holding other factors constant, the domain of decision making and authority is reduced as the number of levels in the hierarchy increases. As labor is progressively divided vertically, timely communication and coordination can become harder to achieve. horizontal division of labor: it groups the basic tasks that must be performed into jobs and then into departments so that the organization can achieve its goals. Required workflow is the main basis for this division. (work specialization) Job design: horizontal division of labor strongly affects job design; it has profound implications for the degree of coordination necessary; control over work processes should logically reside (implication for vertical division)
