Organization, Teamwork, and Communication

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CHAPTER 7

• Organization, Teamwork, and Communication

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Organizational Structure

• What is Organizational Structure?
• how the business is formed/arranged

• How does this arrangement develop?
• from work assignments
• from work groups (relationships)
• because of growth
• Etc.

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Organizational Structure

• What is specialization?
• division of work into specific tasks and
  assigning each task to an employee
• more efficient if master one task rather than
  many
• business runs more smoothly
• Downside?

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Organizational Structure

• What is departmentalization?
• The grouping of jobs into working units

• Types
• Functional
• Product
• Geographical
• Customer

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Departmentalization

• Functional
• grouping jobs according to function (obviously)
• Advantage supervision by experts, easier to
  manage
• Disadvantage decision making can be slow

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Departmentalization

• (2) Product
• grouping jobs according around the firms
  products
• Advantages coordination and easy decision making
• Disadvantages duplication of functions..too much
  focus on product rather than organization

Telecommunications
Other
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Departmentalization

• Geographical
• - grouping of jobs according to location
• - Advantage cater to local customers
• - Disadvantage need large admin.control system

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Departmentalization

• Customer
• - arranged jobs around the needs of customer
  groups
• - does not focus on the organization as a whole
• - requires large admin.staff
• - advantage knowing your customers

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Teamwork

• Teams vs.Groups
• Group - two or more people
• - communicate with one another
• - share common identity, goals
• Team - small group
• - complementary skills
• - common goals, purpose, approach

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Teams vs. Groups
Team
Working Group

• Shared leadership roles
• Individual and group accountability
• A specific purpose that the team itself delivers
• Creates collective work products
• Encourages open-ended discussion and active
  problem-solving meetings
• Measures performance directly by assessing
  collective work products
• Discusses, decides, and does real work together

• Strong, clearly focused leader
• Individual accountability
• The same purpose as the broader organizational
  mission
• Creates individual work products
• Runs efficient meetings
• Measures its effectiveness indirectly by its
  effects on others (e.g., financial performance of
  the business
• Discusses, decides, and delegates

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Types of Groups

• Committee - responsible for a specific task
• Task force - bring about a particular change
• Project team
• Product-development team

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Types of Groups

• Quality assurance team
• Self-directed work team

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Other Organizational Issues

• Lines of authority (delegation/accountability/res
  ponsibility)
• Degree of Centralization
• Span of management

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Span of Management

• Wide span vs.narrow
• Wide supervision is primary responsibility, not
  many unpredictable issues arise , employees are
  highly competent
• Narrow manager has other responsibilities,
  subordinates require direction

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Forms of Org. Structure

• (1) Line
• (2) Line-and-staff
• (3) Multidivisional
• (4) Matrix

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Forms of Org.Structure

• Line
• simplest form
• clear chain of command

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Forms of Org.Structure

• Line-and-staff
• traditional line relationships but the existence
  of staff managers to help them
• staff managers arent the boss of the line
  managers
• overstaffing in this structure becomes a
  problem..problems with communications

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Forms of Org.Structure

• Multidivisional
• organizes depts.into larger groups divisions
• allows for specialization
• more focused on their own customers
• work duplication

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Forms of Org.Structure

• Matrix
• usually temporary arising from growth and
  diversification
• project management type approachset up teams
  from different departments
• provides flexibility, creativity
• expensive and complexwho has the authority

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Matrix Structure
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Communication in Organizations

• Formal Communications
• upward, downward, horizontal and diagonal
• Informal Communications
• Friends, social relations

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Organizational Culture

• What is Corporate Culture?
• values, guiding beliefs, understandings, and
  ways of thinking that is shared by members of an
  organization

• Organizations culture serves two functions
• integrate members so they know how to relate
• help company adapt to external environment

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Interpreting Culture

• Many observable traits
• rites/ceremonies
• stories
• symbols
• language

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Interpreting Culture
Customers
Sales Sales Support People
Department Managers
Store Managers, Buyers, etc.
Board of Directors