CH. 9 - executing strategy through organization design Flashcards
(23 cards)
Process of splitting up a task into a series of smaller tasks, each of which is performed by a specialist.
Division of Labor
how tasks are assignged and grouped together with formal reporting relationships.
Organization Structure
organizations use a diagram to depict their structure.
Organizational Chart
Tie supervisors and subordinates together.
- show the lines of responsibility through which a supervisor delegates authority to subordinates, oversees their activities, evaluates their performances, and guides them toward improvement when necessary.
Vertical linkages
principle when mapping out the vertical linkages in an organization structure.
- states that each person should only report directly to one supervisor in order to avoid confusion.
Unity of Command
relationships between equals in an organization.
- also called committees, task forces, or teams.
- needed when close coordination is across different segments of an organization.
Horizontal linkages
Unofficial relationships such as personal friendships, rivalries, and politics.
Informal Linkages
- simple structure
- functional structure
- multidivisional structure
- matrix structure
4 types of structures
an organizational chart is usually not needed.
Simple Structure
Employees are divided into departments based on product areas and/or geographic regions.
Multidivisional Structure
employees are divided into departments that each handle activities related to a functional are of business, such as marketing, production, HR, IT, and customer service.
Functional Structure
Rely heavily or horizontal relationships.
- create cross-functional teams that each work on a different project.
Matrix Structures
one that removes the usual barriers between parts of the organization as well as barriers between the organization and others.
- helps with being more flexible and responsive.
Boundaryless Organization
allow executives to track how well the organization is performing, identify areas of concern, and then take action to address the concerns.
Organizational control systems
- Output control
- Behavioral control
- Clan control
3 basic types of control systems
a focus on measurable results within an organization.
Output control
a focus on controlling the actions that ultimately lead to results.
Behavioral control
an informal type of control that relies on shared traditions, expectations, values, and norms to lead people to work toward the good of their organization.
Clan control
- Management by objectives
- Sensitivity training
- Quality circles
- Strong culture
Managing Management Fads
- a process wherein managers and employees work together to create goals.
- guide employees’ behaviors and serve as the benchmarks for assessing their performance.
Management by objectives (MBO)
a formal group of employees that meets regularly to brainstorm solutions to organizations problems.
Quality Circle
improving clan control was the aim that was used in many organizations in the 1960s.
Sensitivity-training groups (T-groups)
values and norms that are embraced by an organization that determine how people interact with other organizational members as well as external stakeholders.
Organizational culture
