What five methods have traditionally been used to Departmentalize work and workers?
Show DescriptionI need to answer these review question as essay NO references needed. Part 1
Part 2“Job Design.” You have just been appointed CEO of a company that sells soft drinks, snack foods, and vitamins all over the world. Which of the five departmentalization structures would they choose for their company and why? Unformatted Attachment Preview 9 Designing Adaptive Organizations Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING OUTCOMES 1 Describe the departmentalization approach to organizational
structure 2 Explain organizational authority Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 2 Modern Shed 1. Describe how Modern Shed functions as a modular organization. 2. What are the advantages and disadvantages of Modern Shed’s organizational structure? © 2015 Cengage Learning Organizational Structure • Vertical and horizontal configuration of departments,
authority, and jobs within a company • Organizational process: Collection of activities that transform inputs into outputs valued by customers Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 4 Departmentalization • Subdividing work and workers into separate organizational units responsible for completing particular tasks • • • • • Functional Product Customer Geographic
Matrix • Simple • Complex Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 5 • Find a company – how are they structured Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 6 Types of Authorities and Functions • Authority • Line: Right to command
immediate subordinates in the chain of command • Staff: Right to advise others who are not subordinates in the chain of command • Function • Line: Contributes in creating or selling the company’s products • Staff: Supports line activities Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 7 Delegation of Authority • Assignment of authority and responsibility to a
subordinate to complete a manager’s tasks • Transfer of full responsibility for the assignment to the subordinate • Transfer of full authority over budgets, resources, and personnel • Transfer of accountability Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 8 Degree of Centralization • Centralization: Location of maximum authority at the upper levels of the firm •
Decentralization: Location of a significant authority in the lower levels of the firm • Standardization: Solving problems by applying similar rules, procedures, and processes Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 9 Job Design • Number, kind, and variety of tasks that individual workers perform in doing their jobs • Types • Job rotation • Job enlargement • Job
enrichment • Job specialization: Job composed of different parts of a complete task Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 10 Job Characteristics Skill variety • Different activities performed in a job Task identity • Degree to which a job requires the completion of a piece of work Task significance • Impact of a job on people inside or outside the firm Autonomy
• Degree to which a job gives workers the opportunity to decide how and when to accomplish the job Feedback • Information the job provides to workers about their work performance Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 11 Empowering Workers • Giving decision-making authority and responsibility to workers by providing resources needed to take effective decisions
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Empowerment: Motivational feeling making workers feel competent and capable of selfdetermination - Leads to changes in the organizational process Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 12 Interorganizational Process • Activities among companies to convert inputs into outputs valued by customers • Modular organizations: Outsources noncore business activities to
outside companies - Cost effective - Cause loss of control - Reduce competitive advantage Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 13 SUMMARY • Departmentalization is a method of subdividing work and workers into separate organizational units • Authority is the right to give commands, take action, and make decisions to achieve organizational goals • Job design is
the number, kind, and variety of tasks that individuals perform Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 14 KEY TERMS • Organizational structure • Organizational process • Departmentalization • Functional departmentalization • Product departmentalization • Customer departmentalization • Geographic departmentalization • Matrix departmentalization • Simple matrix •
Complex matrix • Authority • Chain of command • Unity of command • Line authority • Staff authority Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 15 KEY TERMS • • • • • • • • • • Line function Staff function Delegation of authority Centralization of authority Decentralization Standardization Job design Job specialization Job rotation Job enlargement • • • • • •
Internal motivation Skill variety Task identity Task significance Autonomy Feedback • Empowering workers • Empowerment • Modular organization Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly acce ssible website, in whole or in part. MGMT8 | CH3 16  User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service. Kindly find the attached complete work. Designing Adaptive Organizations 1 Institutional Affiliation Designing Adaptive Organizations 2 Designing Adaptive Organizations 15 Million Students Helped! Sign up to view the full answer Studypool 4.7 Trustpilot 4.5 Sitejabber 4.4 What is one of the most common and popular ways to Departmentalize activities?One of the most popular ways to group activities is by functions performed or functional departmentalization. A manager might organize his or her plant by separating engineering, accounting, information systems, human resources, and purchasing specialists into departments.
What are the types of Departmentalisation?Here are the common types of departmentalization:. Function. Organizations that form departments by function separate employees based on the type or subject of work they perform. ... . Process. ... . Product. ... . Market. ... . Customer. ... . Location. ... . Divisional. ... . Multiple.. What is the most common form of departmentalization?The most common way of process departmentalization is the division of the firm into business functions, such as purchasing, manufacturing, sales, accounting, etc.
How many departmentalization are there?The four types of departmentalization, each of which offers a unique perspective of service, are: Functional departmentalization: grouped by organizational role, such as accounting, sales, marketing, and production. Product departmentalization: grouped by product line or product type.
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