48 Questions
What comprises the structure of an organization according to the text?
People, positions, procedures, processes, culture, and technology
Why does the text suggest that an organization must change its structure when it changes its strategy?
To ensure alignment between structure and strategy
What happens if an organization changes its structure but not its strategy according to the text?
The strategy will change to fit the new structure
How does the text describe the relationship between structure and strategy in an organization?
Structure supports strategy
What is a key difference between teams and groups?
Teams are interdependent, while groups may not rely on each other at all.
What is a defining characteristic of temporary teams?
They include task forces and product development teams.
What is the purpose of forming virtual teams?
To leverage distributed expertise or time differences.
What is a benefit of self-managed teams according to the text?
Linked to higher job satisfaction and increased self-esteem.
What is an essential consideration in effective team design according to the text?
Complementary skills and diversity in team composition.
What is the range for optimal team size according to the text?
Two to twenty members
What type of team consists of members in different locations?
Virtual teams
What kind of teams are appointed by CEOs and typically include representatives from key functional or geographic areas?
Top management teams
What is the main purpose of forming temporary teams?
For specific tasks like product development and cross-functional collaboration
What is a characteristic of top management teams according to the text?
Appointed by CEOs and typically include representatives from key functional or geographic areas
What is an essential decision in effective team design according to the text?
Decisions on team composition, size, and diversity tailored to the task at hand
What is the main drawback of a functional structure?
Restricts coordination and communication between departments
In what type of companies is the divisional structure commonly used?
Larger companies with separate smaller organizations within the umbrella group
What does the process structure focus on?
Divides the organization around processes geared towards satisfying the customer
What is a key characteristic of a matrix structure?
It is a hybrid of divisional and functional structure
What does an organizational chart depict?
Roles, responsibilities, and relationships within an organization
What do top-level managers primarily do?
Control and oversee all departments, develop goals and strategic plans, mobilize outside resources
What are middle-level managers responsible for?
Functioning of their department, execute plans, inspire and guide lower-level managers
Who are included in top-level managers?
Board of directors, president, vice-president, chief executive officers
Which level of management has a greater number of managers according to the text?
First-level managers
What does the divisional structure allow for?
Rapid and specific needs met in smaller organizations within the umbrella group
What is a potential downside of a matrix structure?
'Can lead to power struggles'
What sets the upper limit for effective supervision of subordinates within an organization?
Span of control
Which organizational structure groups the organization by purpose, such as marketing, sales, and production?
Functional structure
What is characterized by clear rules, authority, and specialization as defined by Max Weber?
Bureaucracy
What retains decision-making authority with high-level managers within an organization?
Centralization
What are key elements within an organization, each with distinct meanings and implications?
Authority, responsibility, and accountability
What influences decision-making, work completion, and product efficiency within an organization?
Organizational structure
What defines the formal reporting relationships within an organization?
Chain of command
What characterizes an organizational structure that retains decision-making authority with high-level managers?
Centralization
What involves defining the framework, reporting relationships, and workflow governance within an organization?
Developing an organizational structure
What influences organization speed and employee satisfaction by setting the upper limit for effective supervision?
Span of control
"Authority" as a key element within an organization refers to:
Authority, responsibility, and accountability
What are the stages of group development as per Bruce Tuckman?
Forming, storming, norming, performing, and adjourning
What is the primary difference between groups and teams?
Teams require coordination towards a shared aim while groups do not necessarily need to focus on specific outcomes or a common purpose
What is the role of first-level managers?
Assigning tasks, guiding employees, and addressing production and employee issues
What characterizes the norming stage of group development?
Resolution of differences, appreciation of strengths, and progress towards the team goal
What is the main drawback of a functional structure?
Potential for limited communication across functions leading to silos
What is the defining characteristic of temporary teams?
They are formed for a specific purpose or project with a limited lifespan
What distinguishes teams from groups?
Teams require coordination of tasks and activities towards a shared aim while groups do not necessarily need to focus on specific outcomes or a common purpose.
What does adjourning signify in group dynamics?
Groups disband, causing difficulty for those who have developed close working relationships.
What is the primary responsibility of first-level managers?
Assigning tasks, guiding employees, and addressing production and employee issues.
What distinguishes informal groups from formal groups within organizations?
Informal groups are unprescribed by the formal organization while formal groups have close associations among members.
What is the primary difference between norming and storming stages of group development?
Norming involves resolution of differences while storming is characterized by conflict and boundary-pushing.
Study Notes
Organizational Structure and Its Impact
- Organizational structure is a critical force that must align with an organization's strategy for long-term success.
- Global organizations in the 21st century face intense competition and have evolved strategies for efficiency and cost-effectiveness.
- Organizational structure influences decision-making, work completion, and product efficiency.
- Span of control sets the upper limit for effective supervision of subordinates, affecting organization speed and employee satisfaction.
- Chain of command defines the formal reporting relationships within an organization.
- Centralization retains decision-making authority with high-level managers, while decentralization distributes authority throughout the organization.
- Decentralization and centralization depend on the requirements of a given situation and the level of information, training, and importance of decisions.
- Bureaucracy, as defined by Max Weber, is characterized by clear rules, authority, and specialization.
- Authority, responsibility, and accountability are key elements within an organization, each with distinct meanings and implications.
- Developing an organizational structure involves defining the framework, reporting relationships, and workflow governance.
- Functional structure groups the organization by purpose, such as marketing, sales, and production, and suits small businesses well.
- An organization's structure is crucial for its management, information flow, flexibility, and responsiveness.
Managing Group Dynamics and First-Level Managers
- First-level managers include supervisors, section officers, and foremen, responsible for assigning tasks, guiding employees, and addressing production and employee issues.
- Their role involves basic supervision, motivation, career planning, and performance feedback.
- Groups in organizations can be informal (unprescribed by the formal organization) or formal (with close associations among members).
- The stages of group development, as per Bruce Tuckman, are forming, storming, norming, performing, and adjourning.
- Forming involves positive and polite interactions, with unclear roles and responsibilities.
- Storming is characterized by conflict and boundary-pushing, often leading to group failure.
- Norming sees the resolution of differences, appreciation of strengths, and progress towards the team goal.
- Performing is achieved when hard work leads to goal achievement without friction.
- Adjourning is when groups disband, causing difficulty for those who have developed close working relationships.
- The differences between groups and teams lie in collaborative action and task orientation.
- Teams require coordination of tasks and activities towards a shared aim, while groups do not necessarily need to focus on specific outcomes or a common purpose.
- Overall, team-based organizations have more motivation and involvement, and teams can often accomplish more than individuals.
Explore different types of organizational structures and their characteristics, such as functional and divisional structures. Learn about the pros and cons of each structure in terms of coordination and communication between departments.
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