Organizational design: a process of selecting and executing an organizational structure consistent with the organizational strategies and environment 2. Six key elements Work specialization (division of labor): is the degree to which tasks in an organization are divided into separate jobs Traditionally‚ work specialization was viewed as a way to divide work activities into separate job tasks Today’s view is that it is an important organizing mechanism but can lead to problems: boredom‚ stress‚…
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Airstar is a company which produces‚ refurbishes and renovates spare parts for previously owned aircrafts. Since the unexpected death of the founder a few years back it has been facing many challenges and unanticipated changes. One of the main challenges now facing Airstar is the intense competition from similar companies in the industry which offer analogous services such as General Electric and Pratt & Whitney. The company has always maintained a good reputation for its excellent quality‚ safety
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personnel provide input or are actually given the discretion to make decisions‚ the more _____ there is within an organization. a. centralization b. work specialization c. departmentalization d. decentralization 2. The _____ is a structure characterized by extensive departmentalization‚ high formalization‚ a limited information network‚ and centralization. a. mechanistic model b. organic model c. adhocracy d. simple structure 3. What is a small‚ core organization that outsources
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Hierarchical Levels Moderate-high (small span of control) Low (smaller number of people needed‚ Moderate span) Structure: Formalization Low High (due to automation) Structure: Specialization High (narrow skills) High (wider skill‚ process engineering/maintenance) Structure: Centralization Low (people can improvise) Moderate-High centralization Structure: OVERALL Mostly organic Mostly mechanistic HR: Interaction High interaction High interaction between
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There are six elements in an organizational design‚ or the formal process in which we integrate the information‚ people and technology of an organization. The first design is work specialization‚ or the dividing of work activities into separate job tasks. This can also be referred to as the division of labor examples can be found in companies such as Ford‚ Dell‚ Apple‚ Acura and many others where the count on factories to make a product. The second design is chain of command‚ which is‚ the line of
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oversees regional operations of 8-10 stores. These offices are also broken down into areas such as accounting‚ finance‚ information technology‚ sales and supply management. Finally‚ each store has a manager‚ assistant manager and employees. Work Specialization – Jobs at Starbucks are specialized‚ especially at the retail level. For example‚ some stores also operate with a drive thru window. At any given time there will four employees working to operate the drive thru window: one to take orders‚ one
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3 Max Marks: 15 Max time: 12 mins 1. The orientation period at MDI can be termed as ____________‚ or the process by which members learn and internalize the values and norms of MDI’s culture. a. Instrumental values b. Centralization c. Differentiation d. Socialization 2. A newly hired sales trainee is encouraged to go into the marketplace‚ meet customers‚ and sell products her own way. This is an example of: a. a sequential training program
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various factors. Factors include the degree of specialization‚ formalization‚ and centralization. Mechanistic structures are highly specialized‚ highly formalized‚ and centralized similar to Acme. Specialization can be seen through narrow job descriptions with clear responsibilities‚ while high formalization can be seen through the well-defined organizational charts and “tight ship” management style. The high level of both specialization and formalization indicate a centralized environment‚ which is
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building blocks of the organization are: work specialization‚ departmentalization‚ chain of command‚ span of control‚ centralization and decentralization and formalization (Robbins & Judge‚ 2007). However‚ we realize that when new forces come into an organization the results are not always easy or pleasant for those involved in the process‚ as some will not come out of the procedure unscathed. Recommendations for Restructure First‚ work specialization is already in place as each manager and team
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OBJECTIVES After reading this chapter‚ you should be able to: 1. Describe three types of coordination in organizational structures. 2. Justify the optimal span of control in a given situation. 3. Discuss the advantages and disadvantages of centralization and formalization. 4. Distinguish organic from mechanistic organizational structures. 5. Identify and evaluate the six pure types of departmentalization. 6. Describe three variations of divisional structure and explain which one should be adopted in a
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