. Academy of Management is collaborating with JSTOR to digitize‚ preserve and extend access to The Academy of Management Review. http://www.jstor.org This content downloaded from 41.13.52.46 on Tue‚ 23 Jul 2013 08:32:37 AM All use subject to JSTOR Terms and Conditions Review 1980‚ Vol.5‚ No. 1‚49-64 Academyof Management Structure Organization A Critical and Performance: Review1 DAN R. DALTON Indiana University WILLIAM TODOR D. The Ohio State University MICHAELJ. SPENDOLINI
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Chapter 9: Entry Strategies and Organizational Structures Learning Objectives and Chapter Summary 1. DESCRIBE how an MNC develops and implements entry strategies and ownership structures. MNCs pursue a range of entry strategies in their international operations. These include wholly owned subsidiaries‚ mergers and acquisitions‚ alliances and joint ventures‚ licensing and franchising‚ and exporting. In general‚ the more cooperative forms of entry (alliances‚ joint ventures‚ mergers‚ licensing)
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Chapter 10 Basic Organizational Design Once managers are done planning‚ then what? This is when managers need to begin to “work the plan.” And the first step in doing that involves designing an appropriate organizational structure. This chapter covers the decisions involved with designing this structure. Focus on the following learning outcomes as you read and study this chapter. LEARNING OUTCOMES 10.1 Describe six key elements in organizational design. 10.2 Contrast mechanistic and
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discuss how the organizational structure will help reinforce what is working well and what needs to be improved. The six key elements of an organization’s structure are: Work Specialization‚ Departmentalization‚ Chain of Command‚ Span of Control‚ Centralization and Decentralization‚ and Formalization. Work Specialization is dividing work activities into separate job task. Individual employees “specialize” in doing part of an activity rather than the entire activity in order to increase work output
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goes about designing an organizational structure‚ touching on the topics of division of labor‚ delegation of authority‚ departmentalization‚ and span of control. From there‚ it delves into the nature of the structure itself‚ including formalization‚ centralization‚ and complexity. Three organizational design models are also presented and discussed: mechanistic‚ organic‚ and matrix. Following this is a discussion of multinational structures‚ virtual organizations‚ and boundaryless organizations
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tasks are formally divided‚ grouped‚ and coordinated” (Robbins & Judge‚ p. 488.) There are six basic elements that support the proper design for organizational structure: work specialization‚ departmentalization‚ chain of command‚ span of control‚ centralization and decentralization‚ and formalization. Work specialization refers to the degree to which one activity is divided in to multiple jobs. Departmentalization is the strategic gathering of different jobs into groups. The line of authority to
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an organization arranges people and activities in order to meet its goals 1) Differentiation (specialization and division of labor) 2) Integration Dimensions of Structure Specialization / Division of Labor * Division of labor: degree to which tasks are subdivided into separate jobs * The more tasks are divided into separate‚ narrowly-defined jobs‚ greater degree of specialization Pros * Efficient * Employees develop expertise/skills Cons * Can be boring and de-motivating
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organizational chart‚ which helps players throughout an organization understand functions. Organization design is a process that involves decisions about six key elements: Work Specialization Departmentalization Chain of command Span of control Centralization & Decentralization Formalization Work Specialization: “Work specialization allows a manager to take complex tasks and break them down into smaller more precise tasks that
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mechanistic structure. Mechanistic structure refers to the division of jobs that are ‘precisely defined’ (Connor‚ McFadden & McLean‚ ND). Mechanistic structure is characterized by high work specialization‚ rigid departmentalization‚ clear chain of command‚ narrow spans of control‚ centralization and high formalization. The staffs in different departments are given different tasks and department goal rather than organization goal and know little about the overall operation of our company. The reason that
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that managers need to address when they design their organizations structure: work specialization‚ departmentalization‚ chain of command‚ span of control‚ centralization and decentralization‚ and formalization” (Robbins & Judge‚ 2009‚ p. 519). Most of the six elements addressed are easily defined in the hospital setting. There are clearly defined departments that perform job duties specific to that specialization. The organization can be considered centralized‚ as decision
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