Houston Baptist University Globalization Of Bmw Rolls Royce And The Mini Discussion

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Chapter Learning Objectives Responses

On the first page of each of the chapters, you will find a list of Learning Objectives (LO) for the chapter. For example, on the first page of Chapter 1, there are six learning objectives. LO1-1 is “Define organizational behavior and organizations.” For each chapter, you must write a response for all of the Learning Objectives on the first page of the chapter. When writing a response to an LO please begin the first paragraph of the response with wording like: “In response to LO-1 …” Do not write out the entire LO. Each response will be worth a maximum of five points. YOU are working on chapters 12, 13, and 14!

Your responses for each chapter will be worth up to five points. Your responses for all of the Learning Objectives in a chapter must be a minimum of two full pages in length and no longer than three pages in length. For example, your responses for all six of the Learning Objectives in Chapter 1 must be in the two to three-page range (not two to three pages for each of the four Learning Objectives). Each page of your paper must be single-spaced (not Multiple 1.15 or Multiple 1.08, which are the default settings for recent versions of Word) and printed using Times New Roman, size 12 font, with 1.25-inch margins on the side and 1-inch margins on the top and bottom (Office 2003 default in Margin settings in Page Layout on the Word header). Also, please do not use any space-saving techniques such as adding extra space between paragraphs (the first sentence of each paragraph should be indented and the After setting in Paragraph should be set at ‘0 pt’), using bulleted or numbered items, using sub-titles or footnotes, including diagrams and tables, or including anything other than the chapter number and your name at the top of your review. Your grade for an assignment will be reduced if you do not follow these technical requirements.

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Explanation & Answer

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Chapter 12
Name
In response to LO12-1, there are three types of Coordination in organizational structures:
Coordination through Informal Communication, Coordination through Formal Hierarchy,
and Coordination through Standardization.
Coordination through Informal communication is the process of transferring information
between two or more people without formalized structure. It is often the quickest and
most efficient way to share information since it does not require formal channels.
Informal communication can take many forms, including face-to-face conversation,
email, instant messaging, and social media. It is often used to coordinate activities, share
information, and resolve problems. Informal communication is often more effective than
formal communication since it allows people to share information more quickly and
easily. It also allows people to build relationships and trust, which can be important in
coordinating activities. However, informal communication can also lead to better
communication. It is important to be clear and concise when communicating informally
and to ensure everyone understands the information being shared.
The formal hierarchy in an organization is a chain of command. Formal hierarchy is an
important tool for Coordination. It is an effective means of coordinating the efforts of the
subordinates with that of the superiors. While there are several ways of coordinating
work in an organization, formal hierarchy is the primary means of Coordination in large
organizations. Formal hierarchy is the chain of command that runs from the
organization's top to its bottom. In a formal hierarchy, each person is accountable to a
single supervisor in the chain of command. Formal hierarchy is common in large
organizations because it is the most efficient means of communication. In a formal
hierarchy, there is a clear line of authority, and information flows from the top down.
This type of organization is often seen in the military or large corporations. It is also
necessary for organizations where work needs to be coordinated across large
geographical areas.
Coordination through standardization organizational structures are structures in which
Coordination is achieved through the use of standardization. This structure is often used
in organizations that operate in highly regulated industries, such as the pharmaceutical
industry. Coordination through standardization of organizational structures helps ensure
that all employees know the company's goals and objectives and work together to achieve
them. This type of structure can be beneficial for companies that operate in multiple
locations or that have a workforce that is spread out geographically. There are other
benefits to having standardized Coordination through organizational structures. First, it
allows for easier communication and Coordination between different departments within
an organization. Second, it helps ensure everyone works towards the same goals and
objectives. Third, it can help to improve efficiency and productivity by eliminating
duplication of effort. Finally, it can help to create a sense of unity and belonging within
an organization.
In response to LO12-2, a span of control refers to the number of subordinates a manager
can effectively control and direct. A manager with too many subordinates will likely need
help managing them effectively. On the other hand, a manager with too few subordinates
may only partially utilize the resources at his or her disposal. The ideal span of control is,
therefore, one that enables the manager to control and direct the subordinates under him

effectively or her without being overburdened. Centralization refers to the degree to
which decision-making authority is centralized within an organization. A highly
centralized organization is one in which a small group makes most decisions of top
executives. A highly decentralized organization is one in which lower-level managers
make most decisions. Formalization refers to the degree to which an organization's
activities are standardized, and rules and procedures bind its members. A highly
formalized organization is one in which there are strict rules and procedures governing
the behavior of employees. A less formalized organization is one in which employees
have more freedom to act and decide.
In response to LO12-3, functional departmentalization is the most common type. In this
type of organization, the firm is divided into separate departments based on specialized
functions, such as marketing, production, and human resources. Divisional
departmentalization is also a common type of departmentalization. The firm is divided
into separate divisions based on products, services, regions, or customers in this type of
organization. Divisional departmentalization is important because it allows organizations
to group employees who have similar skills and knowledge. This makes it easier for
manage...


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