Designing Adaptive Organizations: Chapter Review Questions (2- 2.5 pages) Management

Anonymous
timer Asked: Mar 6th, 2018
account_balance_wallet $5

Question description

I Need to answer these review question as essay NO references needed.

PART 1

  • 1) Compare an organizational structure and an organizational process.
  • 2) What five methods have traditionally been used to departmentalize work and workers? Give one advantage and one disadvantage of each.
  • 3) How do managers generally describe organizational authority?
  • 4) When delegating work, what is the relationship between responsibility, authority, and accountability?
  • 5) Why do companies use job specialization? How can specialized jobs be modified to eliminate the boredom and low job satisfaction associated with them?
  • 6) What is the main concern of the job characteristics model?
  • 7) What are the differences between modular and virtual organizations? What are their advantages and disadvantages?

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?

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 • 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

Tutor Answer

TaliaTech
School: Carnegie Mellon University

Kindly see the attached file below for a complete answer to your question.

Running head: DESIGNING ADAPTIVE ORGANIZATIONS

Designing Adaptive Organizations
Name
Institution

1

DESIGNING ADAPTIVE ORGANIZATIONS

2

Designing Adaptive Organizations
Part One
1) Compare an organizational structure and an organizational process.
The structure of an organization refers to a company’s horizontal and vertical alignment
of its departments, its jobs, and authority. Organizational process constitutes the grouping of
undertakings that transform inputs into products or services valuable to customers in the form of
outputs.
2) What five methods have traditionally been used to departmentalize work and workers?
Give one advantage and one disadvantage of each.
Functional, customer, pr...

flag Report DMCA
Review

Anonymous
Thanks, good work

Similar Questions
Hot Questions
Related Tags

Brown University





1271 Tutors

California Institute of Technology




2131 Tutors

Carnegie Mellon University




982 Tutors

Columbia University





1256 Tutors

Dartmouth University





2113 Tutors

Emory University





2279 Tutors

Harvard University





599 Tutors

Massachusetts Institute of Technology



2319 Tutors

New York University





1645 Tutors

Notre Dam University





1911 Tutors

Oklahoma University





2122 Tutors

Pennsylvania State University





932 Tutors

Princeton University





1211 Tutors

Stanford University





983 Tutors

University of California





1282 Tutors

Oxford University





123 Tutors

Yale University





2325 Tutors