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ORGANIZATION, TEAMWORK COMMUNICATION

24/10/2005. 2. The Changing Structure of Organizations. Canadian business adapts to competition and becomes more responsive to customer needsChanging organizational design from a bureaucratic system to one of employee empowermentTop-down management worked well in the past - it is not flexible enou

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ORGANIZATION, TEAMWORK COMMUNICATION

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    1. 24/10/2005 1 ORGANIZATION, TEAMWORK & COMMUNICATION

    2. 24/10/2005 2 The Changing Structure of Organizations Canadian business adapts to competition and becomes more responsive to customer needs Changing organizational design from a bureaucratic system to one of employee empowerment Top-down management worked well in the past - it is not flexible enough for the new global economy

    3. 24/10/2005 3 Organizational Structure has Evolved To understand the evolution of the organizational structure, we must study the history of organizational theory

    4. 24/10/2005 4 Henri Fayols Ten Principles Unity of command Hierarchy of authority Authority Degree of centralization Equity Clear communication channels Division of labor Subordination of individual to the group Esprit de corps Order

    5. 24/10/2005 5 Max Weber and Organizational Theory Three Layers of Authority Top Managers who are decision makers Middle Managers who develop rules and procedures Supervisors and Workers who do the work

    6. 24/10/2005 6 Max Webers Principles Webers Principles were similar to Fayols with the addition of the following: Job descriptions Written rules Consistent policies, procedures and regulations Staffing and promotions based on qualifications

    7. 24/10/2005 7 Joan Woodwards Research She studied Fayols and Webers principles at work in the real world and found There is no best way to structure all companies Labor-intensive organizations function better with a more democratic management style Highly-automated companies are more successful when a more bureaucratic style of management is used

    8. 24/10/2005 8 Designing More Responsive Organizations Use an Organization Chart to visually illustrate departmental relationships Tall Organizations have many layers of Management Flat Organizations have few layers of management; they expand sideways Flat Organizations are the current trend

    9. 24/10/2005 9 Purpose of an Organization Chart 1. Show the activities of the organization. 2. Highlight subdivisions of the organization. 3. Identify different types of work performed. 4. Provide information about different management levels. 5. Show the lines of authority in the organization and the flow of organizational communications.

    10. 24/10/2005 10 Departmentalization - dividing organizational functions into separate units Advantages Easier to lead and control Resources can be centralized Skills can be perfected Disadvantages Lack of communication Response to change is slow Employees identify with the department Employees become narrow specialists

    11. 24/10/2005 11 Departmentalization

    12. 24/10/2005 12 Departmentalization

    13. 24/10/2005 13 Departmentalization

    14. 24/10/2005 14 Departmentalization

    15. 24/10/2005 15 Span of Control Variables in Span of Control Capabilities of the manager Capabilities of the subordinates Complexity of the job Functional complexity Need for coordination Planning demands Functional similarity Geographical closeness

    16. 24/10/2005 16 Span of Management: Wide Span and Narrow Span

    17. 24/10/2005 17 Centralization vs. Decentralization Centralized means authority and decision-making remains at the top of the Organization Decentralized authority means decision-making is delegated down to the lower levels of management The trend is toward more decentralized organizations

    18. 24/10/2005 18 ORGANIZATIONAL MODELS Line Organizations have direct lines of communication, authority and responsibility Line / Staff Organizations have the line people do the job and the staff people to advise and assist the line personnel Multidivisional Organization organize departments into large groups called divisions Matrix Organizations bring experts from various parts of the organization together to work on projects

    19. 24/10/2005 19 Line Structure

    20. 24/10/2005 20 Line-and-Staff Structure

    21. 24/10/2005 21 An Example of Multidivisional Structure: The Walt Disney Company

    22. 24/10/2005 22 Matrix Structure

    23. 24/10/2005 23 ADVANTAGES & DISADVANTAGES OF MATRIX ORGANIZATIONS ADVANTAGES: Flexibility Teamwork Creative solutions DISADVANTAGES: Costly & complex Conflict of 2 bosses FOR MATRIX TO WORK: NEED GOOD HR SKILLS

    24. 24/10/2005 24 A New Organization Model Cross-functional, Self-managed Teams The Team manages itself The Team is made of staff from different functional areas The Team often networks internally and externally across across corporate or national boundaries

    25. 24/10/2005 25 Differences between Groups and Teams Strong, clearly focused leader Individual accountability The same purpose as the broader organizational mission Creates individual work products Runs efficient meetings Measures its effectiveness indirectly by its effects on others (e.g., financial performance of the business Discusses, decides, and delegates Shared leadership roles Individual and group accountability A specific purpose that the team itself delivers Creates collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together

    26. 24/10/2005 26 FILM: THE TROUBLE WITH TEAMS What are the driving forces that you see for the adoption of teams in the workplace? When is it better to use teams rather than a strong leader? Why would a manufacturing business like Ford not be successful with teams, but the five partners in the technical business were when they started out?

    27. 24/10/2005 27 Organizational Culture Corporate culture is the widely-shared values within an organization It is created by the organization's leaders It should emphasize customer service The best ones stress moral and ethical values

    28. 24/10/2005 28 COMMUNICATION IN AN ORGANIZATION

    29. 24/10/2005 29 The Flow of Communication in an Organizational Hierarchy

    30. 24/10/2005 30 The Informal Organization The Formal Organization appears on the Organizational Chart The Informal Organization is the system of relationships amongst the employees The Informal Organization can Adapt quickly Help to foster group cohesiveness Aid in communications - the Grapevine

    31. 24/10/2005 31 Examples of Informal Group Norms Do your job, but dont produce more than the rest of the group. Dont tell off-color jokes or use profane language among group members. Listen to the boss and use his/her expertise, but dont trust him/her. Everyone is to be clean and organized at their work stations. Never side with managers in a dispute involving group members. Respect and help your fellow group members on the job. Criticize the organization only among group members. Never among strangers. Drinking is done off-the-job. Never at work!

    32. 24/10/2005 32 CLASS ON 31/10/2005 TOPIC: Production & Operations Management Read: chapter 8 before class Class Activity: Diamonds on Ice (video), read case & think about questions (p. 216)

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