This document discusses organizational structures and working in teams. It covers topics such as organization charts, the advantages and disadvantages of different types of departmentalization, characteristics of effective teams, and the stages of team development. Organization structures can be vertical, horizontal, or use a matrix structure. Departmentalization can be by function, division, or matrix. Effective teams have clear goals, open communication, and consensus decision making. The stages of team development include forming, storming, norming, performing, and adjourning.
The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.
The document discusses the design of organizational structure. It addresses designing individual positions through job specialization, behavior formalization, and training/indoctrination. It then covers designing the superstructure by grouping positions into units based on various criteria like knowledge, work processes, outputs, clients, and place. The appropriate unit size depends on the coordination mechanisms used, with larger units relying more on standardization and smaller units using mutual adjustment.
The document discusses organizational change and the factors that drive it. It defines organizational change as change that impacts how work is performed and significantly affects staff. Change can be driven by internal pressures like declining effectiveness or external forces such as changes in regulations, technology, the economy, competition, or social trends. Effective change management is important for guiding an organization's transition from its current state to a desired future state in a structured way that helps employees accept and embrace the changes.
Bureaucracies are characterized by impersonality, where characteristics like race, gender, and ethnicity are irrelevant. Workers are chosen based on their ability to perform job tasks. Bureaucracies also employ specialized jobs and a formal division of labor. Organizational structure involves decisions about work specialization, departmentalization, chains of command, span of control, and the degree of centralization. These elements define how jobs are arranged and how authority flows within an organization.
Self-managed teams are small groups of employees who determine their own work processes with little or no supervision. They have become popular as they can increase productivity and reduce costs when implemented effectively. A self-managed team is responsible for technical and management tasks, with responsibilities rotated among members. Benefits include greater ownership over work and flexibility to cover absences. However, some challenges are adjusting to less supervision, groupthink, and resistance from managers accustomed to traditional structures. Leaders must empower teams while balancing organizational expectations.
The document discusses three change management theories: the ADKAR model, the six change approach, and business process reengineering. The ADKAR model focuses on the five building blocks individuals require for successful change: awareness, desire, knowledge, ability, and reinforcement. The six change approach developed by Kotter and Schlesinger outlines six methods for preventing or minimizing employee resistance to change. Business process reengineering is focused on redesigning processes to dramatically improve performance metrics like cost, quality, and speed through seven principles like organizing around outcomes rather than tasks.
The document provides an overview of 12 organizational diagnostic models:
1. Force Field Analysis (1951) which depicts driving and restraining forces for change.
2. Leavitt's Model (1965) which specifies four interdependent variables: structure, technology, tasks, and people.
3. Likert System Analysis (1967) which describes four types of management systems based on organizational dimensions.
4. Open Systems Theory (1966) which views organizations as dependent on their environment for inputs, throughputs, outputs, and renewed inputs.
The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.
The document discusses the design of organizational structure. It addresses designing individual positions through job specialization, behavior formalization, and training/indoctrination. It then covers designing the superstructure by grouping positions into units based on various criteria like knowledge, work processes, outputs, clients, and place. The appropriate unit size depends on the coordination mechanisms used, with larger units relying more on standardization and smaller units using mutual adjustment.
The document discusses organizational change and the factors that drive it. It defines organizational change as change that impacts how work is performed and significantly affects staff. Change can be driven by internal pressures like declining effectiveness or external forces such as changes in regulations, technology, the economy, competition, or social trends. Effective change management is important for guiding an organization's transition from its current state to a desired future state in a structured way that helps employees accept and embrace the changes.
Bureaucracies are characterized by impersonality, where characteristics like race, gender, and ethnicity are irrelevant. Workers are chosen based on their ability to perform job tasks. Bureaucracies also employ specialized jobs and a formal division of labor. Organizational structure involves decisions about work specialization, departmentalization, chains of command, span of control, and the degree of centralization. These elements define how jobs are arranged and how authority flows within an organization.
Self-managed teams are small groups of employees who determine their own work processes with little or no supervision. They have become popular as they can increase productivity and reduce costs when implemented effectively. A self-managed team is responsible for technical and management tasks, with responsibilities rotated among members. Benefits include greater ownership over work and flexibility to cover absences. However, some challenges are adjusting to less supervision, groupthink, and resistance from managers accustomed to traditional structures. Leaders must empower teams while balancing organizational expectations.
The document discusses three change management theories: the ADKAR model, the six change approach, and business process reengineering. The ADKAR model focuses on the five building blocks individuals require for successful change: awareness, desire, knowledge, ability, and reinforcement. The six change approach developed by Kotter and Schlesinger outlines six methods for preventing or minimizing employee resistance to change. Business process reengineering is focused on redesigning processes to dramatically improve performance metrics like cost, quality, and speed through seven principles like organizing around outcomes rather than tasks.
The document provides an overview of 12 organizational diagnostic models:
1. Force Field Analysis (1951) which depicts driving and restraining forces for change.
2. Leavitt's Model (1965) which specifies four interdependent variables: structure, technology, tasks, and people.
3. Likert System Analysis (1967) which describes four types of management systems based on organizational dimensions.
4. Open Systems Theory (1966) which views organizations as dependent on their environment for inputs, throughputs, outputs, and renewed inputs.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Chapter 8 : Understanding groups and managing work teams PeleZain
- The document discusses factors that contribute to effective work teams. It defines groups and teams, with teams requiring joint effort to achieve a common goal.
- There are four main types of work teams: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams.
- Key components of effective teams include: the team context, the team's composition including roles and skills, work design factors like autonomy, and process variables like shared goals and minimal social loafing.
The document discusses 360 degree performance appraisals. It explains that 360 degree appraisals involve collecting feedback on an employee's performance from subordinates, peers, managers, customers, and suppliers. The process involves distributing questionnaires to these sources to rate the employee on various competencies. Some advantages are that it provides a more complete view of performance and helps employees improve. However, 360 degree appraisals can fail if not implemented properly, due to issues like bias, lack of commitment, and difficulty analyzing results. The document also provides details about how to conduct 360 degree appraisals and addresses related topics like training appraisers, making the process effective, and conducting appraisal interviews.
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
The document discusses empowerment and participation in organizations. It explains that empowerment involves giving employees greater autonomy through sharing information and control over job factors to improve self-efficacy. Participation means the mental and emotional involvement of employees through contribution and responsibility. When prerequisites are met, participation programs can benefit both employees and employers by increasing motivation, output, and communication. However, limitations include lack of management support and difficulties adjusting manager roles.
- Control is the final step in the management process that involves monitoring activities to ensure goals are being met and correcting deviations. It provides feedback so managers know if goals are achieved and if not, why.
- The three steps in the control process are measuring actual performance, comparing it to standards, and taking action if needed. Managers use various financial, information, and balanced scorecard controls.
- Contemporary control issues include adjusting for cultural differences and having policies to address workplace privacy, theft, and violence concerns while ensuring efficient work.
The document discusses effective project team management, including characteristics of high-performing teams, models of team development, tools for team building, and strategies for motivation, decision-making, conflict management, and addressing pitfalls like groupthink. Effective teams have clearly defined goals and communication, shared leadership, and diversity in backgrounds and experience. Project managers must develop and facilitate their teams using various interpersonal and process management techniques.
This document discusses tools for executing strategy in social change work. It begins by explaining that while change efforts have become more professional through improved tactics and operational planning, this has sometimes reduced their potential scope and impact. It argues for building a strategy to provide context for operational plans and tactics.
The rest of the document provides an overview of potential strategy implementation tools and concepts. It discusses managing conflicts between different stakeholders. It also discusses the differences between top-down and bottom-up strategies, and between offensive strategies focused on innovation versus defensive strategies focused on constraint or resistance to change. The document uses examples from education advocacy to illustrate how targets of change efforts typically adapt over time to constrain change without altering their core functions.
The document discusses the implementation of a new performance management system (PMS) at an organization for the 2016 performance year. It provides information on performance management and appraisal, the objectives and benefits of an effective PMS, as well as the key changes and process for the 2016 PMS. This includes a standardized 5-point rating scale, guidelines for providing feedback and reviews, and a forced distribution to rate employees. The goal is to bring more uniformity, eliminate bias, recognize top performers, and enhance lower performers through the new PMS process.
Foundations of Organization Structure, Chapter 16-Organizational BehaviorDr.Amrinder Singh
Foundations of Organization Structure, Chapter 16-Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
Measuring Organizational Culture and Leadership: Evaluation of the Organizati...Marwah Zagzoug, PhD
A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
The document discusses different types of organizational structures and concepts related to organizing. It describes line, line and staff, functional, matrix, and committee structures. It also covers span of control, decentralization vs centralization, departmentalization based on functions, products, territory, and customers. Departmentalization aims to group jobs to achieve objectives through specialization, expansion, autonomy, and control. Splintered authority refers to pooling the authority of different managers to achieve an objective.
1. The document discusses Microsoft's reliance on top talent, with Bill Gates noting the company would be unimportant without its 20 best people.
2. It then outlines an organization's approach to developing a talent management system, including identifying core competencies, assessment tools, training approaches, evaluating employees' competencies and potential, and creating action plans.
3. The final sections discuss strategies for dealing with talent management issues like retention, succession planning, leadership development, and finding and selecting top talent.
Organizational Behavior : Conflicts and NegotiationRaisulAkash1
The document discusses conflict, negotiation, and managing conflict in groups. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Sources of conflict include different goals, authority issues, task dependencies, and scarce resources. When dealing with conflict, parties can use avoidance, accommodation, competition, compromise, or collaboration. Effective negotiation involves understanding bargaining strategies and integrating interests rather than taking positional stances. Managing conflict in groups requires addressing sources of conflict through techniques like role definition, interpersonal skills training, and participative management.
The document discusses the role of a supervisor and the challenges they face. It notes that supervisors are caught between opposing expectations from management and workers. Management expects loyalty and production results, while workers expect the supervisor to represent their interests and protect them. This leaves supervisors feeling marginalized as they are responsible for communicating between the two groups but not fully belonging to either. The document also provides guidance on effective on-the-job training techniques for supervisors to utilize, such as explaining the reasons for tasks, encouraging participation, allowing discussion, and periodically reviewing performance.
The document discusses organizational structures of businesses. It describes three main types of structures - tall/hierarchy, flat, and matrix. An organizational chart is a diagram that shows a business's organizational structure by depicting reporting lines and relationships within the company. The chain of command refers to the line through which orders and decisions are passed down from the top of the hierarchy to the bottom. Businesses adopt different structures depending on factors like their size and needs for communication and control.
Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?
Org. structure by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
The document discusses different types of organizational structures including functional, product, geographical, matrix, team, virtual, and line and staff structures. It describes the key elements and characteristics of each structure as well as their advantages and disadvantages. Organizational structure refers to how jobs are formally arranged and the way work flows through an organization. The choice of structure depends on factors like the business environment and a company's goals.
The document discusses several leadership theories and approaches:
1. The situational leadership approach emphasizes open communication, accepting ideas from team members, and treating leadership as a behavior rather than a personality trait.
2. Transformational leadership theory places strong emphasis on followers' needs, values, and morals.
3. Path-goal theory suggests motivating employees through strategic direction and helping teams accomplish goals.
4. The trait approach focuses on identifying leadership qualities and traits but does not consider the situation.
5. The style approach determines which leadership style is best suited to the task and team members. Understanding different leadership styles is important for being flexible and effective.
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Chapter 8 : Understanding groups and managing work teams PeleZain
- The document discusses factors that contribute to effective work teams. It defines groups and teams, with teams requiring joint effort to achieve a common goal.
- There are four main types of work teams: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams.
- Key components of effective teams include: the team context, the team's composition including roles and skills, work design factors like autonomy, and process variables like shared goals and minimal social loafing.
The document discusses 360 degree performance appraisals. It explains that 360 degree appraisals involve collecting feedback on an employee's performance from subordinates, peers, managers, customers, and suppliers. The process involves distributing questionnaires to these sources to rate the employee on various competencies. Some advantages are that it provides a more complete view of performance and helps employees improve. However, 360 degree appraisals can fail if not implemented properly, due to issues like bias, lack of commitment, and difficulty analyzing results. The document also provides details about how to conduct 360 degree appraisals and addresses related topics like training appraisers, making the process effective, and conducting appraisal interviews.
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
The document discusses empowerment and participation in organizations. It explains that empowerment involves giving employees greater autonomy through sharing information and control over job factors to improve self-efficacy. Participation means the mental and emotional involvement of employees through contribution and responsibility. When prerequisites are met, participation programs can benefit both employees and employers by increasing motivation, output, and communication. However, limitations include lack of management support and difficulties adjusting manager roles.
- Control is the final step in the management process that involves monitoring activities to ensure goals are being met and correcting deviations. It provides feedback so managers know if goals are achieved and if not, why.
- The three steps in the control process are measuring actual performance, comparing it to standards, and taking action if needed. Managers use various financial, information, and balanced scorecard controls.
- Contemporary control issues include adjusting for cultural differences and having policies to address workplace privacy, theft, and violence concerns while ensuring efficient work.
The document discusses effective project team management, including characteristics of high-performing teams, models of team development, tools for team building, and strategies for motivation, decision-making, conflict management, and addressing pitfalls like groupthink. Effective teams have clearly defined goals and communication, shared leadership, and diversity in backgrounds and experience. Project managers must develop and facilitate their teams using various interpersonal and process management techniques.
This document discusses tools for executing strategy in social change work. It begins by explaining that while change efforts have become more professional through improved tactics and operational planning, this has sometimes reduced their potential scope and impact. It argues for building a strategy to provide context for operational plans and tactics.
The rest of the document provides an overview of potential strategy implementation tools and concepts. It discusses managing conflicts between different stakeholders. It also discusses the differences between top-down and bottom-up strategies, and between offensive strategies focused on innovation versus defensive strategies focused on constraint or resistance to change. The document uses examples from education advocacy to illustrate how targets of change efforts typically adapt over time to constrain change without altering their core functions.
The document discusses the implementation of a new performance management system (PMS) at an organization for the 2016 performance year. It provides information on performance management and appraisal, the objectives and benefits of an effective PMS, as well as the key changes and process for the 2016 PMS. This includes a standardized 5-point rating scale, guidelines for providing feedback and reviews, and a forced distribution to rate employees. The goal is to bring more uniformity, eliminate bias, recognize top performers, and enhance lower performers through the new PMS process.
Foundations of Organization Structure, Chapter 16-Organizational BehaviorDr.Amrinder Singh
Foundations of Organization Structure, Chapter 16-Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
Measuring Organizational Culture and Leadership: Evaluation of the Organizati...Marwah Zagzoug, PhD
A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
The document discusses different types of organizational structures and concepts related to organizing. It describes line, line and staff, functional, matrix, and committee structures. It also covers span of control, decentralization vs centralization, departmentalization based on functions, products, territory, and customers. Departmentalization aims to group jobs to achieve objectives through specialization, expansion, autonomy, and control. Splintered authority refers to pooling the authority of different managers to achieve an objective.
1. The document discusses Microsoft's reliance on top talent, with Bill Gates noting the company would be unimportant without its 20 best people.
2. It then outlines an organization's approach to developing a talent management system, including identifying core competencies, assessment tools, training approaches, evaluating employees' competencies and potential, and creating action plans.
3. The final sections discuss strategies for dealing with talent management issues like retention, succession planning, leadership development, and finding and selecting top talent.
Organizational Behavior : Conflicts and NegotiationRaisulAkash1
The document discusses conflict, negotiation, and managing conflict in groups. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Sources of conflict include different goals, authority issues, task dependencies, and scarce resources. When dealing with conflict, parties can use avoidance, accommodation, competition, compromise, or collaboration. Effective negotiation involves understanding bargaining strategies and integrating interests rather than taking positional stances. Managing conflict in groups requires addressing sources of conflict through techniques like role definition, interpersonal skills training, and participative management.
The document discusses the role of a supervisor and the challenges they face. It notes that supervisors are caught between opposing expectations from management and workers. Management expects loyalty and production results, while workers expect the supervisor to represent their interests and protect them. This leaves supervisors feeling marginalized as they are responsible for communicating between the two groups but not fully belonging to either. The document also provides guidance on effective on-the-job training techniques for supervisors to utilize, such as explaining the reasons for tasks, encouraging participation, allowing discussion, and periodically reviewing performance.
The document discusses organizational structures of businesses. It describes three main types of structures - tall/hierarchy, flat, and matrix. An organizational chart is a diagram that shows a business's organizational structure by depicting reporting lines and relationships within the company. The chain of command refers to the line through which orders and decisions are passed down from the top of the hierarchy to the bottom. Businesses adopt different structures depending on factors like their size and needs for communication and control.
Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?
Org. structure by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
The document discusses different types of organizational structures including functional, product, geographical, matrix, team, virtual, and line and staff structures. It describes the key elements and characteristics of each structure as well as their advantages and disadvantages. Organizational structure refers to how jobs are formally arranged and the way work flows through an organization. The choice of structure depends on factors like the business environment and a company's goals.
The document discusses several leadership theories and approaches:
1. The situational leadership approach emphasizes open communication, accepting ideas from team members, and treating leadership as a behavior rather than a personality trait.
2. Transformational leadership theory places strong emphasis on followers' needs, values, and morals.
3. Path-goal theory suggests motivating employees through strategic direction and helping teams accomplish goals.
4. The trait approach focuses on identifying leadership qualities and traits but does not consider the situation.
5. The style approach determines which leadership style is best suited to the task and team members. Understanding different leadership styles is important for being flexible and effective.
This document provides an overview of management, leadership, and organizational structures. It defines management as achieving organizational objectives through people and resources. There are three levels of management: top management focuses on strategic planning, middle management develops implementation plans, and supervisory management motivates employees. Effective management requires technical, human, and conceptual skills. The four managerial functions are planning, organizing, directing, and controlling. Leadership involves influencing others to achieve goals and can take autocratic, democratic, or free-rein styles. Organizational structures include line, line-and-staff, committee, and matrix configurations.
C L A S S I F I C A T I O N O F S E R V I C E Sguest8fdbdd
The document discusses 10 methods for classifying services:
1) Based on the direct recipient and nature of the service act
2) Degree of tangibility
3) Whether the service is directed at the customer or their possessions
4) Time and place of delivery
5) Level of customization versus standardization
6) Relationship with customers
7) Extent demand and supply fluctuate
8) Interaction with people or objects
9) Labor intensity
10) Proximity of customer and provider
These classification methods help analyze service characteristics and determine appropriate delivery approaches. Advances in technology are increasing options for remote service provision.
This document discusses different types of organizational structures including departmentation by numbers, time, enterprise function, geography, product, process and equipment. It also discusses matrix organizations, problems with matrix management, and guidelines to make matrix management effective. Finally, it defines strategic business units as distinct units within a large company that promote products like independent businesses.
Revising your organizational chart: Designing a department that can redesign ...David Nickelson, PsyD, JD
Many a manager has wished for the opportunity to “blow up” their departmental organization chart and simply start over. Join one manager who did just that, taking an internet department in crisis from ruin to riches in one year, making sound critical decisions as well as some major mistakes along the way. This session will provide practical advice about building upper-level support for a departmental reorganization, developing departmental structures that can meet organizational strategic goals and objectives and creating flexible job descriptions that demand needed skill sets but can evolve over time.
The organization chart outlines the production department structure with 32 staff members led by Senior Production Manager Thien Vo. The department consists of four operation teams, a maintenance section, filling station section, and support roles including department secretary, assistant, and quality assurance control. Each section and team is overseen by a leader with the relevant educational background.
Chapter 4 Organization/Individual Relations and RetentionRayman Soe
This document provides an overview of equal employment opportunity (EEO) concepts and legal frameworks. It discusses key laws like Title VII of the Civil Rights Act of 1964 and the Americans with Disabilities Act. It also covers topics like prohibited discrimination, protected classes, reasonable accommodations, disparate treatment, disparate impact, and guidelines for lawful and unlawful hiring inquiries. The document is intended to help readers understand major EEO concepts, laws, and compliance requirements regarding staffing and employment decisions.
This document discusses organizational charts, including their purpose, uses, and types. It defines an organizational chart as a visual tool that shows employee job titles and reporting relationships. The main purpose is to illustrate the hierarchical structure within an organization and help with management, planning, and communication. There are three main types of organizational charts: hierarchical, matrix, and flat/horizontal. Hierarchical charts have clear vertical lines of reporting, matrix charts involve dual reporting relationships, and flat charts have more horizontal, team-based structures.
The document is an internship report on Vizag Steel Plant that discusses the plant's substation. It provides an introduction to Vizag Steel Plant, describing it as one of the largest and most profitable steel producers in India. It then describes the various components of the 220/132/33/11 kV substation, including transformers, isolators, circuit breakers, arrestors, busbars, protective relays, and wave traps. It also discusses gas insulated substations, noting their compact size and use of sulfur hexafluoride gas as the insulating medium. The report concludes that electricity plays an important role in daily life and that the internship provided awareness of how power is transmitted within Vizag
This document provides a project organization chart and roles and responsibilities matrix for a project. The organization chart shows the leadership structure including an executive sponsor, project leader, project manager, core team, functional teams, and project resources. The roles and responsibilities matrix defines the responsibilities and expected deliverables for each functional team.
This document discusses marketing channels and supply chain management. It defines a marketing channel as a set of interdependent organizations involved in making a product available to consumers. Channel members add value through contacts, experience, specialization, and scale. Distributors reduce the number of transactions in a channel. Effective channels assign tasks to members best able to perform them and cooperate to achieve overall goals. Conflict can occur between channel members but some competition can be healthy. The nature of a product determines the type of distribution coverage, which can be exclusive, selective, or intensive. Retailers are classified based on the service offered, product lines, prices charged, and organization. The document outlines various types of retailers and discusses retailer marketing decisions.
Ch06 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses various types of organizational structures and when each may be appropriate. It describes functional, divisional, matrix, and network structures. A functional structure groups employees by expertise while divisional structures divide the organization along product, geographic, or market lines. Matrix structures combine functional and divisional approaches. Network structures coordinate separate organizations through contracts rather than a hierarchy. Choosing the right structure depends on factors like the diversity of products, markets, and locations involved.
This document outlines an agenda for a workshop on defining the organization structure for Chico Creek Brewery in SAP. The agenda includes reviewing the customer's key business processes in areas like finance, procurement, logistics, sales and production. It also involves defining the appropriate organizational elements in SAP like company codes, controlling areas, profit centers, cost centers, purchasing organizations, plants and storage locations based on the brewery's business processes and reporting needs. The overall goal is to implement SAP R/3 at Chico Creek Brewery to help them run their business processes in a more productive and efficient manner.
This document describes five types of food service systems:
1. Conventional (traditional) system - production, distribution and preparation all occur in the same area.
2. Make-to-stock, assemble-to-order, and make-to-order systems - involve a central production area that prepares foods in different ways.
3. Cook and chill or freeze system - involves large batch cooking, chilling or freezing of foods until service time using a 7 step process.
The document discusses several key functional areas of a business including finance, marketing, HR, production, and communication. It provides details on each function such as the key aspects involved in marketing like identifying customer needs, developing products/services, pricing, promotion etc. It also discusses concepts in production/operations around inventory management, quality management, and total quality management. For HR, it covers areas such as recruitment, training, performance management. It emphasizes that while businesses have distinct functions, there is overlap between them and communication is important. Functions need to work collectively and be aligned to achieve business goals.
Group 12, Sec B consists of team members Souvagya Kumar Jena, Asad Khan, Sangita Singh, Lisha Rafique, and Vishwajit Chaudhary. Cognizant Technical Solutions is an American IT consulting and outsourcing firm headquartered in New Jersey. It grew rapidly in the 2000s and became a Fortune 500 company in 2011. With over 145,200 employees globally, over 100,000 work in India across 10 locations including Pune. Cognizant focuses on training and rewards top performers with higher bonuses.
There are several key functional areas within businesses including operations, marketing and sales, finance, human resources, research and development, administration and IT support, and customer service. All functional areas must work together to achieve business goals and objectives. While functional areas may vary between businesses based on size, activities, customers, and ownership, the main responsibilities of each area are operations (converting resources into goods/services), marketing and sales (understanding customer needs), finance (managing money and resources), human resources (employee management), R&D (developing new products), administration and IT (support roles), and customer service (managing customer relationships).
There are three main ways to organize projects: functional organization, dedicated project teams, and matrix structure. A functional organization delegates different parts of the project to respective functional units but can lack focus and integration. Dedicated project teams are fully dedicated to projects but are expensive with limited expertise. A matrix structure uses a hybrid approach with dual reporting to functional and project managers, optimizing resources while achieving integration. The best structure depends on factors like project importance, resources available, and needs for integration or expertise. Organizational culture also impacts project organization by providing norms and expectations projects must navigate.
The document outlines key topics from Chapter 4 of a strategic management textbook, including:
- The internal audit process examines functional business areas to understand strengths and weaknesses
- Culture and strategy must be integrated, as culture can inhibit strategic changes if not aligned
- Resource-based view suggests competitive advantage comes from valuable internal resources rather than external factors
- Financial ratios and other metrics are used to evaluate performance across marketing, production, R&D, and other functions
The document outlines key topics from Chapter 4 of a strategic management textbook, including:
- The internal audit process examines functional business areas to understand strengths and weaknesses
- Culture and strategy must be integrated, as culture can inhibit strategic changes if not aligned
- Resource-based view argues that internal resources are more important than external factors for competitive advantage
- Financial ratios and other metrics are used to evaluate performance across marketing, production, R&D, and other functions
HR Summit and Expo Africa 2015 - Assessments for high performance workforceThe HR Observer
Presentation by Samantha Carr, Assessment and Business Development Consultant, MAC Assessment & Development.
Scientific and rigorous assessments have been shown to increase productivity significantly, reduce costs and grow the bottom line. Join this session to will learn how to conduct effective job analysis, structured interviews and leverage the best assessment methods for organisational excellence.
in this upcoming July webinar we will be taking a more in-depth look at the practical tools to “Optimizing Board Performance.” How do you “market” your board opportunities and select candidates that will believe in, and further, the mission of your organization? Once they are onboard, how do you keep board members engaged and retain them for the long term? What practices can help you optimize the performance of your board? This session will provide practical tools to help you:
• Set new board members up for success: Provide role clarity, orientation and accountability
• Engage existing board members: Provide structure and rhythms for successful board meetings, decision-making and progress
• Assess the performance of your board. Board self assessment tools.
The document discusses the importance and benefits of delegation and decentralization in organizations. Effective delegation lessens the burden on executives, facilitates quick decision making, and boosts employee morale. However, there are also obstacles to delegation, including feelings of perfectionism, lack of confidence in subordinates, and lack of information or resources on the part of subordinates. Decentralization refers to the delegation of authority throughout various departments in an organization. The degree of decentralization depends on the type and level of authority delegated. The benefits of decentralization include motivating employees, allowing for quick decisions, and facilitating growth.
An organization is a group of people intentionally organized to accomplish an overall goal. Key elements that define an organization include its people, culture, structure, management, and strategy. An organization's structure refers to how divisions, departments, and people are arranged and how they interact. An organization's strategy involves decision making, problem solving, and assessing strengths, weaknesses, opportunities, and threats. Both internal environmental factors like resources and external factors like technology and regulations impact how organizations operate.
An organization is a group of people intentionally organized to accomplish an overall goal. Key elements that define an organization include its people, culture, structure, management, and strategy. An organization's structure refers to how divisions, departments, and people are arranged and how they interact, often represented visually in an organizational chart. Organizations require strategies like conducting SWOT analyses to make appropriate decisions and solve problems in changing internal and external environments.
Performance management is a strategic process that improves employee performance by aligning individual objectives with organizational goals. It involves continuous feedback, development of skills and capabilities, and rewarding employees for achieving targets. The key aspects of performance management are establishing performance standards, measuring and reviewing performance, providing feedback, and developing employees.
Thinking about building a local chapter network - or re-imagining yours? A few key questions and tips exploring principals and effective practices for developing a strong chapter program.
This document discusses organizational design and structure. It covers key topics such as the four dimensions of organizational design including manager goal orientation, time orientation, interpersonal orientation, and formality of structure. It also discusses different types of organizational differentiation including horizontal, vertical, and spatial. Additionally, it examines different structural configurations such as simple structure, machine bureaucracy, and adhocracy. Contextual factors that influence organizational design like size, environment, technology, and strategy are also summarized. Finally, it looks at forces reshaping organizations and symptoms of structural weakness.
The document provides an overview of a workshop on strategic planning. It explains the strategic planning process and model that will be used, which includes an environmental scan, assessment, setting mission, vision, goals and objectives, performance measures, and evaluating progress through a balanced scorecard. The strategic planning model outlines the key components and ensures the entire organization is aligned in executing the strategic plan.
Howard Cotton is an experienced HR professional seeking a new position. He has over 16 years of experience in human resources, management, and administration. Some of his areas of expertise include training, coaching, employment law, performance management, and process improvement. He believes that aligning HR strategy with business goals can lead to organizational success. References from his professional network endorse his skills in communications, employee relations, and task management. Howard is confident he can help companies solve challenges like turnover, inconsistent performance, and engaging multi-generational workforces. He invites interested employers to contact him at his email to learn more.
The document summarizes key concepts about organizational design and structure. It discusses organizational design processes and dimensions including goal orientation, time orientation, interpersonal orientation, and formality of structure. It also outlines five structural configurations of organizations - simple structure, machine bureaucracy, divisional form, adhocracy, and professional bureaucracy. Additionally, it examines how contextual variables like size, environment, technology, and strategy/goals influence organizational design.
This talk explores the interesting paradox of sometimes conflicting skills and characteristic of those leaders that are able to drive a high performance organisation and those that can create a great place to work.
• The power of a paradox
• The debates and stories we hear
• The leadership capabilities required to drive a High Performance Culture - Innovative and strategic thinking, strategic alignment and traction, structure and role alignment, talent management, change management, culture transformation
• The leadership capabilities required to drive a High Engagement Culture -Transformational leadership, Engagement, Enablement, Empowerment, Leading high performance teams, Holding Crucial Conversations
• Personality vs Capability – can a leader change his approach?
• Getting it right
This document discusses types and functions of managers. It begins by defining managers and management, and explaining what managers do. It then describes the different types of managers, including functional managers who focus on technical areas, and general managers who oversee functional managers. The document also discusses the basic managerial functions of organizing, planning, controlling, and leading. It outlines three levels of management - top, middle, and first-line - and the distinguishing characteristics of each. Finally, it introduces six core managerial competencies: communication, planning and administration, teamwork, strategic action, multiculturalism, and self-management.
This document outlines an integration plan to assess an organization's structure, competencies, and processes. It involves:
1) Conducting an assessment of the organization, roles/responsibilities, communication relationships, and systems/processes.
2) Identifying strengths, weaknesses, opportunities, and threats through interviews, benchmarking, and analyzing customer requirements.
3) Developing action plans to address gaps, including reviewing competencies needed and ensuring functions are best-in-class.
The goal is to identify improvements to make sales, marketing, supply chain, and other functions work more effectively together.
The document discusses various aspects of leadership including definitions, characteristics, styles, and approaches. It defines leadership as interpersonal influence directed towards goals and the ability to motivate others. Key points made include distinguishing leadership from management, describing traits of successful leaders, and comparing transactional and transformational leadership styles. Situational leadership approaches and the path-goal theory are also summarized.
The essential guide to organizational designOrgvue
Organizational design is rapidly growing in prominence. In a world derailed by geopolitics, economic uncertainty and changing consumer behaviour, organizations have to find ways to adapt quickly.
This guide will show you how to get a practical handle on this core discipline, so you can take your business to a position of strength.
An organization is a group of people working towards defined goals and objectives. Organizations typically have functional groupings where staff with similar skills and expertise perform similar jobs, such as marketing, finance, and human resources. There are two main types of organizational structures - hierarchical and flat. Hierarchical structures have many levels of management and narrow spans of control, while flat structures have few levels of management and wider spans of control. The optimal structure depends on factors like the organization's size, technology used, and staff skills.
The document is a collection of photos from Flickr shared under various Creative Commons licenses. There are photos of people, places, and things from different photographers. All photos are shared non-commercially and allow for derivatives and/or sharing under the same license terms as the originals.
The document is a collection of photos from Flickr shared under various Creative Commons licenses. The photos depict a variety of subjects and were uploaded by different photographers for non-commercial reuse. All photos are sourced and cited according to their individual Creative Commons licenses.
How to reach your market? 3S model from Taylan Demirkaya. The pictures from slide 7 and 13 are taken from Book: How to Start a Creative Business: the jargon-free guide for creative entrepreneurs by Dog Richards for EDUCATIONAL PURPOSES ONLY.
5 Ego Traps That Are Preventing You to Start a BusinessTaylan Demirkaya
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document does not contain any substantive information to summarize in 3 sentences or less. It only repeats the date "Wednesday, May 8, 13" multiple times without providing any additional context or details.
Creativity can build a better life by simplifying problems and motivating people to make positive changes. However, some myths can discourage creativity, such as that it only comes from sudden insights, follows a clear path, or results in greatness. In reality, creativity requires an open mindset of considering impossible ideas, using available resources, and changing perspectives to find novel solutions. Regularly practicing creative thinking can help people overcome limiting beliefs and build a more meaningful life.
The document discusses why traditional market research methods often fail to discover what customers truly want. It describes research by Zaltman finding that 95% of thinking occurs unconsciously, so surveys and focus groups only access a small portion of customers' real desires. Qualitative research is suggested to better understand customer behavior by interpreting meanings and experiences rather than measuring variables. The ZMET method is outlined as a hybrid qualitative approach using images to explore unconscious thoughts and elicit rich metaphors. It involves in-depth interviews centered on personal images to gain a deeper understanding of customer cognition and emotions.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
6. Chain of Command Responsibility Accountability Authority Delegation
7. Simplified Line-and-Staff Structure President VP Production VP Marketing VP Finance Legal Department Human Resources Department Head of Accounting Department National Sales Manager Line Staff
8. Span of Management United States Army Roman Catholic Church General Colonels Majors Captains, Lieutenants Warrant Officers Sergeants Corporals Privates Pope Cardinals Archbishops, Bishops Priests
14. Departmentalization by Division Advantages Disadvantages Flexibility Better Service Management Focus Wasting Resources Poor Coordination Competition
15. Departmentalization by Matrix PUBLISHER Book Team A Manager Book Team B Manager Editorial Manager Production Manager Design Manager Editor A Production Editor A Designer A Editor B Production Editor B Designer B
16. Departmentalization by Network Advantages Disadvantages Flexibility Responsiveness Variety Dispersed Functions Quality Control Employee Loyalty
18. Shared Information Neutral Individual Random or Varied Goal Synergy Responsibility Skills Shared Mission Positive Individual and Mutual Complementary Comparing Work Groups and Work Teams Work Groups Work Teams
24. Member Social Behavior Low High Team Member Roles Task Specialist Role Dual Role Socioemotional Role Nonparticipator Role Member Task Behavior High Low
25.
26.
27.
28. Prevention Resolution Dealing With Conflict Confrontation Diffusion Well-Defined Tasks Communication Avoidance Clear Goals
Editor's Notes
The decision-making authority of employees and managers is supported by the company’s organization structure. This structure helps the company achieve its goals by providing a framework for managers to divide responsibilities, effectively distribute the authority to make decisions, coordinate and control the organization’s work, and hold employees accountable for their work.
When managers design the organization’s structure, they use an organization chart to provide a visual representation of how employees and tasks are grouped and how the lines of communication and authority flow. An organization chart depicts the official design for accomplishing tasks that lead to achieving the organization’s goals, a framework known as the formal organization. Every company also has an informal organization –the network of interactions that develop on a personal level among workers. Sometimes the interactions among people in the informal organization parallel their relationships in the formal organization, but often interactions transcend formal boundaries. Crossing formal boundaries can help establish a more pleasant work environment, but it can also undermine formal work processes and hinder a company’s ability to get things done. Four factors must be taken into consideration when designing an effective organization structure: work specialization, chain of command, vertical organization, and horizontal organization and coordination.
Many organization charts look like this one, for Food Lion. The traditional model of an organization is a pyramid in which numerous boxes for the base and lead up to fewer and fewer boxes on higher levels, ultimately arriving at one box at the top. A glance at Food Lion’s organization chart reveals who has authority over whom, who is responsible for whose work, and who is accountable to whom.
Before designing an organizational structure, management must first decide on the optimal level of work specialization– the degree to which organizational tasks are broken down into separate jobs. Few employees have the skills to perform every task a company needs. Therefore, work specialization can improve organizational efficiency by enabling each worker to perform tasks that are well defined and that require specific skills. However, organizations can overdo specialization. If a task is defined too narrowly, employees may become bored with performing the same tiny, repetitious job over and over. They may also feel unchallenged and alienated.
Besides incorporating work specialization into an organizational structure, companies must also establish a chain of command, the unbroken line of authority that connects each level of management with the next level. The chain of command helps organizations function smoothly by making two things clear: who is responsible for each task, and who has the authority to make official decisions. All employees have a certain amount of responsibility –the obligation to perform the duties and achieve the goals and objectives associated with their jobs. As they work toward the organization’s goals, employees must also maintain their accountability, their obligation to report the results of their work to supervisors or team members and to justify any outcomes that fall below expectations. Managers ensure that tasks are accomplished by exercising authority, the power to make decisions, issue orders, carry out actions, and allocate resources to achieve the organization’s goals. Authority is vested in the positions that managers hold, and it flows down through the management pyramid. Delegation is the assignment of work and the transfer of authority and responsibility to complete that work.
The simplest and most common chain-of-command system is known as line organization because it establishes a clear line of authority flowing from the top down, as the Food Lion chart depicts. Everyone knows who is accountable to whom, as well as which tasks and decisions each is responsible for. However, line organization sometimes falls short because the technical complexity of a firm’s activities may require specialized knowledge that individual managers don’t have and can’t easily acquire. A more elaborate system called line-and-staff organization was developed out of the need to combine specialization with management control. In such an organization, managers in the chain of command are supplemented by functional groupings of people known as staff, who provide advice and specialized services but who are not in the line organization’s chain of command.
The number of people a manager directly supervises is called the span of management or span of control. When a large number of people report directly to one person, that person has a wide span of management. This situation is common in flat organizations with relatively few levels in the management hierarchy. In contrast, tall organizations have many hierarchical levels, usually with only a few people reporting to each manager. In such cases, the span of management is narrow. The chart above compares a tall versus a flat organization. The U.S. Army is a tall organization. It has many levels with a narrow span of management at each level so that relatively few people report to each manager on the level above them. In contrast, a flat organization, such as the Catholic Church, has relatively few levels with a wide span of management; therefore, more people report to each manager.
Organizations that focus decision-making authority near the top of the chain of command are said to be centralized. Centralization benefits a company by utilizing top management’s rich experience and broad view of organizational goals. Both line organizations and line-and-staff organizations tend to be centralized. However, the trend in business today is to decentralize. As Arthur Wainwright discovered, decentralization pushes decision-making authority down to lower organizational levels–such as department heads–while control over essential company-wide matters remains with top management. Implemented properly, decentralization can stimulate responsiveness because decisions don’t have to be referred up the hierarchy.
Many organizations use a traditional vertical structure to define formal relationships and the division of tasks among employees and managers. Vertical organization links the activities at the top of the organization with those at the middle and lower levels. In a vertical organization, companies define jobs and activities by using departmentalization --the arrangement of activities into logical groups that are then clustered into larger departments and units that form the total organization. Four common ways of departmentalizing are by function, division, matrix, and network. An organization may use more than one method of departmentalization, depending on its particular needs.
Departmentalization by function groups employees according to their skills, resource use, and expertise. Common functional departments include marketing, human resources, operations, finance, research and development, and accounting, with each department working independently of the others.
Splitting the organization into separate functional departments offers several advantages: (1) Grouping employees by specialization allows for the efficient use of resources and encourages the development of in-depth skills; (2) centralized decision making enables unified direction by top management; and (3) centralized operations enhance communication and the coordination of activities within departments. Despite these advantages, functional departmentalization can create communication barriers between departments, thereby slowing response to change, hindering effective planning for products and markets, and overemphasizing work specialization (which alienates employees). Moreover, employees may become too narrowly focused on departmental goals and lose sight of larger company goals. For these reasons, most large companies have abandoned the functional structure in the past decade or so.
Departmentalization by division establishes self-contained departments that encompass all the major functional resources required to achieve their goals--such as research and design, manufacturing, finance, and marketing. Many organizations use a structure based on product divisions- -grouping around each of the company’s products or family of products. Process divisions, also called process-complete departments, are based on the major steps of a production process. The third approach, customer divisions, concentrates activities on satisfying specific groups of customers. Geographic divisions enable companies spread over a national or an international area to respond more easily to local customs, styles, and product preferences.
Divisional departmentalization offers both advantages and disadvantages. First, because divisions are self-contained, they can react quickly to change, thus making the organization more flexible. In addition, because each division focuses on a limited number of products, processes, customers, or locations, divisions can offer better service to customers. Moreover, top managers can focus on problem areas more easily, and managers can gain valuable experience by dealing with the various functions in their divisions. However, divisional departmentalization can also increase costs by duplicating the use of resources such as facilities and personnel. Furthermore, poor coordination between divisions may cause them to focus too narrowly on divisional goals and neglect the organization’s overall goals. Finally, divisions may compete with one another for employees, money, and other resources, causing rivalries that hurt the organization as a whole.
Departmentalization by matrix is a structural design in which employees from functional departments form teams to combine their specialized skills. This structure allows the company to pool and share resources across divisions and functional groups. The matrix may be a permanent feature of the organization’s design, or it may be established to complete a specific project. Matrix departmentalization can help big companies function like smaller ones by allowing teams to devote their attention to specific projects or customers without permanently reorganizing the company’s structure. But matrix structures are not without drawbacks. One problem of a matrix structure is that team members usually continue to report to their functional department heads as well as to a project team leader. Another drawback is that authority tends to be more ambiguous and up for grabs, creating power struggles and other interpersonal conflicts. In a matrix organization, excellent communication and coordination are necessary to avoid conflicts.
Departmentalization by network is a method of electronically connecting separate companies that perform selected tasks for a headquarters organization. Also called a virtual organization, the network organization outsources engineering, marketing, research, accounting, production, distribution, or other functions. The biggest advantage of the network structure is its flexibility. Companies hire whatever services are needed and then change them once they are no longer needed. The limited hierarchy required to manage a network organization also permits the company to make decisions and react to change quickly. Additional advantages are that the organization can continually redefine itself, and a lean structure usually means employees have greater job variety and satisfaction. However, the network approach lacks hands-on control, because the functions are not in one location or company. Also, if one company in the network fails to deliver, the headquarters organization could suffer or even go out of business. Finally, strong employee loyalty and team spirit are less likely to develop, because the emotional connection between the employee and the organization is weak.
More and more businesses are transforming their traditional bureaucratic and hierarchical vertical structure into a horizontal organization. The horizontal organization uses the team concept to flatten hierarchies and integrate the many tasks of a business into a few smooth-flowing operations. The biggest benefit of horizontal organization is that everyone works together. Employees from various departments or functions are grouped around a few organization-wide, cross-functional core processes, and they are responsible for an entire core process from beginning to end. A typical core process group might include staff from finance, research and development, manufacturing, and customer service. All core processes lead to one objective: creating and delivering something of value to the customer. While some companies completely dismantle their vertical structure to create horizontal organizations, others prefer a hybrid organization –one that combines vertical and horizontal functions. In these firms, core processes are supported by organization-wide functional departments such as human resources and finance.
A team is a unit of two or more people who work together to achieve a goal. Teams differ from work groups in that work groups interact primarily to share information and to make decisions to help one another perform within each member’s area of responsibility. In other words, the performance of a work group is merely the summation of all group members’ individual contributions. By contrast, the members of a team have a shared mission and are collectively responsible for their work. By coordinating their efforts, team members generate a positive synergy and achieve a level of performance that exceeds what would have been accomplished if members had worked individually.
The type, structure, and composition of individual teams within an organization all depend on the organization’s strategic goals and the objective for forming the team. The most common type of informal team is the problem-solving team. Also referred to as quality circles, problem-solving teams usually consist of 5 to 12 employees from the same department who meet voluntarily to find ways of improving quality, efficiency, and the work environment. As the name implies, self-managed teams manage their own activities and require minimum supervision. Typically they control the pace of work and determination of work assignments. Functional teams, or command teams, are organized along the lines of the organization’s vertical structure and thus may be referred to as vertical teams. They are composed of managers and employees within a single functional department. The structure of a vertical team typically follows the formal chain of command.
Cross-functional have many benefits: (1) they facilitate the exchange of information between employees, (2) they generate ideas for how to best coordinate the organizational units that are represented, (3) they encourage new solutions for organizational problems, and (4) they aid the development of new organizational policies and procedures. At Harley-Davidson, there are three cross-functional teams called Circles — the Create Demand Circle, the Produce Product Circle, and the Provide Support Circle. The cross-functional circles are responsible for every motorcycle produced by Harley — from product conception to final design. Besides permanent circles such as the ones used at Harley-Davidson, cross-functional teams can take on a number of formats: A task force is a type of cross-functional team formed to work on a specific activity with a completion point. However, once the goal has been accomplished, the task force is disbanded. Special-purpose teams are created as temporary entities to achieve specific goals. However, special-purpose teams are different because they exist outside the formal organization hierarchy. Such teams remain a part of the organization but have their own reporting structures, and members view themselves as separate from the normal functions of the organization. In contrast to a task force, a committee usually has a long life span and may become a permanent part of the organization structure. Committees typically deal with recurring tasks.
Virtual teams are groups of physically dispersed members who work together to achieve a common goal. Virtual team members communicate using a variety of technological formats and devices such as company intranets, e-mail, electronic meeting software, and telephones. Occasionally, they may meet face-to-face. The biggest advantage of virtual teams is that members are able to work together even if they are thousands of miles and several time zones apart. Because virtual teams must function with less direct interaction among members, team members require certain competencies. Among these are project-management skills, time management skills, the ability to use electronic communication and collaboration technologies, the ability to work across cultures, and heightened interpersonal awareness.
One of the biggest advantages of teams is that the interaction of the participants leads to higher-quality decisions based on the combined intelligence of the group. Moreover, teams lead to increased acceptance of a solution. Team members who participate in making a decision are more likely to enthusiastically support the decision and encourage others to accept it. Another big advantage is that teams have the potential to unleash vast amounts of creativity and energy in workers. Motivation and performance are often increased as workers share a sense of purpose and mutual accountability. Organizational flexibility is another key benefit of using teams. Teamwork has a number of potential disadvantages. For one thing, power within the organization sometimes becomes realigned with teams. Successful teams mean that fewer supervisors are needed, and usually fewer middle and front-line managers. Another potential disadvantage is free riders-- team members who don’t contribute their fair share to the group’s activities because they aren’t being held individually accountable for their work. Aligning schedules, arranging meetings, and coordinating individual parts of a project can eat up a lot of time and money. Moreover, a team may develop groupthink, a situation in which pressures to conform to the norms of the group cause members to withhold contrary or unpopular opinions.
Team Size. Team size is one factor that contributes to a team’s overall effectiveness. The optimal size for teams is generally thought to be between 5 and 12 members. Clear sense of purpose. Team members clearly understand the task at hand, what is expected of them, and their role on the team. Open and honest communication. The team culture encourages discussion and debate. Team members speak openly and honestly, without the threat of anger, resentment, or retribution. They listen to and value feedback from others. As a result, all team members participate. Creative thinking. Effective teams encourage original thinking, considering options beyond the usual. Focused. Team members get to the core issues of the problem and stay focused on key issues. Decision by consensus. All decisions are arrived at by consensus. No easy, quick votes are taken.
For a team to be successful over time, it must also be structured to accomplish its task and to satisfy its members’ needs for social well-being. Effective teams usually fulfill both requirements with a combination of members who assume one of four roles: task specialist, socioemotional role, dual role, or nonparticipator. People who assume the task-specialist role focus on helping the team reach its goals. In contrast, members who take on the socioemotional role focus on supporting the team’s emotional needs and strengthening the team’s social unity. Some team members are able to assume dual roles, contributing to the task and still meeting members’ emotional needs. These members often make effective team leaders. At the other end of the spectrum are members who are nonparticipators, contributing little to reaching the team’s goals or to meeting members’ emotional needs.
Research shows that teams typically go through five definitive stages of development. Forming. The forming stage is a period of orientation and breaking the ice. Members get to know each other, determine what types of behaviors are appropriate within the group, identify what is expected of them, and become acquainted with each other’s task orientation. Storming. In the storming stage, members show more of their personalities and become more assertive in establishing their roles. Conflict and disagreement often arise during the storming stage as members jockey for position or form coalitions to promote their own perceptions of the group’s mission. Norming. During the norming stage, these conflicts are resolved, and team harmony develops. Members come to understand and accept one another, reach a consensus on who the leader is, and reach agreement on what each member’s roles are. Performing. In the performing stage, members are really committed to the team’s goals. Problems are solved, and disagreements are handled with maturity in the interest of task accomplishment. Adjourning. Finally, if the team has a limited task to perform, it goes through the adjourning stage after the task has been completed. In this stage, issues are wrapped up and the team is dissolved.
As the team moves through the various stages of development, two things happen. First, the team develops a certain level of cohesiveness, a measure of how committed the members are to the team’s goals. The team’s cohesiveness is reflected in meeting attendance, team interaction, work quality, and goal achievement. The second thing that happens as teams develop is the emergence of norms –-informal standards of conduct that members share and that guide their behavior. Norms define what is acceptable behavior. They also set limits, identify values, clarify what is expected of members, and facilitate team survival.
Conflict can be both constructive and destructive to a team’s effectiveness. Conflict is constructive if it increases the involvement of team members and results in the solution to a problem. Conflict is destructive if it diverts energy from more important issues, destroys the morale of teams or individual team members, or polarizes or divides the team. Team conflicts can arise for a number of reasons. First, teams and individuals may feel they are in competition for scarce or declining resources, such as money, information, and supplies. Second, team members may disagree about who is responsible for a specific task; this type of disagreement is usually the result of poorly defined responsibilities and job boundaries. Third, poor communication can lead to misunderstandings and misperceptions about other team members or other teams. In addition, intentionally withholding information can undermine trust among members. Fourth, basic differences in values, attitudes, and personalities may lead to clashes. Fifth, power struggles may result when one party questions the authority of another or when people or teams with limited authority attempt to increase their power or exert more influence. Sixth, conflicts can arise because individuals or teams are pursuing different goals.
Each team member has a unique style of dealing with conflict, but the members’ styles are primarily based on how competitive or cooperative team members are when a conflict arises. Avoidance may involve ignoring the conflict in the hope that it will subside on its own, or it may even involve physically separating the conflicting parties. Defusion may involve several actions, including downplaying differences and focusing on similarities between team members or teams, compromising on the disputed issue, taking a vote, appealing to a neutral party or higher authority, or redesigning the team. Confrontation is an attempt to work through the conflict by getting it out in the open, which may be accomplished by organizing a meeting between the conflicting parties. These three styles of conflict resolution come into play after a conflict has developed, but team members and team leaders can take several steps to prevent conflicts. First, by establishing clear goals that require the efforts of every member, the team reduces the chance that members will battle over their objectives or roles. Second, by developing well-defined tasks for each member, the team leader ensures that all parties are aware of their responsibilities and the limits of their authority. And finally, by facilitating open communication, the team leader can ensure that all members understand their own tasks and objectives as well as those of their teammates.