Sean Justice/Corbis
chapter 3
The Organizing Function
Chapter Goals
After completing this chapter, you should be able to
• Connect the organizing function with company success.
• Explain the basic principles of job design.
• Employ the best form of departmentalization for a specific company.
• Finalize the structure of a company.
• Describe various types of organizational configuration.
min66227_03_c03_p055-080.indd 55 7/8/11 5:31 PM
56
CHAPTER 3Section 3.1 Introduction
3.1 Introduction
Learning Objective #1: What role does organizing play in company success?
One key part of a manager’s job is to identify the best way to organize and run a company or organization. Well-organized companies are often recognized as being the most efficient, effective, and productive within an industry group. A
well-organized company is critical to success. Having a manager who can work with and
implement the structures and plans of a company is vital.
Organizing is a normal process that flows naturally from the human tendency for coopera-
tion. People are predisposed to cooperate with one another. Early humans used cooperation
behaviors and organizational skills, familiar to us today, initially as survival techniques. As
humanity progressed, cultural technologies were developed to enhance success in life.
While some cooperative human behaviors are likely instinctual, the majority are learned
through various interactions with the environment, family, school, and culture. Many
people learn early in life to keep their bedroom clean and orderly. They later learn to keep
a school locker orderly, and eventually how to organize computer files and MP3 music
files on portable music devices. The progression of organizational abilities throughout
history indicates that humans have a natural understanding that everything has its place.
Organizing complex structures, however, such as a large-scale manufacturing plant or a
500-guest-room resort requires sophistication beyond basic socialization.
Organizing may be defined as the process of efficiently and effectively bringing people
and resources together to create products and services. Organizing establishes task and
authority relationships that allow people to work together to achieve the organization’s
goals. Organizing consists of three primary activities: (a) job design, (b) departmentaliza-
tion, and (c) completion of the organizational structure.
In a business organization, the focus should be on creating a structure within the orga-
nization as a social institution. The structure of the organization is made up of the func-
tional jobs within an organization, and they represent “the skeleton of the organizational
system” (Steers, Ungson, & Mowday, 1985). This structural “skeleton” holds up the entire
organization and allows it to move forward to achieve its plan for success. An organiza-
tional structure is a formal system of task and reporting relationships that coordinates the
acti.
The Organizing FunctionLearning ObjectivesAfter comple.docxcarlz4
The Organizing Function
Learning Objectives
After completing this chapter, you should be able to:
• Connect the organizing function with company success.
• Identify different categories of jobs.
• Employ the best form of departmentalization for a specific company.
• Finalize the structure of a company.
• Describe various types of organizational configuration.
3
Tay Jnr/Digital Vision/Thinkstock
Introduction Chapter 3
3.1 Introduction
One key part of a manager’s job is to identify the best way to organize and run a company or an
organization. Well-organized companies often become the most efficient, effective, and produc-
tive in an industry group. Effective organizing processes lead to company success. A management
team that can work with and implement the structures and plans of a company is vital.
The organizing process flows naturally from the human tendency to seek cooperation and col-
laboration. Many people are predisposed to cooperate with one another. Early humans worked
together to survive.
While some cooperative human behaviors are likely instinctual, people learn them mostly from
various interactions with the environment, family, school, and culture. For example, many learn
early in life to keep their bedrooms clean and orderly. They later learn to keep a school locker
orderly, and eventually they learn to organize computer files and MP3 music files on portable
music devices. As humans evolved, their mental capacity for planning and organizing became
more complex. Organizing complex structures, however, such as a large-scale manufacturing
plant or a resort with 500 guest rooms, requires organizing skills that encompass more than basic
socialization.
Organizing may be defined as the process of efficiently and effectively bringing people and
resources together to create products and services. Organizing establishes task and authority
relationships that allow people to work together to achieve the organization’s goals.
Managers create structures within business organizations to facilitate the operations of their
institutions. The structure of the organization consists of individual jobs that are combined into
departments to create “the skeleton of the organizational system” (Steers, Ungson, & Mowday,
1985). This structural “skeleton” holds up the entire organization and allows it to move forward
to achieve its plan for success. Organizational structure is a formal system of task and report-
ing relationships that coordinates the activities of employees so that they can work together to
achieve organizational goals. The organizational structure determines how an organization’s
resources can be best used to create goods and services. Organizational design is the process
by which managers make specific organizing choices that result in the particular kind of organi-
zational structure for the company.
In this chapter, we introduce the organizing function and divide it into three primary activi.
The Organizing FunctionLearning ObjectivesAfter comple.docxssusera34210
The Organizing Function
Learning Objectives
After completing this chapter, you should be able to:
• Connect the organizing function with company success.
• Identify different categories of jobs.
• Employ the best form of departmentalization for a specific company.
• Finalize the structure of a company.
• Describe various types of organizational configuration.
3
Tay Jnr/Digital Vision/Thinkstock
Introduction Chapter 3
3.1 Introduction
One key part of a manager’s job is to identify the best way to organize and run a company or an
organization. Well-organized companies often become the most efficient, effective, and produc-
tive in an industry group. Effective organizing processes lead to company success. A management
team that can work with and implement the structures and plans of a company is vital.
The organizing process flows naturally from the human tendency to seek cooperation and col-
laboration. Many people are predisposed to cooperate with one another. Early humans worked
together to survive.
While some cooperative human behaviors are likely instinctual, people learn them mostly from
various interactions with the environment, family, school, and culture. For example, many learn
early in life to keep their bedrooms clean and orderly. They later learn to keep a school locker
orderly, and eventually they learn to organize computer files and MP3 music files on portable
music devices. As humans evolved, their mental capacity for planning and organizing became
more complex. Organizing complex structures, however, such as a large-scale manufacturing
plant or a resort with 500 guest rooms, requires organizing skills that encompass more than basic
socialization.
Organizing may be defined as the process of efficiently and effectively bringing people and
resources together to create products and services. Organizing establishes task and authority
relationships that allow people to work together to achieve the organization’s goals.
Managers create structures within business organizations to facilitate the operations of their
institutions. The structure of the organization consists of individual jobs that are combined into
departments to create “the skeleton of the organizational system” (Steers, Ungson, & Mowday,
1985). This structural “skeleton” holds up the entire organization and allows it to move forward
to achieve its plan for success. Organizational structure is a formal system of task and report-
ing relationships that coordinates the activities of employees so that they can work together to
achieve organizational goals. The organizational structure determines how an organization’s
resources can be best used to create goods and services. Organizational design is the process
by which managers make specific organizing choices that result in the particular kind of organi-
zational structure for the company.
In this chapter, we introduce the organizing function and divide it into three primary activi ...
The Organizing FunctionLearning ObjectivesAfter comple.docxoreo10
The Organizing Function
Learning Objectives
After completing this chapter, you should be able to:
• Connect the organizing function with company success.
• Identify different categories of jobs.
• Employ the best form of departmentalization for a specific company.
• Finalize the structure of a company.
• Describe various types of organizational configuration.
3
Tay Jnr/Digital Vision/Thinkstock
Introduction Chapter 3
3.1 Introduction
One key part of a manager’s job is to identify the best way to organize and run a company or an
organization. Well-organized companies often become the most efficient, effective, and produc-
tive in an industry group. Effective organizing processes lead to company success. A management
team that can work with and implement the structures and plans of a company is vital.
The organizing process flows naturally from the human tendency to seek cooperation and col-
laboration. Many people are predisposed to cooperate with one another. Early humans worked
together to survive.
While some cooperative human behaviors are likely instinctual, people learn them mostly from
various interactions with the environment, family, school, and culture. For example, many learn
early in life to keep their bedrooms clean and orderly. They later learn to keep a school locker
orderly, and eventually they learn to organize computer files and MP3 music files on portable
music devices. As humans evolved, their mental capacity for planning and organizing became
more complex. Organizing complex structures, however, such as a large-scale manufacturing
plant or a resort with 500 guest rooms, requires organizing skills that encompass more than basic
socialization.
Organizing may be defined as the process of efficiently and effectively bringing people and
resources together to create products and services. Organizing establishes task and authority
relationships that allow people to work together to achieve the organization’s goals.
Managers create structures within business organizations to facilitate the operations of their
institutions. The structure of the organization consists of individual jobs that are combined into
departments to create “the skeleton of the organizational system” (Steers, Ungson, & Mowday,
1985). This structural “skeleton” holds up the entire organization and allows it to move forward
to achieve its plan for success. Organizational structure is a formal system of task and report-
ing relationships that coordinates the activities of employees so that they can work together to
achieve organizational goals. The organizational structure determines how an organization’s
resources can be best used to create goods and services. Organizational design is the process
by which managers make specific organizing choices that result in the particular kind of organi-
zational structure for the company.
In this chapter, we introduce the organizing function and divide it into three primary activities ...
Most businesses fail due to internal reasons like excessive debt or failure to change, rather than external factors. A common element of failed businesses is that they did not operate as an open organization. An open organization continuously imports information from its environment, uses it to design products/services that provide value to customers, and exports resulting products, services, and waste. Key elements of an open organization include a culture that shares information openly, diverse employees with a variety of experiences, and systems that support innovative behavior and equal access to information. While being open enables learning and adaptation, organizations must also innovate rather than just adapt and avoid becoming too reactive to avoid failure over time.
The document discusses the changing nature of leadership from a "conductor" model to a "conductor of electricity" model. Today's leaders must connect internally and externally, attracting others to their cause. Key skills for collaborative leadership include redefining organizations to source talent broadly, understanding different perspectives, addressing potential concerns upfront, engaging others with clarity of purpose and meaning, and leveraging social networks. Collaborative strategies will depend on distributed "conduits" throughout organizations leading together.
Give your employees freedom within a frameworkAlex Clapson
Imagine starting your first day of work at a new company. During your on boarding, someone called the Chief Culture Officer (CCO), tells you the usual things such as: employees live our company values and purpose; the company wants people to take risks and be responsible for the outcomes; it’s okay to fail, just learn from the mistake; blah, blah, blah. At the end of thirty minutes, with semi-glazed over eyes, you stand up to leave the meeting room. Just as you are about to go out the door, the CCO stops you and says, “Oh, I also forgot to mention that we have no dress code or vacation policy. Just wear clothes and take the time you need to re-energize.”
The document discusses the concept of organization, defining it as a group of people working together to achieve common goals. It also outlines different levels within organizations from individuals to entire groups and departments. Finally, it examines different theories of organizational structure, comparing approaches like functional specialization versus fewer management levels between top and bottom of the organization.
Essay about Organizational Structures
Different Types Of Individual Behavior
Essay about Organizational Structure
Henry Mintzberg s Organizational Archetypes
Essay about Organizational Culture
The Five Types of Organizational Structure
Levels Of Management Essay
Three Types Of Isomorphism In Business
Assignment : Types Of Business Organization
Organizational Structure Essay
Organizational Structure
The Organizing FunctionLearning ObjectivesAfter comple.docxcarlz4
The Organizing Function
Learning Objectives
After completing this chapter, you should be able to:
• Connect the organizing function with company success.
• Identify different categories of jobs.
• Employ the best form of departmentalization for a specific company.
• Finalize the structure of a company.
• Describe various types of organizational configuration.
3
Tay Jnr/Digital Vision/Thinkstock
Introduction Chapter 3
3.1 Introduction
One key part of a manager’s job is to identify the best way to organize and run a company or an
organization. Well-organized companies often become the most efficient, effective, and produc-
tive in an industry group. Effective organizing processes lead to company success. A management
team that can work with and implement the structures and plans of a company is vital.
The organizing process flows naturally from the human tendency to seek cooperation and col-
laboration. Many people are predisposed to cooperate with one another. Early humans worked
together to survive.
While some cooperative human behaviors are likely instinctual, people learn them mostly from
various interactions with the environment, family, school, and culture. For example, many learn
early in life to keep their bedrooms clean and orderly. They later learn to keep a school locker
orderly, and eventually they learn to organize computer files and MP3 music files on portable
music devices. As humans evolved, their mental capacity for planning and organizing became
more complex. Organizing complex structures, however, such as a large-scale manufacturing
plant or a resort with 500 guest rooms, requires organizing skills that encompass more than basic
socialization.
Organizing may be defined as the process of efficiently and effectively bringing people and
resources together to create products and services. Organizing establishes task and authority
relationships that allow people to work together to achieve the organization’s goals.
Managers create structures within business organizations to facilitate the operations of their
institutions. The structure of the organization consists of individual jobs that are combined into
departments to create “the skeleton of the organizational system” (Steers, Ungson, & Mowday,
1985). This structural “skeleton” holds up the entire organization and allows it to move forward
to achieve its plan for success. Organizational structure is a formal system of task and report-
ing relationships that coordinates the activities of employees so that they can work together to
achieve organizational goals. The organizational structure determines how an organization’s
resources can be best used to create goods and services. Organizational design is the process
by which managers make specific organizing choices that result in the particular kind of organi-
zational structure for the company.
In this chapter, we introduce the organizing function and divide it into three primary activi.
The Organizing FunctionLearning ObjectivesAfter comple.docxssusera34210
The Organizing Function
Learning Objectives
After completing this chapter, you should be able to:
• Connect the organizing function with company success.
• Identify different categories of jobs.
• Employ the best form of departmentalization for a specific company.
• Finalize the structure of a company.
• Describe various types of organizational configuration.
3
Tay Jnr/Digital Vision/Thinkstock
Introduction Chapter 3
3.1 Introduction
One key part of a manager’s job is to identify the best way to organize and run a company or an
organization. Well-organized companies often become the most efficient, effective, and produc-
tive in an industry group. Effective organizing processes lead to company success. A management
team that can work with and implement the structures and plans of a company is vital.
The organizing process flows naturally from the human tendency to seek cooperation and col-
laboration. Many people are predisposed to cooperate with one another. Early humans worked
together to survive.
While some cooperative human behaviors are likely instinctual, people learn them mostly from
various interactions with the environment, family, school, and culture. For example, many learn
early in life to keep their bedrooms clean and orderly. They later learn to keep a school locker
orderly, and eventually they learn to organize computer files and MP3 music files on portable
music devices. As humans evolved, their mental capacity for planning and organizing became
more complex. Organizing complex structures, however, such as a large-scale manufacturing
plant or a resort with 500 guest rooms, requires organizing skills that encompass more than basic
socialization.
Organizing may be defined as the process of efficiently and effectively bringing people and
resources together to create products and services. Organizing establishes task and authority
relationships that allow people to work together to achieve the organization’s goals.
Managers create structures within business organizations to facilitate the operations of their
institutions. The structure of the organization consists of individual jobs that are combined into
departments to create “the skeleton of the organizational system” (Steers, Ungson, & Mowday,
1985). This structural “skeleton” holds up the entire organization and allows it to move forward
to achieve its plan for success. Organizational structure is a formal system of task and report-
ing relationships that coordinates the activities of employees so that they can work together to
achieve organizational goals. The organizational structure determines how an organization’s
resources can be best used to create goods and services. Organizational design is the process
by which managers make specific organizing choices that result in the particular kind of organi-
zational structure for the company.
In this chapter, we introduce the organizing function and divide it into three primary activi ...
The Organizing FunctionLearning ObjectivesAfter comple.docxoreo10
The Organizing Function
Learning Objectives
After completing this chapter, you should be able to:
• Connect the organizing function with company success.
• Identify different categories of jobs.
• Employ the best form of departmentalization for a specific company.
• Finalize the structure of a company.
• Describe various types of organizational configuration.
3
Tay Jnr/Digital Vision/Thinkstock
Introduction Chapter 3
3.1 Introduction
One key part of a manager’s job is to identify the best way to organize and run a company or an
organization. Well-organized companies often become the most efficient, effective, and produc-
tive in an industry group. Effective organizing processes lead to company success. A management
team that can work with and implement the structures and plans of a company is vital.
The organizing process flows naturally from the human tendency to seek cooperation and col-
laboration. Many people are predisposed to cooperate with one another. Early humans worked
together to survive.
While some cooperative human behaviors are likely instinctual, people learn them mostly from
various interactions with the environment, family, school, and culture. For example, many learn
early in life to keep their bedrooms clean and orderly. They later learn to keep a school locker
orderly, and eventually they learn to organize computer files and MP3 music files on portable
music devices. As humans evolved, their mental capacity for planning and organizing became
more complex. Organizing complex structures, however, such as a large-scale manufacturing
plant or a resort with 500 guest rooms, requires organizing skills that encompass more than basic
socialization.
Organizing may be defined as the process of efficiently and effectively bringing people and
resources together to create products and services. Organizing establishes task and authority
relationships that allow people to work together to achieve the organization’s goals.
Managers create structures within business organizations to facilitate the operations of their
institutions. The structure of the organization consists of individual jobs that are combined into
departments to create “the skeleton of the organizational system” (Steers, Ungson, & Mowday,
1985). This structural “skeleton” holds up the entire organization and allows it to move forward
to achieve its plan for success. Organizational structure is a formal system of task and report-
ing relationships that coordinates the activities of employees so that they can work together to
achieve organizational goals. The organizational structure determines how an organization’s
resources can be best used to create goods and services. Organizational design is the process
by which managers make specific organizing choices that result in the particular kind of organi-
zational structure for the company.
In this chapter, we introduce the organizing function and divide it into three primary activities ...
Most businesses fail due to internal reasons like excessive debt or failure to change, rather than external factors. A common element of failed businesses is that they did not operate as an open organization. An open organization continuously imports information from its environment, uses it to design products/services that provide value to customers, and exports resulting products, services, and waste. Key elements of an open organization include a culture that shares information openly, diverse employees with a variety of experiences, and systems that support innovative behavior and equal access to information. While being open enables learning and adaptation, organizations must also innovate rather than just adapt and avoid becoming too reactive to avoid failure over time.
The document discusses the changing nature of leadership from a "conductor" model to a "conductor of electricity" model. Today's leaders must connect internally and externally, attracting others to their cause. Key skills for collaborative leadership include redefining organizations to source talent broadly, understanding different perspectives, addressing potential concerns upfront, engaging others with clarity of purpose and meaning, and leveraging social networks. Collaborative strategies will depend on distributed "conduits" throughout organizations leading together.
Give your employees freedom within a frameworkAlex Clapson
Imagine starting your first day of work at a new company. During your on boarding, someone called the Chief Culture Officer (CCO), tells you the usual things such as: employees live our company values and purpose; the company wants people to take risks and be responsible for the outcomes; it’s okay to fail, just learn from the mistake; blah, blah, blah. At the end of thirty minutes, with semi-glazed over eyes, you stand up to leave the meeting room. Just as you are about to go out the door, the CCO stops you and says, “Oh, I also forgot to mention that we have no dress code or vacation policy. Just wear clothes and take the time you need to re-energize.”
The document discusses the concept of organization, defining it as a group of people working together to achieve common goals. It also outlines different levels within organizations from individuals to entire groups and departments. Finally, it examines different theories of organizational structure, comparing approaches like functional specialization versus fewer management levels between top and bottom of the organization.
Essay about Organizational Structures
Different Types Of Individual Behavior
Essay about Organizational Structure
Henry Mintzberg s Organizational Archetypes
Essay about Organizational Culture
The Five Types of Organizational Structure
Levels Of Management Essay
Three Types Of Isomorphism In Business
Assignment : Types Of Business Organization
Organizational Structure Essay
Organizational Structure
The document discusses creating a company of business people by giving all employees a comprehensive understanding of the business realities and strategic priorities. It argues that lack of communication is not the main problem, but rather mistrust and fear between leadership and employees. The solution is to use Root Learning's process to help employees understand the business challenges on their own through visualization, strategic dialogue, and group discussion. This builds shared knowledge and commitment to make necessary changes across the organization.
Running Head EMPLOYEE INNOVATION PLAN1EMPLOYEE INNOVATION P.docxjeanettehully
Running Head: EMPLOYEE INNOVATION PLAN 1
EMPLOYEE INNOVATION PLAN 2
Microsoft is the house of innovation and a benchmark to which other organizations can look up to. Microsoft was able to achieve the current position in the industry through its continuous innovation and creativity. Behind the constant innovation are the employee's which are committed to creating new product and services which could serve customers more efficiently. Human capital is an asset but if the human capital is innovative along with skilled and learned then this is a golden asset. Among these skilled and innovative employees emerge intrapreneurs who changed the fate of the organizations.
Innovative practices
Organizations can promote innovation among their employees by building an open and flat organizational structure where employees are not bounded in bureaucratic and hierarchal levels. Study shows that creativity decreased in employees when they are too many restrictions. The human mind thinks openly when the atmosphere is free. Organizations like Microsoft has used their organizational structure and culture to promote innovation and creativity in their employees. Employees are appreciated and appraised for innovation and creativity and they are not restricted to a connectional thought process. In such an environment, employees have been able to think openly and communicate their ideas openly which has helped the organization reach its current position (Newlands, 2018).
Intrapreneurship competency
Intrapreneurship competency can be built among the workforce through strategizing the innovation-oriented approach. Employees should feel motivated for challenging the status-quo in thinking and break free from conventional methods and processes. They can get this motivation from their work environment. Organizations can build intrapreneurial competency by conducting training and development programs that help the employee to think out of the box and keep them motivated. Furthermore, the organizational environment should be supportive of intrapreneurs. They should feel motivated and inspired. There should be a proper recognition and reward system for innovative employees and especially the intrapreneurs so that they do not feel the need to leave their organization and start implementing their ideas on their own.
Identification of intrapreneurs
It is crucial for companies to find the most brilliant minds of the workforce and then invest in them more to help them reach their full potential. The organization can identify the intrapreneurs by keeping a check on which employee has submitted the most unique ideas and check the performance of its employees through training ad developments. In training, employees are assigned to test tasks where are checked in the simulated environment. The performance can point to the intrapreneurs which can be further groomed for their talent (Somers, 2018).
The climate of innovative support learning and development
Organizations that ne ...
Culture of Transparency: The Next Management Revolution daPulse
The document discusses how internal transparency at companies can help them be more innovative, adaptable, and fast moving. It provides examples of how companies like Stripe, Qualtrics, and Hubspot practice transparency by sharing information about goals, plans, projects, and performance openly with all employees. This helps employees stay aligned with the company's objectives, communicate better across teams, and make more informed decisions. The global trend of internal transparency in companies aims to provide employees with the information they need to contribute effectively and drive the business forward.
Dr. David Kolzow is President of Team Kolzow Inc., which provides economic development consulting services. He recently served as the Chair of the Department of Economic Development & Planning at the University of Southern Mississippi for four years. He has close to 40 years of consulting experience in site selection, real estate development planning, and community economic development. His past clients include numerous communities, states, and some of the largest land developers in the nation.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
The document summarizes interviews with 11 CEOs who have successfully led organizational transformations. Some common themes that emerged from the interviews include:
1) Nearly all the CEOs fundamentally changed their business model to move the company to a better position in the medium term, often setting and achieving ambitious goals within 1-3 years.
2) The CEOs typically had to achieve quick wins to build credibility and address near-term pressures while also investing in longer-term ambitions.
3) Building the right team, culture and ensuring people were aligned around a shared vision and commitment was seen as central to driving and sustaining change by the CEOs.
The document discusses organizational performance and how it relates to an organization's past, present, and projected future performance. Organizational performance comprises the actual output or results achieved by an organization over a period as measured against its intended outputs or plans. Key factors that influence organizational performance include organizational structure, culture, leadership, and employee motivation and skills. Measuring performance helps organizations identify areas of strength and weakness and make improvements.
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core values and expectations that are consistently communicated. This establishes a common language and roadmap for employees.
2. Define what constitutes a "superstar" employee beyond just doing their job. Organizations now need employees who are passionate, take initiative, and contribute meaningfully.
3. Hire the right people who align with the culture and have the skills, mindset and initiative to be superstars. Prioritize culture fit over just skills or experience.
4. Continuously develop and empower existing employees to reach
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
1. Create a culture of success by defining core cultural values and expectations, clearly communicating them, and holding employees accountable.
2. Define the characteristics of a "superstar" employee for the current environment where employees want growth and impact beyond just receiving a paycheck.
3. Implement practices like onboarding, training, recognition, and feedback that cultivate superstar qualities in all employees.
4. Measure culture and engagement regularly through metrics and make adjustments to continuously strengthen the culture. Developing the right culture is essential to achieving business strategy and success.
The document discusses how a major consumer products firm in Europe reorganized into a matrix structure to increase collaboration between divisions but struggled with cultural issues. It then discusses how PepsiCo Mexico Foods successfully merged two of its subsidiaries, Gamesa and Sabritas, through extensive cultural alignment efforts in addition to structural changes. These efforts included adopting a new unified image and culture symbolized by the merging of two rivers, aligning employee behaviors and identities behind the new combined company through initiatives like shared uniforms, and focusing leaders on collaboration rather than their legacy company interests. This cultural alignment was needed to fully realize the benefits of the new matrix structure.
Test 4 Study Guide-What does a spreadsheet consist ofA groupi.docxmattinsonjanel
Test 4 Study Guide
-What does a spreadsheet consist of?
A grouping of text and numbers in a rectangular grid or table
-What is a label?
A label most often refers to a text entry such as a heading used to identify a column of data.
-What is the default alignment of a cell which begins with a label?
-Does the print command cause that portion of the current window visible on the screen to be printed unless changed in options?
- Can margins be set using inches and centimeters?
-Can you perform a series fill in any direction?
-Can functions have more than three arguments?
-How are absolute cell reference, and mixed cell reference identified?
-Can charts contain data from a completely separate spreadsheet?
-A chart most be recreated when values are changed?
-can scales on the vertical and horizontal axis be modified?
-is it mandatory that the arguments in an array formula be absolute value?
-How are DSUM and DCOUNT different from SUM and COUNT?
SUM-Function adds the values in a specified rang
COUNT-Function that tallies how many cells in specified range contain numbers or dates
DSUM-Returns the sum of the values in the summary column that meet specified criteria
DCOUNT-Returns the number of cells containing numbers that meet specified criteria
-Know the IF statement arguments
-Can the PMT only be used if the payments are the same?
-Can database be sorted in ascending or descending order?
-Does the worksheets have to have an identical layout in order for Consolidation using labels to work?
-Can other functions be used besides SUM when consolidating worksheets?
-Can the variables in a data table be changed once set up?
-
15: Organizational Culture and Innovation: living and working together
Social Media and Corporations: Don’t Cross the Line When You Go Online
When you think of “shameless self-promotion on Twitter”, what industry do you think of first? Whatever your choice, there’s a good chance it’s not Wall Street.
But it’s not for lack of wanting. Though investment banking has been slower than most industries to dive headfirst into self-promotion via Twitter and Facebook, many young professionals are eager to reach out to existing and potential customers using social media tools. But firms are cautious about how bankers represent themselves to a public wary of corporate hijinks and poor decision-making. Add to this a very complex regulatory environment surrounding how businesses in banking industry must monitor and store official communications, and you start to understand why Wall Street has been more tentative than most industries to get with the times.
“Who could blame any firm operating in a regulated industry for taking a cautious approach in the face of all that?” asks social media expert Kip Gregory, principal of The Gregory Group. “Especially in financial services, which is at its core an industry built around the management of risk. The question is: How do you, as a competitor in this business, choose to respond to a clearly shiftin ...
Peer business advisory groups are made up of 6-12 business owners or executives who meet regularly to discuss challenges and opportunities. Membership can cost hundreds to thousands per year. Groups help members reduce isolation, boost profits by sharing strategies, and open doors by joining with other companies. There are industry-specific groups where members are in the same field but different locations to share comparable issues, and cross-industry groups where members are in different fields but the same region to learn about the local business environment. A good facilitator is key to keep discussions productive. While requiring preparation and accountability, members find the groups make them think more strategically and execute plans more quickly.
- The concept of a learning organisation aims to define organisations that are continually adapting through the evolving knowledge and understanding of its members.
- Peter Senge introduced the influential idea of a learning organisation as one where people expand their capacity to achieve desired results through nurturing new thinking and collective aspiration.
- However, critics argue that the level of organizational learning required may not always be beneficial and that not all organizations need to be "learning organizations". The concept of a learning organization is not universally applicable to all organizations in all contexts.
The document summarizes key findings from a report by The Boston Consulting Group and World Federation of Personnel Management Associations on addressing HR challenges worldwide through 2015. It identifies the top 8 future HR challenges based on a global survey of over 4,700 executives in 83 countries/markets. These challenges fall into three categories: developing and retaining the best employees, anticipating change, and optimizing HR processes and metrics. The report provides companies with an approach and metrics to integrate HR strategy with overall business strategy to gain a competitive advantage through people.
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
Pivotal Paradigm Project: Theory Of Change Fall 2020JesanaGadley
The document outlines a three stage theory of change for making workplaces more inclusive. Stage one involves conducting an analysis of the organization's culture and climate through staff feedback. Stage two includes specialized diversity trainings designed based on stage one findings, and increased transparency about the organization's diversity metrics and efforts. Stage three focuses on establishing employee resource groups and recommendations for long-term cultural change to sustain an inclusive environment. The goal is for this process to help organizations acknowledge issues, provide education, and implement solutions for truly inclusive workplaces.
The document defines corporate strategy, business strategy, and functional strategy. Corporate strategy refers to the grand plan created by a corporate headquarters to guide businesses under its control. Business strategy is the grand plan for a specific business unit. Functional strategy is the grand plan for individual business functions like operations, marketing, and HR.
It also discusses behavioral science theory and systems theory in management. Behavioral science theory focuses on how human behavior and relationships impact productivity, as shown through the Hawthorne experiments. Systems theory views organizations as systems of interdependent parts that must be integrated by managers.
Finally, it defines planning, explains its importance, and describes the BCG matrix. The BCG matrix analyzes business units based on their
There are two main types of organizational structures: functional and product. A functional structure groups employees by specialty, with marketing, engineering, etc. reporting to the CEO. A product structure organizes the company by the products or brands it sells. The document also discusses divisional, geographical, and matrix structures. Key factors in choosing a structure include company strategy, size, operations, and whether it has multiple locations or products.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
You are the Nursing Director for the medical-surgical area of a .docxkenjordan97598
You are the Nursing Director for the medical-surgical area of a large
hospital. Nurses at this hospital to “self-scheduling”. The managers of the
units have brought to your attention that a severe staffing shortage for the
winter holiday schedule is apparent. Using two different types of leadership
styles, how would you handle this situation?
.
You are the newly appointed director of the Agile County Airport.docxkenjordan97598
You are the newly appointed director of the Agile County Airport System. The characteristics of your organization include:
It is a Local Government Department
Consists of 4 Airports – International, Mather, Executive, Franklin Field
There are 400 employees at all four airports
The airport board of directors has decided to move to an Agile Lean process for all projects.
You quickly recognize that you need to undertake a cultural transformation in order for the Agile Lean process to take hold. The current organization has the following culture characteristics:
No Mission Statement
No Sense of Direction
Militaristic/Top-Down Leadership Model
No Accountability
No Communication
Staff focused on Empire Building
Organization Viewed Itself as Regulators
Focused on catching people doing something wrong
Publicly Belittled
Focus on “Turf”
Process Oriented
Problem Oriented
Growth Without a Long-Term Plan
Employees Not Engaged
Staff consists mostly of generalists
The board of directors has asked you to prepare an overview presentation for their next meeting on your ideas for a organizational culture transformation plan. To complete this assignment you are to design a 5 to 10 slide PowerPoint presentation with notes, that addresses the following key elements:
What makes up organizational culture?
What do you see as the benefits of a culture transformation
What would your Culture Transformation Plan consist of? Describe the high level steps you would take to accomplish this transformation.
What questions would you ask to help in defining a new culture?
What characteristics would you envision the “new” organizational culture to exhibit? Develop a list based upon the current organizational culture
.
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Microsoft is the house of innovation and a benchmark to which other organizations can look up to. Microsoft was able to achieve the current position in the industry through its continuous innovation and creativity. Behind the constant innovation are the employee's which are committed to creating new product and services which could serve customers more efficiently. Human capital is an asset but if the human capital is innovative along with skilled and learned then this is a golden asset. Among these skilled and innovative employees emerge intrapreneurs who changed the fate of the organizations.
Innovative practices
Organizations can promote innovation among their employees by building an open and flat organizational structure where employees are not bounded in bureaucratic and hierarchal levels. Study shows that creativity decreased in employees when they are too many restrictions. The human mind thinks openly when the atmosphere is free. Organizations like Microsoft has used their organizational structure and culture to promote innovation and creativity in their employees. Employees are appreciated and appraised for innovation and creativity and they are not restricted to a connectional thought process. In such an environment, employees have been able to think openly and communicate their ideas openly which has helped the organization reach its current position (Newlands, 2018).
Intrapreneurship competency
Intrapreneurship competency can be built among the workforce through strategizing the innovation-oriented approach. Employees should feel motivated for challenging the status-quo in thinking and break free from conventional methods and processes. They can get this motivation from their work environment. Organizations can build intrapreneurial competency by conducting training and development programs that help the employee to think out of the box and keep them motivated. Furthermore, the organizational environment should be supportive of intrapreneurs. They should feel motivated and inspired. There should be a proper recognition and reward system for innovative employees and especially the intrapreneurs so that they do not feel the need to leave their organization and start implementing their ideas on their own.
Identification of intrapreneurs
It is crucial for companies to find the most brilliant minds of the workforce and then invest in them more to help them reach their full potential. The organization can identify the intrapreneurs by keeping a check on which employee has submitted the most unique ideas and check the performance of its employees through training ad developments. In training, employees are assigned to test tasks where are checked in the simulated environment. The performance can point to the intrapreneurs which can be further groomed for their talent (Somers, 2018).
The climate of innovative support learning and development
Organizations that ne ...
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The document discusses how internal transparency at companies can help them be more innovative, adaptable, and fast moving. It provides examples of how companies like Stripe, Qualtrics, and Hubspot practice transparency by sharing information about goals, plans, projects, and performance openly with all employees. This helps employees stay aligned with the company's objectives, communicate better across teams, and make more informed decisions. The global trend of internal transparency in companies aims to provide employees with the information they need to contribute effectively and drive the business forward.
Dr. David Kolzow is President of Team Kolzow Inc., which provides economic development consulting services. He recently served as the Chair of the Department of Economic Development & Planning at the University of Southern Mississippi for four years. He has close to 40 years of consulting experience in site selection, real estate development planning, and community economic development. His past clients include numerous communities, states, and some of the largest land developers in the nation.
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The document summarizes interviews with 11 CEOs who have successfully led organizational transformations. Some common themes that emerged from the interviews include:
1) Nearly all the CEOs fundamentally changed their business model to move the company to a better position in the medium term, often setting and achieving ambitious goals within 1-3 years.
2) The CEOs typically had to achieve quick wins to build credibility and address near-term pressures while also investing in longer-term ambitions.
3) Building the right team, culture and ensuring people were aligned around a shared vision and commitment was seen as central to driving and sustaining change by the CEOs.
The document discusses organizational performance and how it relates to an organization's past, present, and projected future performance. Organizational performance comprises the actual output or results achieved by an organization over a period as measured against its intended outputs or plans. Key factors that influence organizational performance include organizational structure, culture, leadership, and employee motivation and skills. Measuring performance helps organizations identify areas of strength and weakness and make improvements.
This document provides guidance on developing an extraordinary organizational culture that avoids employee apathy and maximizes engagement and productivity. It outlines four key steps:
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2. Define what constitutes a "superstar" employee beyond just doing their job. Organizations now need employees who are passionate, take initiative, and contribute meaningfully.
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4. Continuously develop and empower existing employees to reach
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1. Create a culture of success by defining core cultural values and expectations, clearly communicating them, and holding employees accountable.
2. Define the characteristics of a "superstar" employee for the current environment where employees want growth and impact beyond just receiving a paycheck.
3. Implement practices like onboarding, training, recognition, and feedback that cultivate superstar qualities in all employees.
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The document discusses how a major consumer products firm in Europe reorganized into a matrix structure to increase collaboration between divisions but struggled with cultural issues. It then discusses how PepsiCo Mexico Foods successfully merged two of its subsidiaries, Gamesa and Sabritas, through extensive cultural alignment efforts in addition to structural changes. These efforts included adopting a new unified image and culture symbolized by the merging of two rivers, aligning employee behaviors and identities behind the new combined company through initiatives like shared uniforms, and focusing leaders on collaboration rather than their legacy company interests. This cultural alignment was needed to fully realize the benefits of the new matrix structure.
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Test 4 Study Guide
-What does a spreadsheet consist of?
A grouping of text and numbers in a rectangular grid or table
-What is a label?
A label most often refers to a text entry such as a heading used to identify a column of data.
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COUNT-Function that tallies how many cells in specified range contain numbers or dates
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DCOUNT-Returns the number of cells containing numbers that meet specified criteria
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15: Organizational Culture and Innovation: living and working together
Social Media and Corporations: Don’t Cross the Line When You Go Online
When you think of “shameless self-promotion on Twitter”, what industry do you think of first? Whatever your choice, there’s a good chance it’s not Wall Street.
But it’s not for lack of wanting. Though investment banking has been slower than most industries to dive headfirst into self-promotion via Twitter and Facebook, many young professionals are eager to reach out to existing and potential customers using social media tools. But firms are cautious about how bankers represent themselves to a public wary of corporate hijinks and poor decision-making. Add to this a very complex regulatory environment surrounding how businesses in banking industry must monitor and store official communications, and you start to understand why Wall Street has been more tentative than most industries to get with the times.
“Who could blame any firm operating in a regulated industry for taking a cautious approach in the face of all that?” asks social media expert Kip Gregory, principal of The Gregory Group. “Especially in financial services, which is at its core an industry built around the management of risk. The question is: How do you, as a competitor in this business, choose to respond to a clearly shiftin ...
Peer business advisory groups are made up of 6-12 business owners or executives who meet regularly to discuss challenges and opportunities. Membership can cost hundreds to thousands per year. Groups help members reduce isolation, boost profits by sharing strategies, and open doors by joining with other companies. There are industry-specific groups where members are in the same field but different locations to share comparable issues, and cross-industry groups where members are in different fields but the same region to learn about the local business environment. A good facilitator is key to keep discussions productive. While requiring preparation and accountability, members find the groups make them think more strategically and execute plans more quickly.
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The document summarizes key findings from a report by The Boston Consulting Group and World Federation of Personnel Management Associations on addressing HR challenges worldwide through 2015. It identifies the top 8 future HR challenges based on a global survey of over 4,700 executives in 83 countries/markets. These challenges fall into three categories: developing and retaining the best employees, anticipating change, and optimizing HR processes and metrics. The report provides companies with an approach and metrics to integrate HR strategy with overall business strategy to gain a competitive advantage through people.
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
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The document defines corporate strategy, business strategy, and functional strategy. Corporate strategy refers to the grand plan created by a corporate headquarters to guide businesses under its control. Business strategy is the grand plan for a specific business unit. Functional strategy is the grand plan for individual business functions like operations, marketing, and HR.
It also discusses behavioral science theory and systems theory in management. Behavioral science theory focuses on how human behavior and relationships impact productivity, as shown through the Hawthorne experiments. Systems theory views organizations as systems of interdependent parts that must be integrated by managers.
Finally, it defines planning, explains its importance, and describes the BCG matrix. The BCG matrix analyzes business units based on their
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Details:
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You are the Nursing Director for the medical-surgical area of a large
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winter holiday schedule is apparent. Using two different types of leadership
styles, how would you handle this situation?
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You are the newly appointed director of the Agile County Airport System. The characteristics of your organization include:
It is a Local Government Department
Consists of 4 Airports – International, Mather, Executive, Franklin Field
There are 400 employees at all four airports
The airport board of directors has decided to move to an Agile Lean process for all projects.
You quickly recognize that you need to undertake a cultural transformation in order for the Agile Lean process to take hold. The current organization has the following culture characteristics:
No Mission Statement
No Sense of Direction
Militaristic/Top-Down Leadership Model
No Accountability
No Communication
Staff focused on Empire Building
Organization Viewed Itself as Regulators
Focused on catching people doing something wrong
Publicly Belittled
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Process Oriented
Problem Oriented
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Employees Not Engaged
Staff consists mostly of generalists
The board of directors has asked you to prepare an overview presentation for their next meeting on your ideas for a organizational culture transformation plan. To complete this assignment you are to design a 5 to 10 slide PowerPoint presentation with notes, that addresses the following key elements:
What makes up organizational culture?
What do you see as the benefits of a culture transformation
What would your Culture Transformation Plan consist of? Describe the high level steps you would take to accomplish this transformation.
What questions would you ask to help in defining a new culture?
What characteristics would you envision the “new” organizational culture to exhibit? Develop a list based upon the current organizational culture
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.
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She is given a prescription for Chlamydia, and the vulvar lesions, told to follow up in 2 weeks.
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Please locate two resources specific to this situation that you would refer this parent/patient to for further support. Provide a brief description for each resource and explain why you chose them.
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You are working for the Chief of Staff (CoS) for a newly elected Governor. The governor asked the CoS to research and prepare a 5- to 7-paragraph background briefing (
backgrounder
) that addresses the below question. The CoS will use this background briefing to prepare the Governor and his appointed cybersecurity director as they answer questions from the press and general-public.
You are
not
answering the questions as the governor, rather you are providing the governor the information s/he needs to answer the question.
The question:
As governor, how will your administration improve cybersecurity for the state's Critical Infrastructures?
The CoS asked you to research and prepare a draft for the background briefing. Your draft must provide enough information that the CoS and the Governor understand key terms that you use in your explanations. To that end, your draft briefing must answer the following questions:
What is meant by "cybersecurity" for critical infrastructures?" Give examples of critical infrastructure associated with a specific state.
What is meant by "Threats" (i.e. individual hackers, politically motivated hacktivists, criminal enterprises, and unfriendly "nation state" actors), countermeasures, and safeguards? Explain technical terms and examples.
What are the three most important actions that the governor's administration should take to help improve the security of critical infrastructures in the state? (You should identify and discuss these in greater detail than your response to the first two bullet points.)
Provide in-text citations and references for 3 or more authoritative sources. Put the reference list at the end of your posting.
.
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You are working at Johnson and Cohen law firm and have recently been assigned to lead the appeal of a man convicted of first degree murder and sentenced to death.
The defendant has never had an IQ test, but friends and family insist that he has always been a little “slow“ his entire life. He was also diagnosed with autism earlier in his life and many of his former acquaintances thought he had psychiatric problems when they knew him.
These factors were never brought up at trial by the defendant's previous defense team because they wanted to focus on mitigating circumstances surrounding the crime that was committed rather than confusing the issue with too many different defenses.
Based on the Case Study for this week, submit a 6 page case analysis using Microsoft Word that answers the following questions:
How would your team argue during the appeal that the defendant's constitutional rights were violated?
What evidence would be required for your defendant to be considered mentally retarded under
Atkins v. Virginia
and
Penry v. Lynaugh (1989)
?
Assess whether or not that evidence can be presented in this case.
What evidence would be required for your defendant to be considered insane under
Ford v. Wainwright (1986)
? Assess whether or not that evidence can be presented in this case.
Do you believe that bringing up the defendant's diagnosis of autism could have aided in the defense in the sentencing phase? Would the contention that he was mentally slow have helped? Provide rationale for your answers.
Identify other aspects of the case not mentioned in the scenario that could benefit the defendant. For instance, consider whether the Supreme Court has found it unconstitutional to apply the death penalty in other circumstances.
If you succeed in your appeal, what would be the next steps to occur?
.
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You are working for a community counseling agency, and you are tasked with training new counseling interns on effective counseling skills.
Create
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Characteristics of an effective helper
Attending and observation skills
Initiation of client-counselor rapport and trust
Maintaining boundaries and self-awareness
Transference and countertransference
Factors associated with age, culture, and diversity
.
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You are working as the software tester for a big enterprise company. Your company is working on the following architecture:
(Daniel, 2016)
Address the following, and complete all of the sections based on the above architecture:
Submit a System Test Plan document that contains the following:
Purpose of the document
Functional scope
Testing strategy
System testing entrance criteria
Test data
Suspension criteria
Execution plan
Defect reporting
Test schedule
Environment
Risks
Assumption
Who-to-call list
.
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You are working as HelpDesk Support for an organization where your usual duty involves providing remote users with various IT related supports. The majority of these users are placed in locations where high-speed LAN (10Mbpds) are not available. Assume they are using the Darwin VM at their end, and you have Canberra VM at your end. Now you will have to set up a Remote Desktop Connection from Canberra to Darwin; so that you, with the physical access to Canberra VM, can remotely connect to Darwin VM. You also have to ensure the connection is optimized for low-speed broadband networks. Follow the submission format and before starting this task ensure VMs can ping each other
.
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You are working as an APRN in your local primary care office. The rural town of Maynard has 300 people, a post office, doctor’s office, and a gas station. The primary source of income is farming or driving 45 minutes to a somewhat larger town. With the blizzard coming, all your patients except two have cancelled for the morning. Jose is scheduled at 0900; he is a nine-year-old Hispanic male born in Mexico. He and his family (Mom, Dad, and six siblings, ages six months to 14 years) moved into the area just a few months ago. Jose’s mother reported that he had nearly died at two months after contracting pertussis.
Your final patient of the morning is Irena, a 15-year-old teenage female who lives with her aunt in Maynard. Irena is Romanian and barely speaks any English. Her aunt has been your patient for the past few years, and she told you that Irena had been abducted in Romania at the age of 10. Irena’s parents found her quite by accident when a sex trafficking ring dumped all their “product” in a refugee camp in Serbia just a few months ago. Irena’s parents are still in Romania, but they sent Irena here to live with her aunt.
Having discussed many guidelines throughout this term, consider the content you have explored. Using this knowledge, answer the following questions related to your chosen scenario. Note: please try to choose a topic for your initial post that you did not choose previously during the semester or aren’t as familiar with so you can gain additional knowledge as we finish up this course
Discuss the guidelines assigned with your scenario.
Will both patients be treated in the same manner? Why or why not?
What would your treatment plan be for each of the individuals in your scenario?
Please include at least three scholarly sources within your initial post.
.
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You are the new Public Information Officer (PIO) assigned by the Chief of Police. You work for a mid-sized metropolitan police agency that has always relied on the utilization of a city information officer for any media or public communication. Until now, your agency never had an assigned public information officer specifically for the police department. Your agency is growing and is expected to add an additional 25 patrol officers in the next two years.
These added officer positions are in addition to a newly created Federal Task Force, where two new detective positions were added. These positions will create a larger budget for the police department and you have been informed that taxpayers are not necessarily receptive to these costs. As the new PIO, you are required to submit a written communication plan to the Chief of Police detailing how you would draft public notification of the departmental growth and change, reassignments of patrol areas, and overall agency changes occurring in relation to these positions.
Write
a 1,400- to 1,750-word paper that addresses the following:
Describe the genre of communication you would use such as a paper format, social media, public announcement, press release, or a televised media conference.
If increased social media, such as Facebook and Twitter, required for the departmental growth.
How far ahead of these positions being hired would you relay the message?
What do you do with citizens who communicate an opposition the hiring of additional officer causing extra taxes?
Who are your stakeholders in this public notice?
What are the differing concerns of internal communication versus external communication on this issue?
How often would you follow up on the notification? Quarterly, monthly, or annually?
Cite
at least one source other than the textbook.
Format
your paper in proper APA format.
.
You are welcome to go to the San Diego Zoo any time you would li.docxkenjordan97598
You are welcome to go to the San Diego Zoo any time you would like to work on your project. However, you would have to pay for a student ticket or buy a membership. However, I will make an announcement soon about a couple of dates where we get in for a discounted price if we enter as a class. Once inside, you can go off on your own to work on your projects.
1. First, make note of the day(s) you attended the San Diego Zoo, the time you spent there (specific hours), and the weather conditions.
2. Select a
total of 5 primates
from the following list to observe. Please note: not all of these primates will be on display all of the time. You do not need to choose one from each group...you can focus on ANY five species.
3. Focusing on the 5 primates you have selected, note the following aspects about each of them.
Scientific name & common name
Where the species is found at the SD Zoo (Monkey Trail, etc.)
Taxonomic category (prosimian, NW monkey, OW monkey, or ape)
Geographic location
Diet
Dental formula
Sexual dimorphism
Locomotor style
Type of nose
Body size
Any unusual features
Endangered status
4.
Focusing on the 5 primates you have selected, describe and analyze the primates’ behaviors you witnessed during your visit. This is the part you should spend the most time on!!
5. Finally, you should note what you personally gained from the experience, and what your attitude is regarding the Zoo and the care of the animals.
Request
Weather, time, and date of visit
Bullet point answers for 5 primate species (2 points per species)
Analysis of behaviors observed...why are the animals doing what they're doing (5 points per species)
Concluding thoughts of the zoo and the project
.
You are visiting one of your organization’s plants in a poor nation..docxkenjordan97598
You are visiting one of your organization’s plants in a poor nation. You discover a young girl (under the age of 16) is working on the factory floor. The company has a strict prohibition on child labor. You remind the plant manager of the policy and insist that she should go back to the local school. The plant manager tells you the girl is an orphan, has no other means of support, and the country has no social services to provide for her. As the executive, what should you do? Explain your answer with a well-constructed and cogent response.
.
You are to write a four-page (typed, double-spaced) essay addressing.docxkenjordan97598
You are to write a four-page (typed, double-spaced) essay addressing the following question. The exam is open-book, open notes.
Discuss the impact of geography on the civilizations of Mesopotamia, Egypt, Greece, China, sub-Saharan Africa, and pre-Colombian America
(please write on a doc. and do please make sure give me on time)
.
You are to write a 7-page Biographical Research Paper of St Franci.docxkenjordan97598
You are to write a 7-page Biographical Research Paper of
St Francis of Assisi or St Clare
:
*Include a Title Page (not counted as one of the 7 pages)
*Include a “Sources Cited” page (not counted as one of the 7 pages)
*MLA Format or Professor approved format
Use the following Outline: (St Francis of Assisi or St Clare)
I. The Major Events of their life
II. Their Impact on society and the church in their lifetime
III. Their Legacy today…how they still inspire us
IV. Your personal reflections
.
You are to write a 1050 to 1750 word literature review (in a.docxkenjordan97598
You are to write a
1050 to 1750 word literature review
(in addition to the title page and references page) on the articles you selected for Week 2, synthesizing the findings in the articles that you found on your topic. You may incorporate other articles or references to support your discussion, as needed. Use APA citation and reference guidelines.
What is a literature review?
A literature review is a synthesis and critique of the published research in a given area of research. Your focus is on the findings of the studies you are exploring – their methods, approach, results, and implications – rather than the broad topic overall. It should synthesize findings in specific areas. Thus, you should look for themes in the range of articles and write about them as you group common themes.
Synthesize the material you found. In other words, find connected themes in the different areas you cover. Occasionally you might discuss individual articles, but only if the article is very unique and no other article has similar findings. The synthesis should focus strictly on existing, published research.
What else should you include besides a synthesis of research?
Be sure to include in your review other potential areas that still need to be explored. What unanswered questions are there? What holes are in the research that you have not yet found answers to? What contradictions are in the research will you seek to explore?
Examples of Synthesized Findings for Literature Review:
College students were found to have a large number of conflicts with roommates (Darsey, 2003; Smith, 2001; Yarmouth, 2005). Researchers also found that roommate conflicts were most frequent during the first semester of college (Lotspiech, 2004; Nominskee, 2001; Zackarov, 2000). Morissey (2004) found a reduction of roommate conflicts continued as students progressed from freshman to seniors, with seniors having the fewest roommate conflicts. However, Ellensworth (2001) found no correlation with year in school and frequency of roommate conflict. The contradiction between Ellensworth’s and Morissey’s findings suggest that additional research is needed in this area.
Ellensworth’s (2001) research was strictly quantitative, lacking a full picture of the contexts or reasons for the specific conflicts. It asked people to mark the frequency of their conflicts and types of people with whom they typically disputed. Morissey (2004) conducted interviews that allowed participants to provide an explanation for the reasons for the conflicts, and the contexts (dorm roommates, apartment roommates, house roommates, etc.). However, she interviewed far fewer people than Ellensworth surveyed.
Combining Ellensworth’s surveys with Morissey’s interview questions and utilizing a research team to increase the number of interviews could provide more details about the conflicts and contexts, and allow us to further look into the question of year in school and conflict behavior.
DeSoto (2005) and Craig (2.
You are to take the uploaded assignment and edit it. The title shoul.docxkenjordan97598
You are to take the uploaded assignment and edit it. The title should be changed for better clarification, something like SCHOOL DISTRICTS TRAINING THEIR TEACHERS WHO ARE ALREADY IN SERVICE.
Include more expressions of how these children have been failed in the past.
Change up wording and use stronger and more concise word choices.
AGAIN ALL THIS WILL BE DONE FROM OFF THE ASSIGNMENT THAT'S BEEN UPLOADED.
.
You are to use a topic for the question you chose.WORD REQUIRE.docxkenjordan97598
You are to use a topic for the question you chose.
WORD REQUIREMENT IS 300 Words
1. Jean Jacque Rousseau was a Frenchman who wrote the Rights of Man. After viewing the film on the French Revolution, how much of the Rights of Man were followed, especially during the Reign of Terror? Give examples.
2. This week, we read about liberalism and conservatism, two terms that are by no means new to use today. Per your readings discuss the premise of liberalism. Has this ideology changed over time? Can we see elements of this in today’s society? Examples.
3. Per your readings this week, discuss the views of conservatism. Has this ideology changed over time? Do we see some elements of this in today’s society? Examples.
4. Doyle discusses the reasons for the French Revolution. In your mind, which do you believe is the most important and why. Examples.
5. Discuss the issues that led to the American Revolution. Example.
6. Prior to its revolution, Haiti was one of the wealthiest colonies in the world. The French reaped those rewards. So what happened? Why a revolution? Why a violent revolution? Give examples.
7. Discuss Polverel’s interpretation of the French giving Haitian slave emancipation and discuss what he hoped to accomplish. Examples.
8. Agriculture Revolution had a great impact on European society, it has many great accomplishments but there were a few downfalls. Discuss these downfalls. Examples.
9. There was a change in Dynasties in China, the Manchu’s came to power. Discuss the organization of the Manchu Dynasty. Was this effective? Examples.
10. Discuss the foreign relations of the Chinese Empire with its European counter parts. Discuss whether or not this experience was positive or negative. Give examples.
11. Discuss the most important issue that was the foundation for the 1848 Revolutions. Examples.
.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Sean JusticeCorbischapter 3The Organizing Function.docx
1. Sean Justice/Corbis
chapter 3
The Organizing Function
Chapter Goals
After completing this chapter, you should be able to
• Connect the organizing function with company
success.
• Explain the basicprinciples of job design.
• Employ the best form of departmentalization for a
specific company.
• Finalize the structure of a company.
• Describe various types of organizational
configuration.
min66227_03_c03_p055-080.indd 55 7/8/11 5:31 PM
56
CHAPTER 3Section 3.1 Introduction
3.1 Introduction
Learning Objective #1: What role does organizing play in
company success?
One key part of a manager’s job is to identify the best way to
organize and run a company or organization. Well-organized
2. companies are often recognized as being the most efficient,
effective, and productive within an industry group. A
well-organized company is critical to success. Having a
manager who can work with and
implement the structures and plans of a company is vital.
Organizing is a normal process that flows naturally from the
human tendency for coopera-
tion. People are predisposed to cooperate with one another.
Early humans used cooperation
behaviors and organizational skills, familiar to us today,
initially as survival techniques. As
humanity progressed, cultural technologies were developed to
enhance success in life.
While some cooperative human behaviors are likely instinctual,
the majority are learned
through various interactions with the environment, family,
school, and culture. Many
people learn early in life to keep their bedroom clean and
orderly. They later learn to keep
a school locker orderly, and eventually how to organize
computer files and MP3 music
files on portable music devices. The progression of
organizational abilities throughout
history indicates that humans have a natural understanding that
everything has its place.
Organizing complex structures, however, such as a large-scale
manufacturing plant or a
500-guest-room resort requires sophistication beyond basic
socialization.
Organizing may be defined as the process of efficiently and
effectively bringing people
and resources together to create products and services.
Organizing establishes task and
3. authority relationships that allow people to work together to
achieve the organization’s
goals. Organizing consists of three primary activities: (a) job
design, (b) departmentaliza-
tion, and (c) completion of the organizational structure.
In a business organization, the focus should be on creating a
structure within the orga-
nization as a social institution. The structure of the organization
is made up of the func-
tional jobs within an organization, and they represent “the
skeleton of the organizational
system” (Steers, Ungson, & Mowday, 1985). This structural
“skeleton” holds up the entire
organization and allows it to move forward to achieve its plan
for success. An organiza-
tional structure is a formal system of task and reporting
relationships that coordinates the
activities of members so that they work together to achieve
organizational goals.
The organizational structure determines how an organization’s
resources can be best used
to create goods and services. Organizational design is the
process by which managers
make specific organizing choices that result in the particular
kind of organizational struc-
ture they will utilize.
In this chapter, we introduce the organizing function and divide
it into three primary
steps: job design, departmentalization, and specification. Job
design creates the individual
job units, departmentalization categorizes the jobs into logical
groups, and specification of
authority-responsibility relationships finalizes the company
4. structure.
min66227_03_c03_p055-080.indd 56 7/8/11 5:31 PM
57
CHAPTER 3Section 3.1 Introduction
The Richards Group: Organizing Creativity
The Richards Group, based in Dallas, Texas, is America’s
largest independent advertising
agency. The company generates billings in excess of $1 billion
annually and employs over
650 marketing professionals. Its list of clients includes a variety
of well-known companies,
such as Orkin, Fruit of the Loom, T.G.I. Friday’s, Zales, Red
Lobster, Farmer’s Insurance,
and others. Graphic Design USA has listed The Richards Group
as one of the six most influ-
ential agencies in the United States. The firm has also received
many awards, including
Adweek magazine’s Agency of the Year numerous times.
Beyond these simple statistics is a story that owner-founder
Stan Richards once described
as “a rocket ride,” in an April 6, 2006, article printed in the
Dallas Business Journal, which
led to his being named as one of The Wall Street Journal’s
“Giants of Our Time.” Other
agencies have emulated many of the tactics employed by The
Richards Group. Rich-
ards notes that his company utilized them first and still utilizes
them best. He has
5. creatively employed the fundamentals of organizing to help the
company achieve
such dramatic success.
The Richards Group is founded on key core principles in its
mission statement and its over-
all strategy. In a 2010 interview with Don Baack, Richards
expressed his company’s phi-
losophy when he said, “Some companies push products. Some
sell ads. We sell the truth.”
The approach clearly works. “When we are hired by a client,”
Richards notes, “it’s not
just to make ads. We do so many things that are extremely
important. That ad is what the
consumer ultimately sees, but in order to get there, you have to
have a dead-on strategy,
if you’re going to be successful. You go through the strategic
process, you get to the right
answer, and then you can execute against that answer.”
Based on this foundation, the company's organizational
structure has been built. The
Richards Group carefully engaged in job design. A small
advertising agency will hire gen-
eralists, who take care of a variety of assignments. As the
organization grows, jobs become
more specialized. The Richards Groups employs highly skilled
specialists in every aspect
of advertising, from creating contracts with prospective clients,
to purchasing media time,
to making advertisements, to evaluating their success.
Departmentalization is where Stan Richards moved away from
traditional models. The
firm, which at one point consisted of fewer than 60 workers all
located on one floor of an
6. office building, expanded to a major office building on the
North Central Expressway in
Dallas, Texas. Employees in The Richards Group work in open
offices with no doors or
walls. More significantly, Richards notes:
What we do is co-mingle all the disciplines, so that in every
cluster of spaces
we will have an art director who sits next to a brand manager,
who, for exam-
ple, sits next to a print production manager, so that, in those
interdisciplinary
villages that everyone here occupies, nobody’s next door
neighbor does the
same thing that he or she does. What you don’t get is all the
creative people
sitting on this floor, then all the account management people on
the next floor,
and the media people on the floor above that.
min66227_03_c03_p055-080.indd 57 7/8/11 5:31 PM
58
CHAPTER 3Section 3.1 Introduction
The reason I did that in the first place was
that when we were 50 or 60 people, there
was an extraordinary level of energy and
electricity that just flowed through the
place. You could just walk in and feel it. A
lot of it was created by the casual contact
people had with each other. When you
have 50 or 60 people packed into a tight
7. space, you see everybody every day.
What agencies have always done, is
when they reach that 120 to 130 person
size, they then had to move to multiple
floors. And the minute they do, they take
a tight-knit bunch of people who really
liked each other and understood each
other, because they saw each other every
day, and divide them up into tribes.
These tribes don’t always get along.
There are lots of occasions where a cre-
ative will butt heads with a planner,
because they have a different point of
view. When you are packed into a tight
space, and when you have a great deal
of casual contact going on all day, every day, you get over that
stuff, because
they are your friends. When you’re on a different floor, you
seldom see them
and you decide, “That’s a different tribe up there, and they
drive me crazy.”
By moving away from traditional forms of departmentalization,
the company
has avoided many of those problems. (S. Richards, personal
communication,
February 2010)
The organizational structure at The Richards Group consists of
fairly standard authority-
responsibility relationships. Individuals continue to report to
supervisors who are in
charge of the basic functions, such as media selection. At the
same time, to continue the
8. creative cooperative spirit built by comingling specialists, staff
meetings are often held
in the stairwells between floors to help maintain egalitarian and
positive relationships
among all of the employees.
Some of the successful campaigns initiated by The Richards
Group include the long-
standing Chick-fil-A cow campaign, the Motel 6 campaigns, and
the company’s 2010 and
2011 Super Bowl commercials for Bridgestone. The next time
you view a commercial for
Corona beer that features a laid-back setting on a beach in the
Caribbean where you leave
the cares of the world behind you, Richards suggests, you will
also be viewing another
company success story. Corona has become the number one
imported beer in the United
States, passing Heineken—due, in part, to a successful
advertising management program
assisted by The Richards Group (Richards, 2010).
Stockbyte/Thinkstock
A unique organizational structure has
helped The Richards Group become one of
America’s top advertising agencies.
min66227_03_c03_p055-080.indd 58 7/8/11 5:31 PM
59
CHAPTER 3Section 3.2 Job Design
9. 3.2 Job Design
Learning Objective #2: How does a company design jobs?
A major component of the organizational structure within a
company is coming up with a job design for all levels of
employees. The first step is to define the types of jobs the
company will need to meet its objectives. A job is a set or series
of tasks
performed by an individual on behalf of an organization. A task
is a single chore that is part
of something larger—the job. A mechanic in a car dealership
may be asked to sweep the
floor (task one), change the oil in a truck (task two), and
sometimes drive patrons from the
shop to their work or homes (task three). Most jobs require the
completion of many tasks
throughout the day. Jobs may be assigned to categories, such as
those displayed in Table 3.1.
TABLE 3.1: TYPES OF JOBS
Category Examples
Unskilled Blue Collar Housekeeper
Trash Hauler
Semiskilled Blue Collar Assembly Line Employee
Truck Driver
Skilled Blue Collar Electrician
Plumber
Carpenter
Front-Line White Collar Retail Clerk
Bank Teller
10. Semiprofessional Paralegal
Paramedic
Dental Hygienist
Professional Doctor
Attorney
CPA
Specialized Professional Research Scientist
Questions for Students
1. How are jobs in advertising agencies different from jobs in
other companies?
2. Do you think comingling specialists, such as is the case in
The Richards Group, would
work in other companies?
3. What types of individuals should The Richards Group hire,
and what types would not fit
with the company?
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60
CHAPTER 3Section 3.2 Job Design
Job design progresses when managers deter-
mine the tasks needed to be done, who will do
them, and what selection criteria will be used
to choose employees and place them on the job.
The standard approach to job design involves
11. three steps: (a) job analysis, (b) job description,
and (c) job specification.
Job Analysis
The process of assigning tasks to jobs, called
job analysis, will be conducted by the human
resource department working in conjunction
with departmental managers. There are three
forms of commonly employed job analysis: (a)
comparison with other companies, (b) experi-
mentation, and (c) reflective planning.
Comparison with other companies can result from something as
simple as a phone call to a
friend in another firm to ask how that company defines duties
for a particular job. For exam-
ple, the position of administrative assistant varies widely,
depending on the industry. Some-
one assigned to manage a new walk-in emergency care facility
might call leaders of similar
organizations for advice. Comparisons can take place more
formally. This normally involves
using a resource such as the Dictionary of Occupational Titles
(U. S. Department of Labor, 1977).
Experimentation methods begin with simply trying various
methods to learn which is most
effective and efficient for performing a job. This allows
managers to evaluate workload to
aid the organization of workflow. For instance, if an employee
cannot keep up with every-
thing, tasks can be removed; if an employee is bored, additional
tasks may be assigned.
One more sophisticated form of experimentation is the time-
and-motion study designed
12. by Frank Gilbreth. In these cases, jobs are performed in various
ways and observed using
a stopwatch and sometimes even through filming of specific
tasks. The goal is to eliminate
wasted motion and create an efficient set of job tasks.
Reflective planning requires managers to give thought to how
processes are completed. In
some organizations, the public relations function will be
performed by specialists trained
in media relations and writing. Those jobs are clearly spelled
out as more managerial in
nature. In other companies, a job in the public relations
department is more of a market-
ing activity, with an emphasis on finding sponsorships with
charities and other groups
to generate positive publicity. The job title is the same, but the
job itself will be quite dif-
ferent. Therefore, it requires reflection on the part of managers
to determine the goals of
particular jobs before deciding who is most qualified to execute
them.
Markus Brunner/Photolibrary
The time-and-motion study is a
classic example of job design through
experimentation.
min66227_03_c03_p055-080.indd 60 7/8/11 5:31 PM
61
CHAPTER 3Section 3.2 Job Design
13. Job Description
When the manager and human resource specialist have agreed
on the tasks that belong
to each job, the next organizational step in job design takes
place—creation of a job
description. A job description is a formal list of tasks and duties
that is used in two
main ways. First, job descriptions are part of the recruiting
process that allows appli-
cants to review what exactly a job entails by reading the job
description. Second, job
descriptions often appear in a company manual, handbook, or on
an organizational
Web site. Managers and employees can then refer to the listing
to see which employee is
responsible for any given task. Indeed, writing clearly
articulated job descriptions is an
essential part of organizing a business.
Job Specification
Once job descriptions are created, organizers generate a list of
requirements that appli-
cants must have in order to be considered for a particular job.
This list is called a job
specification, and it lists the eligibility requirements or
qualifications needed to per-
form a job. Table 3.2 identifies the standard set of
specifications. Job specifications are
often posted on Web sites and in publications that are
associated with the recruiting
process. The usual order of operations at this level of
organizational development is
as follows: First, specifications are published online and in
14. some cases, in print media,
most notably newspapers and trade journals. Second, job
specifications are published
in particular employment markets where pools of employers and
job seekers meet,
such as LinkedIn, Career Finder, and Monster.com. This helps
streamline the appli-
cation process. Third, specifications may be published at a trade
show for those in a
particular industry.
TABLE 3.2: COMPONENTS OF JOB
SPECIFICATIONS
Qualification Examples
Level of Education high school diploma, associate’s degree,
college
degree, M.B.A., Ph.D.
Amount and Types of Experience number of years, job
experience
Special Skills—Physical ability to lift heavy weights, work
outdoors
Special Skills—Technical ability to use software programs
Personality Characteristics outgoing, self-starter, confident,
effective public
speaker
Legal Requirements meet current laws for employment
min66227_03_c03_p055-080.indd 61 7/8/11 5:31 PM
15. 62
CHAPTER 3Section 3.3 Departmentalization
Summary
Jobs form the building blocks for the creation of the
organization’s structure. Carefully
designed jobs allow workers to succeed by being responsible for
appropriate and manage-
able levels of work. Precise job descriptions give workers
clarity about what they are and
what they are not assigned to do. Well-written job
specifications enhance the odds that the
proper person will be hired to complete the assigned tasks.
3.3 Departmentalization
Learning Objective #3: What types of departmentalization can
company leaders use?
Departmentalization is an effective organizational tool in that it
involves dividing people up into different departments or
divisions in which collections of tasks are placed together, such
as accounting, marketing, and production. Although
there are several additional ways in which departmentalization
may also be utilized,
Table 3.3 summarizes some of the various types and when each
is most helpful to the
management team.
TABLE 3.3: TYPES OF DEPARTMENTALIZATION
Departmentalization by: Found in:
16. Function small, single product/service firms
Product growing, few product companies
Customer firms selling the same product to diverse customers
Geographic Region branch banking, retail chains, franchise
operations
Strategic Business Unit conglomerates
Matrix high-tech firms, multinational companies
Departmentalization by Function
Departmentalization by function is the most common form,
because most companies are
smaller and offer one main product or service. Figure 3.1 is a
simplified organization
chart for a firm using this approach. Functional structure allows
for top-level control with
expertise maintained in the individual departments. Jobs are
easily matched to functional
specialties (Mintzberg, 1979).
Henry Mintzberg (1983) recognized five coordinated flows
linking the common parts of
departmentalization:
• Authority. Authorization is needed to move the structural part
forward and com-
plete job tasks.
• Work material. Raw material and supplies are essential to start
and complete tasks.
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CHAPTER 3Section 3.3 Departmentalization
• Information. Data is required to inform decision making at
every level of the
organization.
• Decision process. Timely decision making allows for the
continual operation of
job tasks.
• Ideology. An organization’s unique vision, theories, culture,
and traditions con-
tribute to its structure.
Mintzberg’s coordinated flows are essential to begin operating
activity as well as to mea-
sure progress. They are well served by a functional form of
departmentalization.
Departmentalization by Product
Multiproduct firms use departmentalization by product, that is,
placing all activities related
to a product or service in one department under one executive or
senior manager.
See Figure 3.2 for an example as applied to the Bic company.
As shown, Bic is divided into the
products sold. General Motors, Dupont, and other firms learned
that growth and expansion
18. of product lines require a form of structure that facilitates the
differences in products and at
the same time allows for some specialists to serve all parts of
the company. Departmentaliza-
tion by product meets these needs and demands (Ranson,
Hinings, & Greenwood, 1980).
President
Bic, Inc.
Vice President
Pens
Production Sales Production Sales Production Sales
Vice President
Razors
Vice President
Lighters
Vice President
Accounting
Figure 3.2: Departmentalization by Product
President
Vice President
Sales
Vice President
Production
Vice President
Accounting
19. Vice President
R & D
Figure 3.1: Departmentalization by Function
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CHAPTER 3Section 3.3 Departmentalization
Departmentalization by Customer
Many companies offer the same product to divergent customers.
As depicted in Figure 3.3,
departmentalization by customer allows for specialization based
on customer differences.
A company such as Dell Computers has three distinct groups:
(a) other businesses (indus-
trial sales), (b) the government, and (c) individual consumers.
The most notable advantage
of this form of structure is that it optimizes service to these
groups, which have different
purchasing needs and purchasing methods. For example,
individuals buy online or at the
store, whereas businesses tend to make purchases at trade shows
or through a purchas-
ing department, and governments must follow specific
purchasing procedures. The three
groups also have different servicing needs such as repair
contracts and warranties.
Departmentalization by Geographic Region
20. When a company is divided by territories or regions, terms such
as district, zone, and area
are assigned to the departments. Figure 3.4 displays an example
of departmentalization
by geographic region. Departmentalization by location is also
known as parallel depart-
mentalization, because the levels in the organizational hierarchy
contain managers who
President
Vice President
Western Region
Vice President
Eastern Region
Vice President
Central Region
District Manager
Store Managers
District Manager
Store Managers
District Manager
Store Managers
Figure 3.4: Departmentalization by Geographic Region
President
21. Industrial
Sales Division
Government
Sales Division
Consumer
Sales Division
Vice President
Accounting
Figure 3.3: Departmentalization by Customer
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CHAPTER 3Section 3.3 Departmentalization
perform the same duties in different regions, such as at branch
banks or fast food loca-
tions. Geographical departmentalization makes it possible to
tailor managerial efforts that
address territorial differences. For example, a Sears retail store
in Florida will sell different
items than one in Minnesota during the winter months; however,
the department names
remain the same. A food chain such as Subway may offer
region-specific menu items,
while the basic model of operation remains the same in all
locations.
22. Departmentalization by Strategic Business Unit
As noted in the previous chapter, strategic business units are
clusters of activities typically
held together by a common thread, such as a product type or
type of customer served. A
strategic business unit will be analyzed as a “company within
the company.” Many major
corporations align strategic business units by products,
customers, geographic region,
manufacturing methods, and other common elements, as
depicted in Figure 3.5.
Departmentalization by Matrix
Matrix organizations are also called two-boss systems. As
shown in Figure 3.6, each employee
answers to a functional area supervisor as well as a product
manager. Matrix organiza-
tions create circumstances in which maximum flexibility and
adaptability in operations
are possible. Workers must be able to adjust to change and
accept some role ambiguity as
part of the daily routine. The tasks they work on tend to vary.
The only constant will be
the employee’s functional supervisor.
An adaptation of the matrix organization is to design the
company by product and by
country. Products must often be adapted when they are moved
into new areas, due to
differences in electrical systems (AC versus DC) and in
measurements such as ounces
versus grams. Product managers are asked to identify national
differences and help adapt
production systems, marketing programs, and other activities to
23. the new circumstances.
Summary
The most rudimentary form of structure, by function, is also the
most common. As compa-
nies add products and services, as well as additional specialists
and activities, the degree
of complexity rises. Departmentalization by products,
customers, geographic areas, and
President
Vice President
SBU 1
Vice President
SBU 2
Vice President
SBU 3
Vice President
SBU 4
Figure 3.5: Departmentalization by Strategic Business
Unit
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CHAPTER 3Section 3.4 Completing the Organization’s
Structure
24. strategic business units helps the manager adapt to increasing
complexity. The matrix
organization grants the manager the highest degree of flexibility
and adaptability.
3.4 Completing the Organization’s Structure
Learning Objective #4: What additional activities must an
organization undertake to
complete its structure?
Completion of an organizational structure occurs as managers
identify the amount of influence and accountability for these
different individuals and groups, along with other elements of
organizational design. The organization charts shown in the
previous section hint at the first key activity that is part of
completing the organization’s
structure: drawing lines of authority and responsibility. In each
of the models, any vertical
line from one position to the next lower (or higher) position
depicts an authority-responsi-
bility relationship. In essence, a president holds authority over
his or her vice presidents;
those VPs are responsible for carrying out the instructions and
decisions of the president.
Authority, then, consists of the right to direct with permission
to act. This means that
authority has two key components. The right to direct means the
right to give orders and
oversee activities. The manager of an auto repair shop has the
authority to ask a worker
who is changing a tire to stop and help another employee pull
the transmission from
Vice President
25. Product 1
Vice President
Product 2
Vice President
Production
Vice President
Accounting
Vice President
SalesTop-Level
Management
Team
Production
Group
Product 1
Accounting
Group
Product 1
Sales
Group
Product 1
Production
Group
Product 2
26. Accounting
Group
Product 2
Sales
Group
Product 2
Figure 3.6: Departmentalization by Matrix
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CHAPTER 3Section 3.4 Completing the Organization’s
Structure
another car being repaired. Permission to act rep-
resents the right to make decisions on behalf of
a company. The auto repair manager may have
made the decision to work on the transmission
first because the tire repair can be completed
later, and the customer will not return until the
next day. The transmission repair is more urgent
and deserves attention first.
Responsibility, or accountability, is the obliga-
tion to complete tasks as assigned. Someone who
is responsible follows directions and is expected
to follow them correctly and completely. The
mechanic who has been asked to assist in the
27. transmission repair should do so until the job
has been successfully completed.
The noted French management expert Henri
Fayol was among the first to describe the con-
cept of parity of authority and responsibility. The
concept suggests that anyone who holds a posi-
tion of authority should be held accountable
for how that authority is used. Anyone who is
responsible for an outcome should have suffi-
cient authority to carry out the assignment.
In today’s modern organizations, three forms of
authority are found. Line authority is direct for-
mal authority, the type shown on the lines of an organization
chart. Staff authority consists
of the right to advise or give advice. A company’s legal
department provides legal advice
to all levels in the company. An accountant gives tax advice to
all departments. Functional
authority has been described as the right to direct, but not to
discipline. It is found when a
person has been placed in charge of a task force or committee.
The individual is charged
with the responsibility of getting something done (direct), such
as completing a safety
committee report; however, committee members may or may not
follow directions and
complete the task on time. Functional authority relies on
employee professionalism to
accomplish goals. Due to the increasingly complex nature of
work, the reliance on func-
tional authority has risen as the number of teams and groups
increases. When the first
process in completing the structure of an organization, outlining
28. authority-responsibility
relationships, is complete, then other decisions can be made.
Centralization and Decentralization
Another key set of decisions to be completed includes those
regarding the delegation of
authority. Centralization and decentralization refer to the degree
of delegation of decision
making, authority, and power within an organization. A highly
centralized organization
is one in which authority is not delegated. The executive
management team, for example,
makes key decisions and issues orders that direct company
activities. Other members of the
Wavebreak Media/Photolibrary
Outlining authority/responsibility
relationships helps complete the company’s
structure.
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CHAPTER 3Section 3.4 Completing the Organization’s
Structure
organization must take and follow orders issued by the
executive management team. In a
highly decentralized firm, front-line supervisors make important
organizational decisions.
29. Size and Decentralization
Peter Blau (1970) suggests that a strong relationship exists
between the size of an organi-
zation and the degree of decentralization. In essence, smaller
firms are likely to remain
centralized, because managers are aware of all activities and
know each employee. This
places them in the position to make all decisions. As a firm
grows, the company begins
to add specialists and new departments. The sheer volume of
decisions to be made
rises. The top manager becomes less able to direct everything,
which means delega-
tion begins to take place. At the same time, the top manager
wants to retain a degree of
control, which leads to (a) standardization, (b) formalization,
and (c) mechanization/
computerization.
Standardization is the use of a series of job titles that are
exactly the same, and the workers
perform the same activities. Formalization refers to the presence
of rules and procedures.
Mechanization/computerization measures the reliance on
computers and technology to
maintain operations (Blau & Schoenherr, 1971).
As an example, consider the differences between managing a
“stop and shop” conve-
nience store and a Walmart superstore. In the convenience store,
the manager knows all
the employees and every aspect of the store’s operations, so he
or she can make every
decision. At the Walmart superstore, the manager would not
even know the names of
all employees. The store employs specialists in many areas,
30. including automotive, lawn
and garden, jewelry, men and women’s clothing, and others.
The Walmart store manager
is best served by a classic management cliché: Let experts make
decisions. The manager
delegates to the specialists (decentralization). At the same time,
Walmart hires many indi-
viduals with titles such as “stocker” and “cashier”
(standardization), the rules for rotating
inventory on the shelves and for checking out customers are the
same for every stocker
and cashier (formalization), and the store uses
computers to track sales, inventory, and other
statistics (mechanization).
Strategies and Decentralization
In 1962, Alfred Chandler proposed a relation-
ship between company strategies and company
structure. His work suggests that organizational
structure may be a matter of managerial design
that evolves over time and as organizational con-
ditions change. Chandler’s analysis is grounded
in historical research. An in-depth review of case
histories of a number of major U.S. companies
reveals four stages of structural development
that were consistently present (see Table 3.4).
MIXA Co. Ltd./Photolibrary
Organizational structure changes when a
small-sized company grows into a larger,
more sophisticated company.
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CHAPTER 3Section 3.4 Completing the Organization’s
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TABLE 3.4: STRATEGY ANDSTRUCTURE
Stage 1 Most firms begin with a single product and a
centralized, functional form of structure.
Stage 2 Successful firms tend to grow by adding products and
services, the strategy known as
product diversification.
Stage 3 The demands of the new products and services become
so great that the company
becomes inefficient, and eventually a crisis develops.
Stage 4 To resolve the crisis, company leaders adopt new forms
of structure that are product-
based and decentralized.
As Table 3.4 indicates, Stage 2 holds a strategy; Stage 4
suggests a corresponding change
in structure. The historical information corresponds with the
work of Blau in that firms
in Stage 1 are likely to be small and centralized. Stages 2 and 3
add the complexity of
added decisions and specialists. Stage 4 indicates that
decentralization better serves a
larger company.
Summary
Centralization and decentralization change job descriptions and
job specifications. In a
32. highly centralized operation, individuals at the lowest levels
must understand they will
not be allowed to make decisions and will be expected to follow
orders. Front-line supervi-
sors in the company will experience the same situation. In
highly decentralized companies,
individuals who are willing to take the initiative, make key
decisions, and work with others
are more likely to be hired. Delegation and decentralization rely
on cooperation between
managers and employees to make the best decisions and take the
proper course of action.
Mechanistic and Organic Structures
Another key element of organizational design regulates
company flexibility and adapt-
ability. Mechanistic organizations are characterized by the high
use of rules and proce-
dures, a greater number of levels in the organization, formal
relationships between work-
ers, and, as a result, a less flexible method of operation.
Organization charts in mechanistic
organizations tend to be tall and thin, with many ranks and
fewer people at each rank.
Organic structures employ few rules and procedures, have a
small number of organiza-
tional levels and ranks, allow for informal relationships among
workers and supervisors,
and are much more flexible and adaptable as a result. Organic
structures are short and
squat, with few ranks and many people in each rank.
Joan Woodward (1965) and her associates engaged in a major
research project in Great
33. Britain in the 1950s. The purpose was to seek out the causes of
structure in effective orga-
nizations. These efforts identified a consistent pattern in which
the technology of a firm
could be matched to its structure, as displayed in Table 3.5.
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CHAPTER 3Section 3.4 Completing the Organization’s
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TABLE 3.5: TECHNOLOGY ANDSTRUCTURE
Type of Technology Type of Structure
unit, small batch organic
large batch, mass production mechanistic
process production organic
Unit or small batch technology occurs when units are made one-
by-one (repairing a car; tai-
loring a suit), or in small lots or batches, such as the amount of
marinara sauce prepared for
daily use in an Italian restaurant. Remaining flexible and
adaptable best serves that type of
operation, at least in terms of profits, growth, and other
measures of company success.
Large batch assembly line operations create standardized
products. Carefully following
34. rules and procedures increases efficiency. Many production
facilities are mechanistic in
their structural design.
Process production includes unique circumstances such as
chemical manufacturers, some
utilities, and breweries and distilleries. In these organizations,
problems tend to be
unusual and require investigation. The more flexible and
adaptable organic structure fits
these circumstances.
Characteristics of Typical Organizations
German sociologist Maximilian C. Weber (1864–1920) in his
work published posthu-
mously in 1922, suggested organizations share certain
characteristics in addition to goal
orientation (Weber, 1947). The final design of the organization
should account for each of
these characteristics, which include the following:
1. Division of Labor (Labor Specialization). Tasks in
organizations tend to be grouped to
maximize productivity and are often based on some inter- or
extra-organizational
criteria. Typically, work specialization is broken down by
specific job tasks or work
skills, such as machinists, equipment
operators, quality control inspectors,
accountants, and salespeople. Seldom
does an organization efficiently operate
for long without labor specialization.
2. Span of Control. A superior cannot man-
age an unlimited number of subordinates,
35. as it is unwieldy and ineffective. Subor-
dinates require feedback, direction, and
often correction. Organization theory
suggests limiting the number of subor-
dinates, and the number depends on the
nature of the work to be completed by the
subordinates, and the distance from the
center of control. The span should be kept
as manageable as possible.
iStockphoto/Thinkstock
An organic form of structure matches a unit,
or small batch technology.
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CHAPTER 3Section 3.4 Completing the Organization’s
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3. Formalization. Almost all organizations have rules, whether
written or unwritten.
Most modern organizations use the term policy or work rules,
but in every case
the rules are intended to guide action and decision making
across the organiza-
tion. The more clear, detailed, and specific the rules of the
organization, the more
formal the organization.
4. Number of Authority Levels. Organizations may have very
few authority levels
36. (flat) or several (tall), depending on the nature of the
organization and its plan
of operation. Organization theory suggests the wider the span of
control (more
subordinates reporting to a superior), the flatter the
organization; and the nar-
rower the span of control (fewer subordinates reporting to a
superior), the taller
the organization’s structure.
Weber suggested the coordination of these characteristics could
happen only through
effective communication by organizational members and
through standardizing work
processes. As work becomes more complex, direct supervision
becomes a more important
factor in maintaining standardized work outputs. Weber’s
concept of formalization is a
natural efficiency-improving process that happens within the
organization and may occur
by several means: by the job, by work, or by way of rules.
An Organization in Crisis
There are times when events in an organization’s environment
threaten internal opera-
tions. J. D. Thompson (1967) developed a view of
organizational structure in which the
core technology a company utilizes becomes the key. In an
organizational system, such
as the one displayed in Table 3.5, inputs are regulated by the
buffers, which lead them
into the technical core. Outputs are moved into the external
environment through various
departmental activities. In essence, management develops
departments (the buffers in
37. Figure 3.7) to protect and facilitate the core technology.
When a threat emerges in the external environment, such as a
dramatic rise in prices for
raw materials, a natural disaster, a terrorist action, negative
publicity, or a new competing
technology, company leaders tend to respond by creating a new
buffer or department to
defend against the threat. When mad cow disease threatened the
U.S. beef industry, one
response would have been to create a new layer of inspectors to
make sure the disease did
not infect local herds. Many information technology
departments have specially assigned
units to defend against virus attacks, bombs, and other malware.
Thompson's Model of Technology and Structure
Inputs
Labor
Funding
Materials
Buffers
HRM
Finance
Purchasing
Buffers
Sales
Warehouse
38. Shipping
Technical
Core
New
Buffer
THREAT
Outputs
Goods
&
Services
Figure 3.7: Technology and Structure
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CHAPTER 3Section 3.5 Structural Configurations
Summary
Organizational design consists of far more than simply drawing
an organization chart. After
jobs have been specified, company structure consists of the
form of departmentalization to
be used along with other elements of structure. Beyond
authority-responsibility relation-
ships, management teams dictate the degree of delegation to be
39. used on a company-wide
basis. The level of centralization or decentralization that is
present influences the jobs to
be performed and the people selected to perform those jobs.
Mechanistic organizational
structures match with more standardized operations. Organic
structures are best suited
to problem-solving situations in which organizations must
remain flexible and adaptable.
Most forms of structure are relatively standardized, specifying
the level of job specializa-
tion and the number and types of managers. When an
environmental crisis emerges, one
natural tendency is to develop a new department or buffer to
defend against the threat.
3.5 Structural Configurations
Learning Objective #5: What kinds of structural configurations
are found in various
companies?
Structural configurations constitute the final element of
organizational design. The dominant part of the organization is
the major factor in the structural configuration of the
organization. Management theorist Henry Mintzberg (1983)
suggested that
there are five common parts in any organization:
• Operating core. The subordinate workers who perform the
basic labor in the orga-
nization that is related to the production of goods or services.
• Strategic apex. Top-level managers charged with ensuring the
organization serves
its mission in an effective way.
40. • Middle line. The managers who connect the strategic apex
with the operating core.
• Technostructure. The analysts who design, change, plan, or
train the operating core.
• Support staff. The specialists providing the direct support
services for the
organization.
These core elements then dictate the design of the
organizational structure. Mintzberg
identified five common structures: simple structure, machine
bureaucracy, professional
bureaucracy, divisional structure, and adhocracy.
Simple Structure
Small entrepreneurial businesses often use a simple structure.
The local dry cleaner, the
corner restaurant, the auto repair shop, and many others are
likely organized as simple
structures. This form of organization is dominated by the
“Strategic Apex,” but has less
formalization and complexity. Almost everyone reports directly
to the owner of the busi-
ness, so the organization chart is depicted as flat with few, if
any, reporting layers.
When should this structure be used? Typically, this structure is
used when the organiza-
tion is “small or in the formative stage of development”
(Robbins, 1990).
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CHAPTER 3Section 3.5 Structural Configurations
Machine Bureaucracy
The trademark of the machine bureaucracy is standardization.
The structure features highly
routine operating tasks typically grouped together into
functional departments with high
formalization and central authority, and the decision making
flows through a chain of com-
mand. Machine bureaucracies work best in large organizations
such as manufacturing or
service, where large volumes are produced, resulting in a
routine. In machine bureaucracy,
standardized production work is the norm. These structures
utilize elaborate work rules,
considerable numbers of middle-line managers, and distinctive
line and staff manage-
ment configurations. Organization charts are depicted with
multiple management layers
between top management and the shop floor, where production
or services are delivered.
Such structures require a simple and stable operating
environment, which may be the single
greatest weakness of this type of organizational design.
Machine bureaucracies have diffi-
culty adapting to changes in the environment, such as
significant product changes brought
about by market demand. Business history is filled with
accounts of large manufacturing
firms that could not change to meet emerging environments and
as a result collapsed in
42. bankruptcy. Few people remember Nash Motors (part of Nash-
Kelvinator Corporation) or
Hudson Motors. While each was a technology innovator in its
time and a designer/builder
of beautiful automobiles, eventually, market instability forced
their merger and then a later
merger with Kaiser-Jeep Corporation to form American Motors
Corporation (AMC). Then,
in 1987, the Chrysler Corporation bought out AMC/Jeep.
When should a machine structure be used? Typically, this
structure is most “efficient when
matched with large size, a simple and stable environment, and a
technology that contains
routine work that can be standardized” (Robbins, 1990, p. 285).
This is the typical structure of
large manufacturing firms, large insurance firms, and even state
and federal prisons systems.
Professional Bureaucracy
A professional bureaucracy may be used when an organization
depends on highly skilled
professionals delivering goods or services at the core of the
organization. “Obvious
examples include hospitals, school districts, universities,
museums, libraries, engineering
design firms, social service agencies, and pub-
lic accounting firms” (Robbins, 1990, p. 289). In
this type of structure, professionals self-impose
standardization and formalization, often in com-
pliance with governing bodies (e.g., licensing
agencies or professional associations or both),
typically due to the complexities in the operat-
ing environment. For example, certified pub-
43. lic accounting firms are licensed in most states
and have a professional organization (American
Institute of Certified Public Accountants) and
several governing bodies, including the Finan-
cial Accounting Standards Board and the Secu-
rities and Exchange Commission. Accounting
professional training incorporates the standards
of conduct, legal requirements, and the skills
Polka Dot Images/Thinkstock
Professional bureaucracies are best suited
to professional, white collar companies.
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CHAPTER 3Section 3.5 Structural Configurations
appropriate to the profession. As such, accountants have a
degree of autonomy within the
organization and in the exercise of professional judgment.
When should professional bureaucracy be used? Typically, this
structure is most effective
when the environment is stable and complex, and when
formalization and standardiza-
tion are internalized through professionalization.
Divisional Structure
The divisional structure is actually a set of autonomous units,
each typically a machine
44. bureaucracy unto itself, coordinated by a central headquarters
(Robbins, 1990). The divi-
sional structure is widely used across the postindustrialized
business world, and exam-
ples include General Motors, Microsoft, 3M Company, AT&T,
General Electric Company,
International Business Machines, Coca-Cola Company, United
Technologies Corporation,
and The Walt Disney Company. Divisions are created (or
acquired) to serve a market and
are given operating control to make decisions appropriate to
meeting the needs of that
market. This could be a category of a market such as with
Chevrolet Motors. Chevrolet
manufactures automobiles in the mid-priced category of a
market ($25K to $40K sales
price), or the luxury market category such as Cadillac ($35K to
$70K sales price). Both are
generally autonomous divisions of General Motors.
Among the many weaknesses of the divisional structure is the
duplication of activities
and the potential for counterproductive inter-market
competition for customers, which
is not only inefficient but can limit opportunities for
cooperation across market segments
and waste resources. This was a significant factor leading to
GM’s 2009 bankruptcy reor-
ganization and federal government bailout. Now reorganized
with fewer divisions and
dealers, GM may be able to rebuild its business and value.
When should the form of divisional structure be used? Typically
this structure is most
effective when the organization selects the diversification
strategy; that is, when the orga-
45. nization decides to become a multi-market or multi-product
operation. It is important to
note here that the organization’s technology must be divisible
without significant deterio-
ration of economies of scale gained as a machine bureaucracy.
Adhocracy
Most people working in an organization have experienced a
project team, task force, or a
cross-functional team. When you participated, you were part of
an adhocracy. Adhocra-
cies are organic and dynamic in nature and have limited
formalization and standardiza-
tion, and tend toward decentralized decision making. Little is
routine in an adhocracy.
Adhocracies live during the life of the project and are disbanded
afterward. Adhocracies
are largely populated by professionals with high levels of skills
and abilities to contribute
to the completion of the project. Adhocracies are flexible and
adaptable. That is the reason
they exist at all.
A commercial building construction project is an example of an
adhocracy. A project man-
ager takes the plans from the building’s architect and assembles
a project team that includes
internal (assistant superintendent, construction site managers,
etc.) and external members
(the trades appropriate for the work required). The work begins
once a calendar is created
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46. 75
CHAPTER 3Section 3.5 Structural Configurations
and contracts are established, and continues in a planned
sequence until all work is com-
plete, final inspection is made, and the building is handed over
to the owner/user. The
project is over, and all project members move on to other
projects. They may participate in
a project together in the future or maybe never see any of the
project team again.
A weakness of the adhocracy structure is the stresses placed on
participants during the life
of the project. There are limited boundaries and few vertical
relationships (boss-subordi-
nate) to mitigate tensions. Many participants have difficulty
working in temporary work
environments subject to rapid change or operating in ambiguity.
As a result, adhocracy
structures are difficult to establish and to dismantle once they
are operating.
Typically, the adhocracy structure is most effective when used
for developing nonroutine
solutions and projects, and where flexibility is required. Use of
this structure is best when
solutions or projects have a short life cycle and high levels of
professionalism are resident
or available. Table 3.6 summarizes the five organizational
configurations.
TABLE 3.6: SUMMARY OF THE FIVE
ORGANIZATIONAL CONFIGURATIONS
48. Complex and
Stable
Simple and
Stable
Complex and
Dynamic
General
Structural
Classification
Organic Mechanistic Mechanistic Mechanistic Organic
(Robbins, 1990, p. 305.)
The Importance of Organizational Goals in
Structural Design
Organizations exist for a purpose. The purpose of the
organization, or the plan, also influ-
ences the structure of the organization. The purpose of a small
shop operator located
on Main Street in your hometown likely will be to meet small
capital financing needs,
design an informal mission, and employ less than 25 employees
who report directly to
the owner. The planning process of this small shop focuses on
the needs of its community
by maintaining inventory, appropriate capital availability, and a
sensitivity to the com-
munity’s standards. On the other hand, a multiunit retail
operator with 100,000 square-
foot, large-scale retail stores located in and across several states
or the entire nation, may
49. have 10,000 employees, high capital demands, a well-defined
mission statement, and
sophisticated marketing needs. Such a large organization likely
has a long-range strate-
gic plan, complex operational plans, and several levels of
management, each with very
specific performance expectations.
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CHAPTER 3Chapter Summary
authority the right to direct with permission
to act.
centralization/decentralization the degree of
delegation of decision making, authority, and
power within an organization.
departmentalization organizing people into
different departments or divisions in which
collections of tasks are placed together, such
as accounting, marketing, and production.
formalization the presence of rules and
procedures.
job a set or series of tasks performed by an
individual on behalf of an organization.
job analysis the process of assigning tasks
to jobs.
50. job description a formal list of tasks and
duties.
Chapter Summary
Organizational design involves numerous activities. These
include designing jobs, depart-
mentalizing decisions, completing the company's structure, and
outlining the best struc-
tural configuration.. The five forms of configuration can be
applied to ensure the highest
possible level of success. Configurations include specialization,
formalization, centraliza-
tion, environmental, and general structural classification
components.
Key Terms
Case Study: Starbucks’ Structure
What happens when a highly successful business formula begins
to run out of steam? For
more than two decades, Starbucks had reconfigured the coffee
marketplace by changing
the way people viewed the product. Until the company entered
the market, coffee was
often perceived as a rather banal item consumers purchased as
needed. Price often deter-
mined which brand someone would buy at the store.
Howard Schultz became convinced that he could turn coffee
drinking into a cultural expe-
rience. He had traveled to Italy and watched with interest as
city dwellers would stop to
begin the day at a coffee bar. Using the same type of model,
Schultz purchased and opened
51. his first location as Il Giornale. The company evolved into
Starbucks, where multitudes
of consumers began purchasing designer coffees, such as
espresso, cappuccino, and cof-
fee mocha. Store interiors encouraged lounging and relaxing
with a newspaper, magazine,
laptop, or friends. Each cafe featured enticements such as jazz
music in the background,
additional merchandise to examine, and comfortable seating.
The original Starbucks chain emphasized location. Cafes were
placed on commuter routes
and in other places where people were likely to gather and
socialize. Over time, units
expanded into other major traffic routes, including airports.
Starbucks employs people who enjoy coffee. They are retrained
using motivation programs
that include buy-in options. They are known as baristas, or bar
persons, rather than serv-
ers, who become experts in coffee brewing while providing
friendly service to patrons.
The company insists on a diverse workforce that reflects the
makeup of the local commu-
nity. Employees are also encouraged to pass along ideas about
how to improve operations.
Those who make suggestions that are adopted are rewarded.
(continued)
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CHAPTER 3Chapter Summary
52. job design what occurs when managers
determine the tasks that need to be done,
who will do them, and what selection criteria
will be used to choose employees and place
them on the job.
job specification a list of the eligibility
requirements or qualifications needed to per-
form a job.
mechanistic organization characterized by
high use of rules and procedures, a greater
number of levels in the organization, and for-
mal relationships between workers, and that is,
as a result, a less flexible method of operation.
mechanization/computerization measures
the reliance on computers and technology to
maintain operations.
organic structures that employ few rules and
procedures, have a small number of organi-
zational levels and ranks, allow for informal
relationships among workers and supervisors,
and are much more flexible and adaptable as
a result.
organizational design the process by which
managers make specific organizing choices
that result in the particular kind of organiza-
tional structure they will utilize.
organizational structure a formal system of
task and reporting relationships that coordi-
53. nates the activities of members so that they
work together to achieve organizational goals.
organizing the process of bringing people and
resources together to create products and ser-
vices in an efficient and effective manner.
responsibility (or accountability) the obliga-
tion to complete tasks as assigned.
standardization the use of a series of job titles
that are exactly the same, and the assignment
of workers to perform the same activities.
Until the 2008 recession, Starbucks had continued to grow.
Some of the units in larger cit-
ies experimented with selling additional products, including
lunch service. Then a quickly
collapsing economy, possibly coupled with other problems,
including overexpansion, sent
the corporation on a downhill slide. Founder Howard Schultz
worried that the addition of
so many locations had watered down the Starbucks experience.
Increased competition became an additional factor that led to
declining sales, the closing of
stores, and a loss rather than profit at the corporate level.
McDonalds, Dunkin’ Donuts, and
numerous smaller operations began to chip away at Starbucks’
share of the market. Many
analysts believed that when Starbucks was no longer the only
place to purchase high-quality
coffee products, and when others were selling at least
acceptable brews at lower prices, the
drop in sales would became inevitable.
54. Schultz, who had previously stepped down as CEO, returned to
try to bring Starbucks back
to prominence. As the economy continues to recover, time will
tell if the company will
return to its previous status.
1. Complete a job description and job specification for a
Starbucks employee.
2. What form of departmentalization should Starbucks use?
Should the form be changed
in stores offering food products and lunch? Why or why not?
3. When the company began to experience financial problems,
should the leadership
have tried to centralize power and decision making, or
decentralize the operation?
4. What form of organizational configuration best fits
Starbucks?
Case Study: Starbucks’ Structure (continued)
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CHAPTER 3Chapter Summary
Review Questions
1. Define organizing, organizational structure, and
organizational design.
2. What is a job?
3. What are the three steps of job design?
55. 4. Define departmentalization and name the six major forms.
5. What types of companies match with departmentalization by:
a. function
b. product
c. customer
d. geographic region
e. matrix
6. Define authority and responsibility.
7. Define centralization/decentralization, standardization,
formalization, and
mechanization/computerization.
8. Define mechanistic and organic forms of structure.
9. What four characteristics apply to most organizations,
according to Max Weber?
10. What kinds of companies should employ the simple
structure organizational
configuration?
11. What kinds of companies should use the machine
bureaucracy form of structure?
12. What kinds of organizations should feature a professional
bureaucracy form of
structure?
13. What kinds of firms should use the divisional form of
structure?
14. What types of organizations are best suited to the
adhocracy form of structure?
Analytical Exercises
1. The analogy has been made that an organization’s structure is
its skeleton. If so,
what part is the company’s mission? What parts are individual
jobs? What parts
56. are the departments?
2. How could a company such as FedEx or UPS utilize the time-
and-motion study
process in conducting its operations in the following areas:
• receiving packages for delivery at designated stores
• sorting packages
• delivering packages to individual customers and businesses
3. Create job specifications for the following positions:
• laborer at Burger King
• heavy equipment operator for a construction company
• salesperson for tractors and farm equipment
• information technology specialist to be a web master
4. Which form of departmentalization best matches the
following companies?
Explain your answer.
• local dry cleaner
• T.G.I. Friday's
• Greyhound Bus Lines
• GEICO Insurance
• Ford Motor Company International
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CHAPTER 3Chapter Summary
5. Marjorie is the chief accounting officer in her company. She
has five junior
accountants under her supervision. She serves as head of the
workplace safety
57. committee in the firm. She has expertise in the area of internal
auditing, and
lately the firm’s CEO has asked her numerous questions about
the firm’s most
recent audit. What types of authority does Marjorie hold in her
current situation?
Can you think of ways in which the forms of authority may be
in conflict with
one another? Explain your answer.
6. Explain how the following personality characteristics would
fit with a central-
ized and mechanistic organization, or would better match a
decentralized and
organic organization.
• high need for autonomy
• high need for continuing performance feedback
• enjoys working with others
• enjoys problem solving
• prefers direction and role clarity
7. “Among the weaknesses of the divisional structure is the
duplication of activi-
ties and potential of counter-productive inter-market
competition for customers,
which is not only inefficient but can limit opportunities for
cooperation across
market segments and waste resources.” This statement applies
to conglomerate
organizations. Can you think of a form of structure that is better
suited to multi-
product, multiservice companies? Defend your answer.
8. Explain how the following somewhat match each other:
• functional structure with simple structure
• machine bureaucracy with centralized, mechanistic structure
58. • professional bureaucracy with decentralized, organic structure
• divisional structure with departmentalization by product
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