© Prentice Hall, 2004Business In Action 2eChapter Organizing and Working in Teams

© Prentice Hall, 2004Business In Action 2eChapter Effective Organization Structure Divide responsibilities Distribute authority Coordinate and control work Promote accountability

© Prentice Hall, 2004Business In Action 2eChapter Organization Chart Formal organization Informal organization

© Prentice Hall, 2004Business In Action 2eChapter Organization Chart for Food Lion Grocery Chain Board of Directors President & CEO Chairperson VP Human Resources Senior VP Operations VP MIS VP Finance VP Special Projects VP Marketing VP Advertising VP Store Planning Regional Supervisors Area Supervisors Regional Operations Area Supervisors Regional Operations Area Supervisors VP Grocery Operations VP Perishable Operations VP Bakery Operations

© Prentice Hall, 2004Business In Action 2eChapter Work Specialization Advantages –Efficiency –Productivity Disadvantages –Boredom –Alienation

© Prentice Hall, 2004Business In Action 2eChapter Chain of Command Responsibility Accountability Authority Delegation

© Prentice Hall, 2004Business In Action 2eChapter Simplified Line-and-Staff Structure Chain of command –Line organization –Line-and-staff organization

© Prentice Hall, 2004Business In Action 2eChapter Span of Management Flat organizations Tall organizations

© Prentice Hall, 2004Business In Action 2eChapter Decision-Making Authority Centralized –Top-level management Decentralized –Lower-level management

© Prentice Hall, 2004Business In Action 2eChapter Vertical Organizations Function Division Network Matrix

© Prentice Hall, 2004Business In Action 2eChapter Departmentalization by Function Skills Resource use Expertise

© Prentice Hall, 2004Business In Action 2eChapter Functional Departments Disadvantages Departmental BarriersDepartmental Barriers Slow Response TimeSlow Response Time Ineffective PlanningIneffective Planning Over-specializationOver-specialization Advantages Resource AllocationResource Allocation Unified DirectionUnified Direction Improved CoordinationImproved Coordination Better CommunicationBetter Communication

© Prentice Hall, 2004Business In Action 2eChapter Departmentalization by Division Products Processes Geography Customers

© Prentice Hall, 2004Business In Action 2eChapter Departmentalization by Division AdvantagesDisadvantages Flexibility Better Service Management Focus Wasting Resources Poor Coordination Competition

© Prentice Hall, 2004Business In Action 2eChapter Departmentalization by Matrix Advantages –Skills and expertise –Resource use Disadvantages –Reporting issues –Authority issues –Interpersonal conflicts

© Prentice Hall, 2004Business In Action 2eChapter Departmentalization by Network AdvantagesDisadvantages Flexibility Responsiveness Variety Dispersed Functions Quality Control Employee Loyalty

© Prentice Hall, 2004Business In Action 2eChapter Innovative Structures Horizontal structures Hybrid organization

© Prentice Hall, 2004Business In Action 2eChapter Comparing Work Groups and Work Teams Goals Synergy Responsibility Skills

© Prentice Hall, 2004Business In Action 2eChapter Workplace Teams Problem-solving Self-managed Functional

© Prentice Hall, 2004Business In Action 2eChapter Types of Cross-Functional Teams Circles Task forces Committees Special purpose

© Prentice Hall, 2004Business In Action 2eChapter Virtual Teams vProject-management skills vTime-management skills vTechnological expertise vCross-cultural skills vInterpersonal awareness

© Prentice Hall, 2004Business In Action 2eChapter Working in Teams Advantages  Higher-quality decisions  Improved commitment  Creativity & motivation  Flexibility Disadvantages  Power realignment  Free riders  Increased costs  Groupthink

© Prentice Hall, 2004Business In Action 2eChapter Characteristics of Effective Teams Appropriate size and structure Clear sense of purpose Open honest communication Creative thinking Focused efforts Decision by consensus

© Prentice Hall, 2004Business In Action 2eChapter Team Member Roles Task specialist Dual role Nonparticipator role Socioemotional role

© Prentice Hall, 2004Business In Action 2eChapter Five Stages of Team Development Forming Storming Norming Performing Adjourning

© Prentice Hall, 2004Business In Action 2eChapter Stages of Development Cohesiveness Meeting attendance Interaction Work quality Goal achievement Norms Behavior Limits Values Expectations

© Prentice Hall, 2004Business In Action 2eChapter Team Conflict Competition for scarce resources Responsibility issues Poor communication Values, attitudes, and personalities Authority issues Goal incompatibility

© Prentice Hall, 2004Business In Action 2eChapter Dealing With Conflict Resolution –Avoidance –Confrontation –Diffusion Prevention –Clear goals –Well-defined tasks –Communication