1. FERRELL | HIRT | FERRELL
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin

2. CHAPTER 7 Organization, Teamwork, and Communication
PART 3
CHAPTER 6 The Nature of Management
CHAPTER 7 Organization, Teamwork, and Communication
CHAPTER 8 Managing Service and Manufacturing Operations
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3. Organizational Culture
A firm’s shared values, beliefs, traditions, philosophies, rules and role models for behavior (aka corporate culture)
Ensures that organizational members:
Share values
Observe common rules
Share problem solving approaches
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4. Organizational Culture
Formal expression
Mission statement
Code of ethics
Manuals
Ceremonies
Memoranda
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5. Organizational Culture
Informal Expression
Dress code (or lack of one)
Work habits
Extracurricular activities
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6. Organizational Culture
Helps ensure that all members of a company share values
Suggests rules for how to behave and deal with problems
Has a significant impact on performance and employee retention
Sets a positive tone for decision making and building efficient organizational structure
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7. Organizational Culture
Higher Grounds Trading Company
Mission to provide quality coffee products and support small organic growers who lead in sustainability and environmental preservation
Encourages employees and community members to interact with growers in the field
Infrastructure and sustainability projects around the world
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8. Organizational Structure
Is the arrangement or relationship of positions within an organization
Structure develops as:
Managers assign work tasks to individuals and groups
Coordination of diverse activities to attain objectives
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9. Organizational Structure
Impacts:
Decision making
Costs & efficiencies
Overall success and sustainability
Employee unity
Understanding of how to deal with problems
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10. Organizational Charts
Visual displays of the organizational structure, lines of authority, staff relationships, permanent committee arrangements and lines of communication
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11. Organizational Charts
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12. Assigning Tasks Specialization Why specialize?
Managers divide the labor into small, specific tasks and assign employees individual tasks to accomplish
Why specialize?
Efficiency
Ease of training
Activities too numerous for one person
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13. Risks of Overspecialization
Employees become bored
Job dissatisfaction
Poor quality work
Increased injuries
Increased employee turnover
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14. Departmentalization
Grouping of jobs into working units (departments, units, groups, divisions)
Functional departmentalization
Product departmentalization
Geographical departmentalization
Customer departmentalization
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15. Delegation of Authority
Giving employees tasks and empowering them to make commitments, use resources and take action to carry out tasks
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16. Responsibility
Obligation placed on employees to perform assigned tasks and be held accountable for proper execution
Accountability
Employees who accept an assignment and the responsibility to complete it are answerable to a superior for work outcomes
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17. Degree of Centralization
Centralized Organizations
Authority is concentrated at the top level
Very little delegation to lower levels
Decentralized Organizations
Decision making authority is delegated as far down the chain of command as possible
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18. Span of Management
The number of subordinates who report to a particular manager
A wide span of management exists when a manager directly supervises a very large number of employees
A narrow span of management exists when a manager directly supervises only a few subordinates
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19. Span of Management
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20. Span of Management
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21. Forms of Organizational Structure
Line Structure
Line-and-staff structure
Multidivisional structure
Matrix structure
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22. Line Structure
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23. Line-and-Staff Structure
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24. Multidivisional Structure
Organizes departments into larger groups called divisions
Occurs as organizations grow larger and more diversified
Divisions can be formed on the same bases as departments
Customer
Product
Geography
Delegation of authority and divisionalized work
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25. Matrix Structure
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26. Groups and Teams Group Team
Two or more individuals who communicate with one another, share a common identity and have a common goal
Team
A small group whose members have complementary skills; have a common purpose, goals and approach; hold themselves mutually accountable
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27. Groups versus Teams
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28. Committees and Task Forces
A permanent, formal group performing a specific task
Task Force
A temporary group responsible for a particular change activity
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29. Teams Project Teams Product Development Teams
Similar to task forces in that they have total control of a specific project
Product Development Teams
Formed to devise, design and implement a new product
Quality Assurance Teams (Quality Circles)
Brought together from throughout the organization to solve specific problems
Self-directed Work Teams (SDWT)
Responsible for an entire work process that delivers a product to a customer
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30. Organizational Communications
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31. Technology and Communication
Technology has generated many alternatives to face-to-face communication
Voice mail
Online newsletters
Videoconferencing
Online meeting services
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32. Formal Communication
Flow of communication within the formal organizational structure as depicted on organizational charts.
Upward communication
Downward communication
Horizontal communication
Diagonal communication
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33. Informal Communication
Separate from management’s formal, official communication channels
Also known as the Grapevine
Managers can utilize informal communications as a sounding device
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34. Monitoring Communications
Technological advances and electronic communication have made monitoring communications at work necessary
Managers must monitor communications:
Without invading employee privacy
While generating respect and mindfulness amongst employees
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