1. Ferrell Hirt Ferrell
M: Business
2nd Edition
FHF

2. Organization, Teamwork,8
Organization, Teamwork,
and
Communication
FHF
McGraw-Hill/Irwin
Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

3. Organization 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. The Importance of Organizational Structure
Impacts:
Decision making
Costs & efficiencies
Overall success and sustainability
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5. Google’s Corporate Culture
Famous for its culture and relaxed work environment
Scooters inside the building
Foosball tables and volleyball courts
Dog friendly offices
Local cultural touches like gondolas in Zurich
Click on 1st hyperlink for Google’s webpage
Click on title for video (length: 7:30) interview with author Jeff Jarvis about his book What Would Google Do?
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6. Organizational Culture
Formal expression
Mission statement
Code of ethics
Manuals
Ceremonies
Memoranda
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7. Organizational Culture (continued)
Informal Expression
Dress code
Work habits
Extracurricular activities
Stories
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8. Organizational Structure
The arrangement or relationship of positions within an organization
Structure Develops
Managers assign work tasks to individuals & groups
Coordination of diverse activities to attain objectives
Organizational Chart
A visual display of the organizational structure
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9. Organizational Chart The Evolution of a Clothing Store FHF 8-9
What the Organizational Chart Shows –
Organizational structure
Chain of command (lines of authority)
Other relationships (staff, committees, etc.)
Lines of communication
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10. Specialization
Managers divide the labor into small, specific tasks and assign to employees to accomplish individual tasks
Why specialize?
Efficiency
Ease of training
Activities too numerous
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11. Risks of Overspecialization
Employees become bored
Job dissatisfaction
Poor quality work
Increased injuries
Increased employee turnover
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12. Departmentalization
Grouping of jobs into working units (departments, units, groups, divisions)
Functional departmentalization
Product departmentalization
Geographical departmentalization
Customer departmentalization
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13. Functional Departmentalization
Employees grouped into department based on the day-to-day nature of their job descriptions
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14. Product Departmentalization
Employees grouped into departments based on the product they are making
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15. Geographical Departmentalization
Employees grouped by geographical region
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16. Customer Departmentalization
Employees grouped into departments based on their end consumer (consumers or businesses)
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17. Delegation of Authority
Giving employees tasks and power to make commitments, use resources, and take action to carry out tasks [ ]
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18. Assigning Responsibility
Obligation placed on employees to perform assigned tasks and be held accountable for proper execution
Employee accountability
Employees are answerable to a superior for work outcomes
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19. Level of Centralization
Centralized organizations
Authority is concentrated at the top level.
Decentralized organizations
Decision-making authority is delegated as far down the chain of command as possible
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20. 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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21. Span of Management
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22. Span of Management FHF 8-22
A tall organization will have more layers of management between employees at the bottom and top-level management
Span of Management
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23. Forms of Organizational Structure
Line Structure
Line-and-staff structure
Multidivisional structure
Matrix structure
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24. Line Structure
The line structure results in a very flat organization
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25. Line-and-Staff Structure
A line and staff structure is considerably more complex, and taller than a simple line structure
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26. Matrix Structure
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27. Groups and Teams Group Team FHF
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 purposes, goals, and approach; hold themselves mutually accountable.
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28. Groups versus Teams
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29. Committees and Task Forces
permanent, formal group performing a specific task
Task force
temporary group responsible for a particular change activity
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30. Teams Project teams Product development teams
Quality assurance teams (quality circles)
Self-directed work teams (SDWT)
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31. Organizational Communications
Organizational communications can move in all directions, with horizontal communication between first-line managers, and upward, downward, and diagonal communications between CEOs, Presidents, Vice Presidents, and Managers
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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
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34. Monitoring Communication
Managers must monitor communication
Without invading privacy
Must balance employee privacy with generating respect and mindfulness amongst employees
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35. FHF
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