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Assinged Qs 5

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42 views2 pages

Assinged Qs 5

Uploaded by

Tyler Mello
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Tyler Mello

THE 4400
Assigned Questions 5.1 – 5.10

5.1 What are some important reasons for examining a company’s organizational design?
Examining a company’s organizational design tells you a lot about how they operate and
what items are essential to them. The order in which they prioritize and communicate between
departments inform the attention detail and commitment to a project.
5.2 How does the mission statement influence organizational structure?
The mission statement can often teams dictate the way in which the organize. Whether
the organize around the people, the product, the community or et cetera.
5.3 What can most greatly impact organizational structure?
I think the mission statement dictating your structure is important to set a standard and
focus for you communication flow and how you operate interpersonally. Departmentalizing
your structure can help delegate specific focuses that contribute to the overall achievement of
the group.
5.4 What is the principle of parity of authority and responsibility? What would be two
examples in theatre of a lack of this party?
This principle is under a field of thought of delegation. The idea is surrounding that if
one delegates a task to a subordinate, they should be given an adequate balance of authority
and responsibility of this task. In a theatre this could be seen in one who runs the social media
account or a dance captain.
5.5 What are the dos and don’ts of delegation?
Some of the dos and don’ts of delegation would be do delegate often to free yourself to
manage other more important projects as well as empower the authority and ownership of
subordinate. A don’t of delegation would be to not delegate tasks, micromanage the
delegation, or revoke a task once you have given someone the ownership without the chance
to succeed.
5.6 What is meant by centralization and decentralization?
Both ideas are results of an extension of delegation. Centralization refers to the decision
making, and actions are result of delegation being “centralized” to one lower level group. In a
decentralization result, the power and decision come through near equal level across all levels.
5.7 What is the Greiner Curve and how does it compare the phases of growth we used above
in talking about theatres?
The Greiner Curve is a type of projection mapping for rapidly growing organizations and
the idea is that there are inevitably going to be challenges, or ‘crises’, that arise over time as an
organization grows. These crises are likely to pop up between periods of steady growth, and
each one will need to be handled properly if the growth is going to continue. The five business
growth phases are structured similarly in which is cross examines how everything becomes
elaborated upon to provide more organized structure within the business.
5.8 What is Organizational Life Cycle and how does it compare the phases of growth we used
above in talking about theatres?
Organizational life cycle is a model that proposes that businesses, over time, progress
through a fairly predictable sequence of developmental stages. This model is linked to the study
of organizational growth and development. Like the five phases of the business growth cycle
this uses the common predictability of a growing business to help anticipate the demands that
might arise. Differing from the phase in the book, the life cycle features a decline phase in
which it mentions the situation where the demand from the company or audience dissipates
resulting downsizing before imminent shut down.
5.9 Why do organizations fail?
Organizations often fail due to their failure to adapt to what’s being demanded of them
either in respect to their mission, audience, or team.
5.10 Why do some companies fail to grow? How do those reasons translate to theatre?
Companies fail to grow most often by refusing to broaden their scope or altar what they
are doing. The process of sticking to an idea that isn’t working but the leadership won’t turn
away keeps the company stagnant. This can be seen in theatre by producers not willing to alter
how they present to a changing audience or stretching what they do in order to open doors to
non-regular patrons.

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