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Ferrell Hirt Ferrell M: Business 2 Edition

CULTURE

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Chandan Bagai
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61 views35 pages

Ferrell Hirt Ferrell M: Business 2 Edition

CULTURE

Uploaded by

Chandan Bagai
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Ferrell Hirt Ferrell

M: Business
nd
2 Edition

FHF

Organization, Teamwork,
and
Communication

FHF
McGraw-Hill/Irwin

Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Organization Culture
A firms 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

FHF
8-3

The Importance of Organizational


Structure
Impacts:
Decision making
Costs & efficiencies
Overall success and sustainability

FHF
8-4

Googles 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

FHF
8-5

Organizational Culture
Formal expression
Mission statement
Code of ethics
Manuals
Ceremonies
Memoranda

FHF
8-6

Organizational Culture

(continued)

Informal Expression
Dress code
Work habits
Extracurricular activities
Stories

FHF
8-7

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

FHF
8-8

Organizational Chart
The Evolution of a Clothing
Store

FHF
8-9

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

FHF
8-10

Risks of Overspecialization
Employees become bored
Job dissatisfaction
Poor quality work
Increased injuries
Increased employee turnover

FHF
8-11

Departmentalization
Grouping of jobs into working units
(departments, units, groups,
divisions)
Functional departmentalization
Product departmentalization
Geographical departmentalization
Customer departmentalization

FHF
8-12

Functional Departmentalization

FHF
8-13

Product Departmentalization

FHF
8-14

Geographical Departmentalization

FHF
8-15

Customer Departmentalization

FHF
8-16

Delegation of Authority

Giving employees tasks and


power to make commitments,
use resources, and take action to
carry out tasks

FHF
8-17

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

FHF
8-18

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

FHF
8-19

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

FHF
8-20

Span of Management

FHF
8-21

FHF

Span of Management
8-22

Forms of Organizational Structure


Line Structure
Line-and-staff structure
Multidivisional structure
Matrix structure

FHF
8-23

Line Structure

FHF
8-24

Line-and-Staff Structure

FHF
8-25

Matrix Structure

FHF
8-26

Groups and Teams


Group
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.

FHF
8-27

Groups versus Teams

FHF
8-28

Committees and Task Forces


Committee
permanent, formal group performing a

specific task

Task force
temporary group responsible for a

particular change activity

FHF
8-29

Teams
Project teams
Product development teams
Quality assurance teams (quality circles)
Self-directed work teams (SDWT)

FHF
8-30

Organizational Communications

FHF
8-31

Formal Communication
Flow of communication within the formal
organizational structure as depicted on
organizational charts.
Upward communication
Downward communication
Horizontal communication
Diagonal communication

FHF
8-32

Informal Communication
Separate from managements
formal, official communication
channels.
Also known as the Grapevine

FHF
8-33

Monitoring Communication
Managers must monitor communication
Without invading privacy

Must balance employee privacy with

generating respect and mindfulness


amongst employees

FHF
8-34

FHF
8-35

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