Bài giảng Economics - Chapter 8 Organization, Teamwork, and Communication

Chapter EightOrganization,Teamwork, and Communication8-1Departmentalization TypesFunctionalProductGeographicalCustomerThe grouping of jobs into working unitsDepartmentalization8-2aPresidentDistributionDepartmentFinanceDepartmentMarketingDepartmentResearch andDevelopmentDepartmentProductionDepartmentFunctional DepartmentalizationDepartmentalization8-2bProduct DepartmentalizationPresident Consumer Tele- communications Equipment Division Computer Electronics Division Industrial Tele- communications Equipment Division Stereo Equipment DivisionDepartmentalization8-2cGeographical Departmentalization Latin American Division European Division Middle East Division North American DivisionPresidentInternationalOperationDepartmentalization8-2dCustomer Departmentalization Industrial Foods Consumer FoodsProductManagerDifferences betweenGroups and TeamsStrong, clearly focused leaderIndividual accountabilityThe same purpose as the broader organizational missionCreates individual work productsRuns efficient meetingsMeasures it’s effectiveness indirectly by its effects on others (e.g., financial performance of the businessDiscusses, decides, and delegatesShared leadership rolesIndividual and group accountabilityA specific purpose that the team itself deliversCreates collective work productsEncourages open-ended discussion and active problem-solving meetingsMeasures performance directly by assessing collective work productsDiscusses, decides, and does real work together8-3Source: Robert Gatewood, Robert Taylor, O.C. Ferrell,Management: Comprehension, Analysis, and Application(Homewood, IL: Austen Press, 1995), 427.Working GroupTeamTeams: Potential Problems and Diagnostic Checklists1. Collective amnesia - loss of memory Why are we here? Diagnostic checklist  Does the project really require collective work?  Do team members lead various aspects of the project?  Do team members hold one another accountable?8-4aSource: Mark Fischetti, “Team Doctors, Report to ER,”Fast Company, Issue 13, p. 170.Teams: Potential Problems and Diagnostic Checklists2. Group myopia - deficiency of clear, inspiring goals What are we trying to do? Diagnostic checklist  Does the goal have measurable results?  Does it force communication and constructive comment?  Does it make the team work collectively?8-4bSource: Mark Fischetti, “Team Doctors, Report to ER,”Fast Company, Issue 13, p. 170.Teams: Potential Problems and Diagnostic Checklists3. Leadership phobia - an exaggerated fear of assuming the leading role How do I lead the team? Diagnostic checklist  Chart the teams course; design its major tasks; make its responsibilities clear; and establish its reward system.  Help the team establish its goals and its ways of working.  Once the team starts performing, coach them.8-4cSource: Mark Fischetti, “Team Doctors, Report to ER,”Fast Company, Issue 13, p. 170.Types of GroupsCommitteeTask forceProject teamProduct-development teamQuality assurance teamSelf-directed work team8-5Span of Management:Wide Span and Narrow Span8-6Wide Span: Flat OrganizationNarrow Span: Tall OrganizationForms of Organization StructureLineLine-and-staffMultidivisionalMatrix8-7Line Structure8-8OwnerManagerAssistantManagerHourlyEmployeeConvenience StoreLine-and-Staff Structure8-9PlantManagerEngineeringHumanResourcesProductionManagerSupervisorSupervisorSupervisorSupervisorEmployeesEmployeesEmployeesEmployeesLine relationshipStaff relationshipAn Example of Multidivisional Structure: The Walt Disney Company8-10Source: The Walt Disney Company Annual ReportCEOMichaelEisnerWalt DisneyAttractionsWalt DisneyStudiosConsumerProductsMotionPicturesTVAnimationDisneyChannelMagicKingdomCATokyoDisneylandEuro-DisneyWaltDisneyWorldDisneyStoresLicensingPublishingDisneyMusicSoftwareandEducationCatalogMarketingMagicKingdomFLEpcotCenterDisney-MGMStudiosMatrix Structure8-11GeneralManagerOperations ManagerMarketingManagerAccounting ManagerResearch ManagerGeneralProjectManagerManagerProject AManagerProject BManagerProject CThe Flow of Communication in an Organizational Hierarchy8-12CEOVicePresidentVicePresidentVicePresidentManagerManagerManagerManagerManagerManagerUpwardDownwardHorizontalHorizontalDiagonalDiagonalUpwardDownwardHorizontalDiagonalUsing Structure For Successful MeetingsA regular time for the meeting is established, or meetings are scheduled for a period of time. For example, meetings for a given month, quarter, or year are scheduled at one time.The meeting leader is prepared.Desired outcomes are written.Important inputs to the meeting are prepared and brought to the meetingMeeting recorder(s) is selected.8-13aUsing Structure For Successful MeetingsThe meeting format is developed.The meeting agenda is prepared and available ahead of time, and is reviewed and modified as needed before the meeting begins.Planned participation is used within the first 15 minutes.Meeting minutes are recorded.The meeting is critiqued for continuous improvement.8-13bMeeting Outline and Allotted Times ExampleA. Verify a quorum exits 1 minuteB. Introduce guests 1 minuteC. Review minutes and follow-up 4 minutes items from last meetingD. Address the problem statement 25 minutesE. Reports 2 minutesF. Draft next meeting minutes 5 minutesG. Summarize decisions and assignments 1 minuteH. Critique the meeting 4 minutes8-14Source: October 19, 1998Solve the Dilemmaa. What techniques or skills should an employee have to assume a leadership role within a work group?b. If each work group has a team representative, what problems will be faced in supervising these representatives?c. Evaluate the pros and cons of the system developed by QS.8-15Explore Your Career OptionsWhat is the main quality of employees who will be successful in their job? Explain how this quality is helpful in a small business and in a large company.8-16Additional Discussion Questions and Exercises1. Which organizational structure would be best of the the following situations? Draw an organizational chart that would be appropriate for each of the situations. a. The owner of a real estate agency has opened an office with three real estate agents. The owner direct the agency. b. The real estate agency above has grown in the last five years. The business has grown in two different directions: residential and commercial. The owner still directs the real estate agency. He now has five agents handling commercial real estate details and 15 agents handling residential real estate details. He would like to appoint one of the agents to be manager of a commercial division and another agent to be manager of the real estate division.8-17aAdditional Discussion Questions and Exercises c. Another five years has elapsed. The same real estate agency has grown. Most of the business is still centered in two divisions: residential and commercial. The owner has no added a vice president to oversee the residential and commercial divisions. Also, the agency has added advertising and office management departments; the purpose of these staff departments is to provide advice and support to the residential and commercial divisions.8-17bChapter 8 Quiz8-18a1. Which of the following is most similar to the matrix structures? a. line structure b. functional structure c. line-and-staff structure d. ad hoc committee2. Which of the following is commonly considered an example of informal organizational structure? a. grapevine b. organizational culture c. organizational chart d. employee handbookChapter 8 Quiz8-18b3. Compared with flat organizations, which of the following is most typical of tall organizations? a. The span of management is wide. b. The communication is faster. c. Administrative costs are usually higher. d. Fewer layers of management are needed to carry out operations.4. The division of labour into small, specialized tasks and the assignment of single tasks to employees is called a. centralization. b. specialization. c. departmentalization. d. accountability.