7-1 chapter 8 organization, teamwork, and communication asst. prof. dr. serdar ayan

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Chapter 8Organization, Teamwork, and Communication

Asst. Prof. Dr. Serdar AYAN

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Organization, Teamwork, & Communication

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

Importance of Organizational Structure

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Organization, Teamwork & Communication

Organizational Structure – The arrangement or relationship of positions within an organization.

Developing Organizational Structure

Structure Develops –Managers assign work tasks to individuals & groupsCoordination of diverse activities to attain objectives

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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Organizational Structure

The Evolution of a Clothing StorePhases 1, 2, and 3

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Assigning Tasks

Managers divide the labor into small, specific tasks and assign to employees to accomplish individual tasks.

Specialization

Why Specialize?

•Efficiency•Ease of training•Activities too numerousOverspecialization

•Employees become bored•Job dissatisfaction•Poor quality work•Increased injuries•Increased employee turnover

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Organizational Structure –Assigning Tasks

Grouping of jobs into working units (departments, units, groups, divisions)

Departmentalization

Departmentalization is the grouping of jobs into working units usually called departments, units, groups, or divisions.

•Functional departmentalization•Product departmentalization•Geographical departmentalization •Customer departmentalization

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Functional Departmentalization

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Product Departmentalization

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Geographical Departmentalization

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Customer Departmentalization

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Assigning Responsibility

•Delegation of authority•Assigning responsibility•Employee accountability

Delegation creates a responsibility

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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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Span of Management

Span of Management – the number of subordinates who report to a particular manager.

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Span of Management

•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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Span of Management – Organizational layers

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Span of Management – Organizational layers

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Groups & Teams in Organizations

Group – two or more individuals who communicate with one another, share a common identity, and have a common goal

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Groups & Teams in Organizations

Team – a small group whose members have complementary skills, have a common purposes, goals, and approach; hold themselves mutually accountable.

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Groups & Teams

Differences between Groups & Teams

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Groups & Teams

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

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Communications in Organizations

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Communications in Organizations

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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Communications in Organizations

Informal Communication – separate from management’s formal, official communication channels.

•Grapevine